Focusing on the qualities required to transform an organization through the lens of the CIO, Lessons in IT Transformation provides hands-on 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.

Written from the unique perspective of an actively practicing IT practitioner, Lessons in IT Transformation focuses on the human side of IT leadership as well as on the real, pragmatic leadership issues that are critical for your success as a CIO. Practical and actionable, this book delves into the nuts and bolts of what is entailed in transforming an IT organization, including:

• Helping to create a vision that your team will embrace
• The real purpose of IT … driving business value
• How to develop effective communication skills
• Becoming an effective relationship manager
• Developing the people on your team for maximum contribution
• How to lead a major change effort
• Creating an atmosphere of partnership with your people, clients, and vendors
• Working on developing the qualities of great leaders
• How to sustain success once it’s achieved

A timely look at how the IT function can become truly aligned with the strategies and operational direction of your business’s enterprise, Lessons in IT Transformation reveals how you can develop solid leadership qualities in those around you―and in the process, become a better leader yourself.

LARRY BONFANTE has held executive leadership positions over the past twenty-nine years in the financial, pharmaceutical, nonprofit, consulting, and sports and entertainment industries. He has received numerous industry accolades, including being named one of Computerworld’s Premier 100 IT Leaders in 2009. As Chief Information Officer at the United States Tennis Association, his team is responsible for all information technology–related services supporting the U.S. Open, the most highly attended annual sporting event in the world. A founding member of the CIO Executive Council, he is the founder of CIO Bench Coach, LLC, an executive coaching practice for IT executives. He has served as a mentor and executive coach for many IT leaders in various industries and serves as Chairman of the Fairfield-Westchester chapter of SIM. He has been a guest lecturer for the master’s degree programs at Columbia University, NYU, and Polytechnic Institute and is an accomplished public speaker who has presented at many industry conferences. He writes a leadership column and blog for CIO Insight magazine.

He can be reached at Larry@CIOBenchCoach.com.
You can learn more about his executive coaching practice at www.CIOBenchCoach.com.

Lessons in IT Transformation

Technology Expert to Business LeaderBy Larry Bonfante

John Wiley & Sons

Copyright © 2011 John Wiley & Sons, Ltd
All right reserved.
ISBN: 978-1-1180-0447-0

Chapter One

First Things First: What Is Leadership?

Before we get into the “nuts and bolts” of what is involved in transforming an IT organization, we will spend some time defining some key concepts. Specifically, we will focus on the following concepts:

Defining what I mean by leadership

Comparing and contrasting leadership and management

Reviewing common misperceptions regarding leadership

Examining the critical roles that a transformational leader has to play

Defining Leadership

There are probably as many definitions of leadership as there are people who have an interest in the topic. Many of us have formed our thoughts and definitions based on the people in our lives from whom we have learned our lessons of leadership. For many people, the image of leadership comes along with formal power and authority. For others, it elicits a vision of eloquent orators who can inspire with their thoughts and words. Some may conjure up emotional pictures of military leaders or sports coaches who “fire up” the troops.

What we will explore in this book is the fact that there is no one approach or definition to leadership. Individuals bring their own unique personality and talents to their position of leadership. In trying to define leadership, perhaps a good place to start is to differentiate between two very important but different things—leadership and management.

Leadership versus Management

Before we begin our discussion on leadership, it is important to differentiate between the concepts of leadership and management. Many people will share that they think good leadership is more important to an organization’s success than excellent management. This is akin to saying that speed is more important to an athlete than strength. The truth of the matter is that both are critical to success.

Over the almost 30 years I have worked in the industry, I have come to realize how rare excellent management is and how rarely it is appreciated and rewarded. In many organizations, when an individual contributor excels, he or she is promoted to a management position. The thought process is that if someone is proficient in a functional area, that person would naturally be able to manage others who are focused in that area of endeavor. Nothing could be further from the truth. Although some people clearly can make this leap, excellence in any endeavor and the ability to manage people in the same discipline are two very different sets of muscles. Working in the field of IT, it is sometimes painful to watch very talented technical people who entered the field because of certain skills and personality traits being asked to act in what can only be described as unnatural ways to try to manage the efforts of other technical contributors.

In my experience, there is a dearth of quality managers. People who can help teams execute and deliver results are a precious commodity. Many organizations do not value or reward excellent managers. However, without these people, companies would never accomplish the results required to achieve success. Therefore, in our discussion of leadership versus management, I want to be clear that I value both capabilities. It’s just that they are very different things.

To me, the simplest way to differentiate between leadership and management is to identify three questions that must be answered for teams to succeed. The first two questions are issues of leadership. The third is a question of management.

Question #1: Where Are We Going?

The first question that must be answered by a leader is, “Where are we going?” The essence of leadership is setting the direction for the organization. Leaders must work with their people to explain their destination. There is an old expression that if you don’t know where you are going, you might not like where you wind up! The first responsibility of a leader is to know where you are going so you can communicate this direction with your team. Many books I have read on the topic of leadership stop there! They feel that the primary responsibility of a leader is to determine and communicate the team’s destination. I think that there is a second related question that leaders are required to answer.

Through the Lens of the CIO—The Need for CIOs to Inspire

I can remember the first time I heard the idea of the CIO having to inspire the organization. It was at an industry conference, and we had a keynote speaker who suggested that leaders must inspire their people to greatness. Why is this a daunting challenge for most CIOs?

Let’s think about where most CIOs come from. Many of us grew up through the ranks of the technology organization. Our skill sets were in areas such as business analysis, systems development, and process management. In school, we were more likely to be attracted to topics such as math and science than to subjects such as psychology and philosophy, which many of us probably viewed as “fluff” courses. (I will make the admission that I was a dual major when I got my undergraduate degree, pursuing both economics and psychology!) We are most comfortable with quantitative, hard-core, tangible items that we can see and touch. We are often binary in our thinking—after all, computer science is at its core based on ones and zeros! We count lines of code; we install and program switches and routers—no bull happening here!

All of a sudden, many of us are placed in positions where we have to lead and “inspire” people. Inspiration is the stuff of evangelists and football coaches, not managers of technology. But like it or not, people only perform at their greatest potential when they are inspired.

One of the big mistakes many CIOs make when attempting to inspire is to think that they have to come up with some magic words that awaken the greatness that resides in all of us. We have to know exactly what to say to light the fire in people. Truth be told, individuals have their own motivators that inspire them. All we have to do is figure out what those things are for the people we lead and find a way to align our vision and our mission to the things that drive people. You can call that inspiration. Motivation is really an “inside job.” Our role is not to create the things that inspire people but simply to make people understand how what we are doing connects with what already inspires them.

Another challenge many CIOs have is trying to develop the cult of personality. Some of us (like me) happen to become extroverts over time. I started out an introvert, but based on life experiences and situations have become far more extroverted and comfortable in dealing with people than many CIOs are naturally wired to be. But what about those of us (and this is probably the great majority) who are introverted? After all, there is a reason we went into IT as opposed to sales or marketing. What do we do about the introverts? Remember that inspiration is about your people, not about you! What CIOs have to do is to be real, to be human, and to be themselves. People can smell a phony from a mile away. Therefore, trying to be a cheerleader if this is not your nature will most certainly backfire. Be yourself. Be genuine. Speak from your heart in a way that people know is true to who you are, and they will respect you for it. Don’t try to be someone you’re not. Be yourself—but be your best self and work to bring out the best in each of the people you lead. This is the true essence of inspiring people, not being some loud, fiery B.S. artist!

Question #2: Why Are We Going There?

Getting others to support a shared vision requires that they buy into what you are trying to accomplish. A big part of ensuring that this happens is answering for them why you plan to go in a stated direction. When I was starting out, the roles of management and labor were very clear. As a member of the staff, you were simply expected to do as you were told by your management. No questions asked! However, things have changed. Most of us lead “volunteer” armies! People can pick and choose among many opportunities and employers. If you truly expect to get people to rally around you and accomplish great things, you need to help them envision why you want to go toward your planned destination.

In setting the course and explaining why you are headed for your destination, every leader must be prepared to answer two parts of this question:

1. Why are you as the leader planning to go in this direction? Of all the places you could go, why is this the best place? What about this destination makes it special, different, important? What about this destination inspires you and energizes you to put forth the effort required to arrive there?

2. Why should the people on your team want to go there with you? This question might be even more important for the people you lead. What about this trip speaks to their needs, hopes, dreams, and desires?

We will explore both parts of the “why” question in this book. The bottom line is that most people want you to explain to them, “What’s in it for me?” Unless you can create the same level of motivation and excitement in them that you must personally exhibit, at best you will get lukewarm buy-in and less than full effort. Great objectives require great effort and great passion. Getting people excited about the possibilities for them as individuals as well as for the team is critical to getting the required level of involvement.

Question #3: How Do We Get There?

Once a leader has articulated a vision of where the team is going and why the members of that team should be excited about going there, management must ensure that the team executes. It’s the manager’s job to help lay out the plan for how to get from where we are to where we hope to arrive. Management is accountable for working with the team to chart the actual course for the intended destination—identifying and planning the required steps needed to get from where we are to where we hope to go. Managers need to work with their team to provide them the guidance, support, tools, feedback, motivation, and rewards to ensure that the team can bridge the gap from the current state to the intended future destination.

Misconceptions about Leadership

Over the years I have met a number of people who aspired to positions of leadership for all the wrong reasons. First of all, leadership is not really about position. It is all about influence. In many organizations the people who truly lead by influence do not necessarily show up at the top of the organization chart. We will talk more about this is a little while.

Following is a list of the common misconceptions:

* Leadership is all about the rewards. Many people aspire to a position of leadership because of “what’s in it for them.” They see leadership as a destination to arrive at where they will receive the perks they feel they deserve. This includes financial rewards, recognition, having people do things for them, and more. They view leadership as a position of privilege. These “wanna-be” leaders do not recognize that leadership is a responsibility, not a privilege.

* Leaders are served. If you ever watch great leaders, you will see that first and foremost, they thrive on serving others. Their purpose is to help the team succeed. Their focus is on working to ensure the personal development and success of the members of their teams. Early in my career, I heard an expression that has stuck with me throughout the years: “When you are a leader, it’s never about you!” A true leader is focused on the success, development, happiness of his or her people, clients and management. They are motivated by making a difference in the lives of others, not by accumulating the accoutrements of power. Real leaders know that to lead is to serve, not to be served.

* Leaders focus on achieving personal goals. If you look at great leaders throughout history, you will notice a focus on helping others reach their potential—many times at the expense of making their own lives safer or more comfortable. Their entire thought process is about how they can help others achieve their goals. Great leaders know that there are no winners on a losing team. They know that the only success that matters is the team’s success. That’s why in most sports you rarely see a Most Valuable Player award given to a player whose team did not make the playoffs. If success is a team game, the focus cannot be on individual accomplishments.

* Leadership means I’ve made it. Ascending to a leadership position is not the last step of the journey but, rather, the first step to a new journey. Being promoted to a leadership role isn’t an invitation to relax and enjoy the fruits of your labor. It is an invitation to roll up your sleeves and work to help your team chart a course for success. Leadership requires hard work and dedication but many new leaders think that they have arrived and can rest on their laurels.

* Good managers are natural leaders. As we’ve seen, leadership and management are two different sets of muscles. Being able to set a course and inspire people is a different set of skills than being able to work with people to plow the road that gets us to our desired destination. Both effective management and inspired leadership are required for success, but thinking one person automatically has both sets of skills is often a mistake.

Through the Lens of the CIO—The Peter Principle at Play

How many times have you seen someone who is incredibly talented at a position rewarded for their excellence by being promoted to a role for which they are neither prepared nor equipped? This is often referred to as the Peter Principle—in an organization, people get promoted up to their level of incompetence. Unfortunately, there is a particularly common and insidious version of this that happens to IT professionals.

Many IT professionals went into the field because of their personality types (often introverts) and the way they are naturally wired (logical, organized, curious, scientific thinkers). Their comfort with ideas, concepts, logic, and numbers far exceeds their comfort level with other human beings!

I had a person who I worked with, let’s call him John. John was a brilliant technologist who was as dedicated and devoted as any person I’ve ever worked with. He was a tremendous individual contributor who was usually found smack dab in the middle of many of the successful projects we ran as an IT organization. John’s “reward” for this excellence was to be promoted into a management position. What the brilliant leaders and human resource managers involved in this decision failed to take into account is the fact that leading and managing people require very different sets of muscles than being a technical contributor. No great thought was given as to whether John possessed the skills required to succeed in this new role. Furthermore, no great thought was given as to providing John the developmental opportunities, mentoring or support system to help him transition into the role of people leader. Many of the people John was asked to manage were peers of his in the organization. Some of them were older and more experienced than John and were resentful that this “whiz kid” was ascending up the corporate food chain faster than they had. John had always been a “straight shooter” who spoke his truth. He didn’t have experience with the tact necessary to persuade people to see or do things a different way than they may have been comfortable doing them in the past. John started his new role with a great many strikes against him. He was thrown into a new world without a map of the terrain, a knowledge of the new language, or a plan as to how to do what seemed to him like a foreign set of responsibilities.

As we fast-forward the clock a year later, John’s management was very disappointed. There were all kinds of comments made regarding his performance. “John had shown so much potential, I’m really surprised how badly he is struggling.” “John has been a real disappointment; I expected much more from him.” About 18 months after John had been promoted for being an exceptional contributor, he was let go from the organization. Very sad … let’s move on!

Although John certainly contributed to some of the challenges he experienced, in many ways he was also a victim of the situation. He had been promoted into a role without any thought as to whether he had the temperament or abilities to play it effectively. There was no training, support, or mentoring provided to John, and his management, truth be told, were not effective leaders or managers of people themselves! There was plenty of blame to go around, but unfortunately the only person who suffered any fallout from this haste and poor decision was John! Have you seen this movie before? How many times?

(Continues…)

Excerpted from Lessons in IT Transformationby Larry Bonfante Copyright © 2011 by John Wiley & Sons, Ltd. Excerpted by permission of John Wiley & Sons. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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