The number of IT professionals taking on to consulting after multiple changes is increasing. A lot of them were considered high potential when they worked within corporate IT functions. Some of them were also CIOs who chucked their cushy jobs to explore entrepreneurship. I started tracking down some of them to find what made them take such a step. The answers were surprising and not so surprising when analyzed rigorously.
Now consider that in recent times the lament gaining popularity is the inability to find good talent; with global competition and willingness to relocate, good professionals are always in demand. And the good ones always find it easy to bag the next opportunity. That being the case, why is it that the CIOs are struggling to hire and retain good talent?
Every manager or leader has one key benchmark when interviewing people: themselves. We hire people based on our own competencies. Most (fortunately, not all) managers want to hire staff with equal to or lower skills than themselves especially for senior positions. Maybe, it is their perception of threat to their own positions; maybe, it is a low risk model when you know that the person will not be disruptive by challenging the managers’ decisions. This manager wants to know everything and be part of every meeting thereby becoming the bottleneck to progress. S/he feels insecure when new solutions are presented by others which impact his domain.
A great way to maintain status quo or to keep the lights on, in this case, the CIO will perennially be challenged and discuss BITA (Business IT Alignment). The team at best delivers mediocrity and is relegated as a support function with limited participation in activities outside of their function. Organization culture too contributes to this state compounded by the CIO not reporting to the CEO. I have seen good CIOs get out of such companies as soon as they could.
Challenging the status quo
Now, when you look at high performance teams, the leader acknowledges the need for diversity and challenging status quo. S/he has always hired different skillsets and encouraged open innovation. One of my observations was that these leaders define the direction and then get out of the way leaving the teams to soar to new heights. They do not micro-manage, they facilitate and encourage the team. Making mistakes is acceptable, repeating them is not. Attrition is normally low.
I believe that to create a winning team and not an also ran, the CIO needs to balance command and control with empowerment. Everyone does not need close supervision; neither can everyone be left to do their own thing. Delegation is good; however delegation does not imply abdication of responsibility. Incorrectly delegated work can lead to challenges and success denied; the CIO should own up to equal share of success and failure. After all you cannot be the father of success and know no failures.
An old adage — “People join organizations, people leave their bosses” — holds true today more than ever. It is not an Oscar award speech but many leaders acknowledge their teams as the reason for their success when felicitations come the way of winning teams. The team too holds no grudges against the leader who is held high in trust and respect. The new age CIO is making these choices, are you one of them?