CIO Straight Talk - Issue 6 - 50
I am passionate about leadership,
that the team is of paramount
and I wholeheartedly agree with
importance and modeling the values
management guru John Maxwell,
that benefit the team.
who contends that leadership is not
And that's where I see the most
an exclusive club reserved for those
value in preaching what I practice
who were "born with it." Combine
- at the ground levels of the
desire with skills that can be
organization. Whether it's a two-
acquired, and anyone can evolve into
day coaching session or a workshop
a leader. "Leadership is developed,"
involving a half-dozen people over
Maxwell says, "not discovered."
several weeks, I think I can offer
But how do you develop yourself
something useful to that top 10 to 15
into an effective leader? There has
percent of IT professionals who are
never been an easy answer to that
passionate about becoming
question. And in today's nearly
effective leaders.
constantly changing business
environment, managing and
Gaining Perspective
inspiring a team is an even greater
challenge.
I have developed my own
After I got my master's degree, I
began working for an IT leader
leadership skills on the job, and I
who founded his own technology
have the battle scars that go along
company. I was a little confused by
with them. But I don't believe that
some of his leadership tactics in the
leaders have to be forged by fire.
beginning. He would ask me about
That's why I dedicate a significant
a new technology or my opinion
amount of my time to coaching others
about a project or my thoughts about
who, like me, possess technical
a certain approach. I was fresh out
expertise but have a desire for more
of school and full of enthusiasm
responsibility.
and opinions, which I offered in
I had the great fortune of learning
abundance. But when he would take
from excellent leaders, managers, and
an approach that was completely
mentors. And it's the lessons they've
different from the one I had
taught me that I'm eager to share with
suggested, I was baffled. I wondered
others - and not simply those already
why he even asked for my input.
in the technology management ranks.
It was only once I left that company
CIOs and CTOs like me tend to be a
and went on to work in larger firms
bit set in our ways. It's four or five
that I realized the value in his
levels down from that where you'll
approach, as I found myself in need
find the individuals who are hungry
of input from my team. The first time
to learn and make a difference.
I made a decision that was different
They're the real influencers.
from what someone had suggested to
They're the true change agents.
me, I finally understood why he did
Organizational hierarchies and titles
what he did. It wasn't that he didn't
are not what's important to being an
value my thoughts. Quite the contrary
effective leader; rather, it's believing
- he benefitted from the different
CIO Straight Talk | 50
CIOs and CTOs
like me tend to be a
bit set in our ways.
It's four or five levels
down from that
where you'll find the
individuals who are
hungry to learn and
make a difference.
CIO Straight Talk - Issue 6
Table of Contents for the Digital Edition of CIO Straight Talk - Issue 6
Contents
CIO Straight Talk - Issue 6 - Cover1
CIO Straight Talk - Issue 6 - Contents
CIO Straight Talk - Issue 6 - 3
CIO Straight Talk - Issue 6 - 4
CIO Straight Talk - Issue 6 - 5
CIO Straight Talk - Issue 6 - 6
CIO Straight Talk - Issue 6 - 7
CIO Straight Talk - Issue 6 - 8
CIO Straight Talk - Issue 6 - 9
CIO Straight Talk - Issue 6 - 10
CIO Straight Talk - Issue 6 - 11
CIO Straight Talk - Issue 6 - 12
CIO Straight Talk - Issue 6 - 13
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CIO Straight Talk - Issue 6 - 49
CIO Straight Talk - Issue 6 - 50
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CIO Straight Talk - Issue 6 - InsertA
CIO Straight Talk - Issue 6 - 67
CIO Straight Talk - Issue 6 - InsertB
CIO Straight Talk - Issue 6 - 68
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CIO Straight Talk - Issue 6 - Cover3
CIO Straight Talk - Issue 6 - Cover4
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