CIOs need more than a strong technical background. Good people skills and business acumen are crucial to their success.
By the time most IT professionals reach the level of CIO, they’ve already learned that it is people—not technology—that usually derail both projects and careers. But most CIOs also come from technical disciplines where specific outcomes are expected and scientific methods are employed. Getting to know the people side of the business is anything but scientific! Here are ten key “soft skills” that should be in every CIO’s toolkit today:
1. Collaboration
IT is a project-based
discipline. Especially in a large project, people from different
business areas must come together and agree on how the project is to be
done, and what its goals are. When stakes are high, it’s the CIO who
gets involved. He is expected to provide leadership and to foster a
collaborative environment. This means getting to know the people on the
project, as well as the politics that surround it.
2. Negotiation
In
joint business-IT projects, or in contracts and collaborations with
vendors, the CIO now leads the way in acute negotiation skills that
obtain the best deals for IT and for the business. Negotiating is give
and take. This means that CIOs themselves must be personally malleable
in the process—with an understanding that no one is likely to get
everything that they want.
3. Team-building
Team-building
within IT begins by selecting the right managers at the level
immediately beneath CIO who can be relied to carry out the
responsibilities that they are charged with. These managers must
understand both the technology and the people and team-building
processes, because it is ultimately these managers (and those lead
persons beneath them) who will cement the team-building culture at the
staff level. However, neither managers nor staff will be capable team
players if they don’t see their CIO leading by example by exhibiting
team-oriented behavior.
4. Organizational development
There
was a time when organizational development was almost exclusively an HR
issue!—But no more. As IT infrastructure becomes more integrated, as
applications routinely cross hardware and software boundaries, and as IT
itself becomes more service-oriented, CIOs are finding that they must
break down IT silos and even restructure IT altogether. Often, staff is
fearful and resistant to change, so the CIO becomes an organizational
developer and a change agent. Doing organizational development is not an
easy job. Some CIOs are even taking courses to build out skills they
never imagined they would require.
5. Vendor management
The
growth of cloud-based solutions and the continued use of outsourcing
make it imperative for IT to negotiate and then manage contracts with
vendors. In addition, many end business areas are forging contracts with
technology providers—only to turn over contract management to IT. There
has never been a stronger need for vendor management skills in IT than
now. These skills begin with the CIO.
6. Business transformation
A
majority of enterprise CEOs feel that technology is the primary change
agent that will continue to make their organizations competitive, They
are calling upon their CIOs to lead the charge in business (and business
process) transformation because they see technology as the enabler.
Unfortunately, many CIOs grew up with the technology, but not with the
organizational and business process transformation skills. CIOs are
developing these skills in their frontline managers, but they are also
finding that they have to develop the same skills in themselves.
7. Board presence
For
many years, CIOs have been buried underneath CFOs or CEOs who attended
board meetings and mentioned technology initiatives as a single bullet
on their monthly or quarterly board reports. However, this is changing
as technology grows in strategic importance. Suddenly, CIOs are finding
themselves in boardrooms. This makes it important for every CIO to hone
his boardroom skills, and to get to know the members of the board.
8. Presentation skills
With
increasing visibility in the boardroom, with key business executives,
and even in with full IT staff, every CIO today should develop his
presentation skills. Strong presentation skills have always been
presumed for most other C-Level executives, while the CIO has been able
to hide himself in the “engine room”—but that’s no longer the case.
9. Written and verbal skills
CIOs
are also expected to express themselves well in verbal and written
communications with many other stakeholders. These stakeholders may not
know (or care) how well the CIO knows C++, or the internals of a UNIX
box. Instead, he will be judged on how well he expresses himself in a
memo, a report, or even in a hallway conversation.
10. The sixth sense
Great
CIOs (and also great organization and project managers) understand that
there’s a lot more that goes on in a day’s work than work! IT is a high
risk discipline where the blame can quickly fall to the CIO, even when
it should be elsewhere. Because of this, CIOs who achieve longevity in
their positions are adept at “sensing” when projects (and politics)
begin to go wrong. They take immediate, corrective action to get things
back on course.
0 comments:
Post a Comment
Appreciate your concern ...