Description
Book SynopsisImportant insights into the true purpose of IT?from a CIO''s perspective Focusing on the qualities required to transform an organization through the lens of the CIO, this book provides practical advice on how to address key issues, as well as create a context for the type of leadership qualities required to broaden the CIO''s impact in every aspect of the corporation.
- Provides practical advice on key issues for leadership qualities
- Looks at the differences between leadership and management and the need for effectiveness in both disciplines
- Explores relationship management, communication skills, change management, developing human capital, sustainability, alignment, and qualities of great leaders
A timely look at how the IT function can become totally aligned with the strategies and operational direction of the business enterprise, Lessons in IT Transformation reveals how CIOs can?and should?evolve from managers of utility services
Table of Contents
Preface xiii
Introduction xv
Chapter 1 First Things First: What Is Leadership? 1
Defining Leadership 1
Leadership versus Management 2
Misconceptions about Leadership 8
Leadership Roles 11
Chapter 2 That Vision Thing 21
Importance of Vision 21
Deciding Whose Vision It Is 22
Helping Employees Feel Ownership 24
Creating the Vision 25
Aligning Your Vision with the Vision of Your People 26
Inspiring Others to Share the Vision 28
Making the Vision Real for People 29
Chapter 3 It’s the Business, Stupid! 31
The Purpose of IT 32
The Foolishness of Alignment 33
Three Questions about IT’s Role in the Organization’s Mission 34
Fiscal Management—IT Is an Investment, Not a Cost 35
IT as a Tool to Drive Revenue 37
Ways to Engage the Board 38
The CIO as a Business Leader, Not Technologist 42
Meaningful Metrics 44
Focus on What Matters 44
Managing Perception versus Reality 47
Chapter 4 Communication 51
The Importance of Communication 51
The Importance of Listening 54
Who Do I Need to Communicate With? 55
How Should I Communicate with Them? 56
How Often Should I Communicate? 58
The Need for Marketing 60
What Is Your Brand? 64
Leading a Volunteer Army 65
Communicating Tough Messages 67
Focusing on the Issue, Not the Person 70
Honesty and Transparency 71
Chapter 5 Relationship Management 75
No Man (or Woman) Is an Island 76
Helping Other People Succeed 77
Being a Team Builder 79
Building Credibility 81
The Law of WIFM—What’s in it for Me? 83
Leading by Serving 86
What People Feel about You Is More Important than Reality 88
Chapter 6 Developing Human Capital 93
Leading ‘‘Persons’’ 94
Leveraging People’s Unique Talents 96
Engaging the Whole Person 97
Focusing on Strengths 100
Recruiting/Retaining/Developing 101
Making Sure a Person Is Better Off for Having Had the Experience 104
Recognizing and Rewarding Your People’s Efforts and Successes 105
Chapter 7 Leading the Process of Change 109
Change Is Uncomfortable 110
Selling the Need for Change 111
Personalizing the Need for Change 112
Making Change a Part of Your Culture 112
Building Community 116
Ensuring Buy-in 117
Breaking Change into Bite-sized Chunks 118
Supporting Progress along the Way 119
Celebrating and Communicating Progress/Success 120
Comparing Position versus Influence 124
Balancing Change with Disciplined Project Management 125
Developing a Culture of Innovation 128
Developing a Culture of Accountability 129
Chapter 8 Partnering for Success 133
Some Words Are Used Too Loosely 134
Creating an Empowered, Team-oriented Environment 135
Adjusting to the Twenty-first-century Workforce 136
Partnering with Your Team 138
Partnering with Your Clients 138
Partnering with Your Executive Management and Board of Directors 140
Sourcing—Expanding Your Team to Include Outside Partners 141
Networking in the Industry 144
Chapter 9 Developing the Qualities of a Great Leader 147
Being Authentic 148
Inspiring Others 151
Building Trust 151
Showing Humility 154
Having a Bias Toward Action 155
Leveraging Collective Wisdom 157
Building Personal Relationships 161
Influencing Others 164
Showing Your Humanity 165
Empowering the People around You 166
Being Receptive to Feedback 168
Being Likable 168
Being Accountable 170
The Most Important Characteristic of a Leader—Having Integrity 171
Chapter 10 Sustainability 173
Accomplishing Short-term Success Is Only the First Step 173
Individual Leaders Can Drive Short-term Success 175
You Need a Culture of Leadership to Ensure Long-term Viability 176
A Leader’s Job Is Not Only Creating Success—It Is Creating Other Leaders 177
Chapter 11 Homework and Parting Thoughts 181
Leadership Begins with Me! 181
I am IT! 181
Be Wary of Linda Ronstadt Disease 182
Seek Alignment versus Consensus 182
God Gave You Two Ears and One Mouth 183
How Do You Feel When You Are the Customer? 183
Leadership Is a Responsibility, Not a Privilege 184
You Are Either Part of the Solution or Part of the Problem—the Choice Is Yours 185
There Are Three Kinds of People in the World 186
When You Change, Your World Changes 187
About the Author 191
Index 193
