A CIO’s Christmas List

2014 has been a great year. Things are looking better. Hopefully the momentum will carry into 2015.

I have tried to be really good by being the best CIO I can. So Santa, this year, I would like the following:

• Apple iPhone 6 plus. I have decided bigger is better but I haven’t figured out how to carry it.
• A development team that can hit the ground running and fix code quickly.
• An approved IT budget where I don’t have to make drastic cuts and figure out how to do more with so much less.
• A migration plan to get legacy applications into the cloud.
• Not to be hacked by foreign governments.
• One of those toy helicopters. I think your elves are messing with us. I have yet to fly one of those straight and have it last longer than 3 days without breaking it.
• A new set of golf clubs. It won’t help my game in the least but I will look cool on the greens.

Thanks Santa and Merry Christmas.

P.S. I left cookies and milk for you in our virtual environment. Please help yourself and ask your reindeer to pick up after themselves in the datacenter.

What It Means To Be A Leader — EXECUTIVE CORE QUALIFICATIONS

A basic requirement for entry into senior roles within the Federal Government you must provide evidence of progressively responsible leadership experience that is indicative of senior executive level management capability. The information below was taken from the USAJobs.gov website. Every leader, whether or not they are looking for a job in government should be able to answer these questions. It should also be used to rate a CIOs performance.

ECQ #1 – LEADING CHANGE:  This core qualification involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals. Inherent to this ECQ is the ability to establish an organizational vision and to implement it in a continuously changing environment.

Leadership Competencies:

1. Creativity and Innovation.  Develops new insights into situations; questions conventional approaches; encourages new ideas and innovations; designs and implements new or cutting edge programs/processes.

2. External Awareness.  Understands and keeps up-to-date on local, national, and international policies and trends that affect the organization and shape stakeholders’ views; is aware of the organization’s impact on the external environment.

3. Flexibility.  Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles.

4. Resilience.  Deals effectively with pressure; remains optimistic and persistent, even under adversity. Recovers quickly from setbacks.

5. Strategic Thinking.  Formulates objectives and priorities, and implements plans consistent with the long-term interests of the organization in a global environment. Capitalizes on opportunities and manages risks.

6. Vision.  Takes a long-term view and builds a shared vision with others; acts as a catalyst for organizational change. Influences others to translate vision into action.

ECQ #2 – LEADING PEOPLE: This core qualification involves the ability to lead people toward meeting the organization’s vision, mission, and goals. Inherent to this ECQ is the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts.

Leadership Competencies:

1. Conflict Management.  Encourages creative tension and differences of opinions. Anticipates and takes steps to prevent counter-productive confrontations. Manages and resolves conflicts and disagreements in a constructive manner.

2. Leveraging Diversity.  Fosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization.

3. Developing Others.  Develops the ability of others to perform and contribute to the organization by providing ongoing feedback and by providing opportunities to learn through formal and informal methods.

4. Team Building.  Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation and motivates team members to accomplish group goals.

ECQ #3 – RESULTS DRIVEN: This core qualification involves the ability to meet organizational goals and customer expectations. Inherent to this ECQ is the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks.

Leadership Competencies:

1. Accountability.  Holds self and others accountable for measurable high-quality, timely, and cost-effective results. Determines objectives, sets priorities, and delegates work. Accepts responsibility for mistakes. Complies with established control systems and rules.

2. Customer Service.  Anticipates and meets the needs of both internal and external customers. Delivers high-quality products and services; is committed to continuous improvement.

3. Decisiveness.  Makes well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences; perceives the impact and implications of decisions.

4. Entrepreneurship.  Positions the organization for future success by identifying new opportunities; builds the organization by developing or improving products or services. Takes calculated risks to accomplish organizational objectives.

5. Problem Solving.  Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations.

6. Technical Credibility.  Understands/appropriately applies principles, procedures, requirements, regulations and policies related to specialized expertise.

ECQ #4 – BUSINESS ACUMEN: This core qualification involves the ability to manage human, financial, and information resources strategically.

Leadership Competencies:

1. Financial Management.  Understands the organization’s financial processes. Prepares, justifies, and administers the program budget. Oversees procurement and contracting to achieve desired results. Monitors expenditures and uses cost-benefit thinking to set priorities.

2. Human Capital Management.  Builds and manages workforce based on organizational goals, budget considerations, and staffing needs. Ensures that employees are appropriately recruited, selected, appraised, and rewarded; takes action to address performance problems. Manages a multi-sector workforce and a variety of work situations.

3. Technology Management.  Keeps up-to-date on technological developments. Makes effective use of technology to achieve results. Ensures access to and security of technology systems.

ECQ #5 – BUILDING COALITIONS: This core qualification involves the ability to build coalitions internally and with other Federal agencies, State and local governments, nonprofit and private sector organizations, foreign governments, or international organizations to achieve common goals.

Leadership Competencies:

1. Partnering.  Develops networks and builds alliances; collaborates across boundaries to build strategic relationships and achieve common goals.

2. Political Savvy.  Identifies the internal and external politics that impact the work of the organization. Perceives organizational and political reality and acts accordingly.

3. Influencing/Negotiating.  Persuades others; builds consensus through give and take; gains cooperation from others to obtain inform

The Universe of The Chief Information Officer

From the Other Side of the Table — CIO Questions to Potential Employers

Sitting on the opposite end on the board room table, CIOs need to understand the type of organization they will be joining. Having been on the other end several times, it is important to get a sense that you will be valuable as a CIO and most importantly have job satisfaction. Below are a few questions I think can help.

• What is your company’s mission and vision? What steps are you taking to accomplish them?
• Can you explain your company’s brand and how it has evolved?
• Can you describe your company’s growth (or lack there of) in terms of revenue and hiring over the last 5-10 years?
• What do you think distinguishes this company from its competitors, both from a public and employee perspective? How is technology used by your competitors? How is a CIO role used by your competitors?
• Can you explain your company’s structure and how a CIO role will fit in?
• How do you see the CIO role contributing to the success of the organization?
• Is this a new CIO position, or did someone leave? If someone left, why did they leave? If this is a new position why are you looking for a CIO now?
• How would you describe the company’s culture and leadership philosophy and style? Could you describe the type of employee who fits well with it?
• What are some of the technical problems facing your staff, and how to do you see the CIO role solving it?
• How is the technology department perceived today? What past steps have been taken to correct this perception? What steps were successful or not?
• What steps have the company done recently to show how it values its technology?
• How does management view the CIO role and the importance of the IT department?
• What is the company’s plan for the next five plus years, and how does the IT department fit into these plans?
• How do other executives view IT?  As a Business Peer/Game changer or Service Provider/Cost Center?
• How have various types of decisions been made (i.e. M&A, process changes, layoffs, loss of business, risks, new business)?
• How will my leadership responsibilities and performance be measured? By whom? How often?
• What would you say are the five most important skills/traits needed to excel in this position?
• What particular achievements would equate to success in this role? What would success look like?
• What challenges will this role face? What advice will you give to succeed?
• Are you most interested in a candidate who works independently, on a team, cross-functionally, or through a combination of them all?
• What is your ideal communication style? Do you meet regularly with your team, rely heavily on e-mail, use status reports or work primarily through other means?
• How much guidance or assistance is made available to employees in developing career goals?
• What resources will be available to the CIO to ensure success?
• How do you see me as a candidate for the job in comparison with an ideal candidate?
• Do you have any concerns about me or about my qualifications that may prevent you from selecting me for the role?

4 Ways to Overcome Obstacles and Rethink the CIO Role

4 Ways to Overcome Obstacles and Rethink the CIO Role – See more at: http://visual.ly/4-ways-overcome-obstacles-and-rethink-cio-role#sthash.sPKvjtrD.dpuf

Explore more visuals like this one on the web’s largest information design community – Visually.

The Rejected CIO

As I look for a new role that is suitable to my experience and background, I often get rejection letters. At first I would delete them but I decided to keep them and periodically review them. Not that I am angry over being rejected. Contrary, rejection letters just make me have thicker skin.

Getting a rejection letter is better then the black hole of no response.

Here are a few of my rejection letters. (Names have been deleted.)

You were impressive but not impressive enough—

Dear Arun Manansingh,

Thank you for taking the time to send your resume and cover letter for consideration for our position for Manager, IT at xxx.  We received many applications and while your qualifications and experience are impressive, there were candidates who more closely matched our needs.

We appreciate your interest in the xxx.  We will maintain your resume on file and suggest that you check our career site and apply for job postings that you are passionate about and for which you qualify.

We would also like to invite you to remain informed about the work that xxx is doing.  The best ways to do that are on our website, or other social media detailed below for example, Facebook and Twitter.

Again, thank you for applying. We wish you all the best.

---

Again you were impressive but we want to continue looking —

Dear Arun,

Thank you for the interest you have expressed in employment with xxx IT for the position of Sr Director IT Service Management.  Although your experience is impressive, our hiring team has decided to continue the search. 

At this time, your resume will be retained for at least one year in our database.  You will be contacted in the event our employment needs should change. We also encourage you to visit our website as new positions become available.

We appreciate your interest in our company and wish you success in your search.

---

We thought you were a match but now you are not—

Dear Arun,

Thank you for submitting your resume for our Chief Information Officer position, and for your interest in our firm.

Your qualifications have been reviewed, and although they are impressive, we do not feel that they are a match for our current opportunity.

We are sure your credentials and abilities will lead to other excellent opportunities, and we wish you every success in your career.

---

Don’t call us we will call you—

Hi Arun,

Thank you for your interest in the VP, Technology & Operations role for xxx. We have received your information and if there is interest in moving forward with your candidacy we will be reaching out to you in the next few weeks.

Thank you for your patience in our reply, as we had many applications for this impactful opening on our team.

---

You didn’t get the job. Here is who did—

Hi ARUN,

Thank you for your application for the position of Chief Information Officer for the xxx.  Interviews for the position were held in early March.

Xxx officials have appointed Ms. xxx as their next Chief Information Officer.  Ms. xxx has most recently served as a Manager of IT Infrastructure and Operations.  Prior to that, she worked in the IT field as a Director for more than 12 years.  Ms. xxx has a Master’s degree in Communication System Strategy & Management and a Bachelor of Science degree in Mathematics. 

Although you were not selected for this position, the xxx and GovHR xxx want to thank you for your interest and effort in competing for this position.  We extend our best wishes for continued success in your professional endeavors.

Please feel free to stay in touch with our office regarding professional opportunities in the future.

---

You were not qualified—

Arun,

Thank you for your application for the CTO/SVP, Architecture, Engineering & Technology search we are doing at xxx.   After reviewing your background, we have concluded that there are other candidates better qualified for this role.  That said, thank you for your time in contacting us. 

With regards,

---

There were too many qualified CIOs —

Arun:

Thank you for your interest and for taking the time to speak with us about the CIO role at xxx.  We were impressed with your experience, but you were one of many qualified candidates whom we considered for this position.  Therefore, we will not be proceeding with your candidacy for this role at this time.

We wish you the best of luck in your future career, and thank you again for considering an opportunity with xxx.

---

Not holding my breadth —

Dear Arun,

We received your application for employment with xxx for the position below.

Job Title: Chief Information Officer

Department: Finance and Administration

 Thank you for your interest in our University.  The screening and selection

process is currently underway and will continue until a candidate is chosen. If

a decision is made to pursue your candidacy, you will be contacted by the hiring

manager.

 Sincerely,

Human Resources

---

The role has been frozen for now— 

Dear Arun,

Thank you for your application for the position as CIO, xxx Group.

 After careful consideration and with respect for current business priorities, we have decided to continue our interim IT Management solution throughout Q4 2013. Consequently the recruitment process for the CIO position has been postponed. We acknowledge and respect the energy you have put into your candidacy and apologize for any inconvenience in this regard. As the recruitment process may continue in a few months’ time, we kindly ask you to let us know, if you wish to sustain your candidacy for the CIO position. If so, please reply to this email no later than October 1, 2013.

Once again we apologize for any inconvenience this may have caused.

 Best regards,

Human Resources, Zacco Group

Barbarians At The Datacenter

As I continue to look for my new CIO role. I am coming across some organizations that are looking outside their respect industry for talent. I recently interviewed with a publishing company who said flat out they want someone not from the publishing world. “Why?” I asked.  They felt that publishing expertise is lagging behind other industries in their use of technology.  I have seen other firms looking for these barbarians to manage their data. It is a refreshing thought.

This is a great opportunity for an organization to bring onboard an innovative disruptor to shake things up. As I have said in the past, change to some extent is good for any organization. As technology marches forward can any CIO say they are an expert in all areas?  Will a CIO have the experience to try new things? To take chances in order to make progress? These are fundamental questions for any CEO or CIO to contemplate.

I strongly believe that a CIO’s developed skills in one industry can be transferred successfully to another industry. Who’s to say that a medical CIO’s experience cannot be used in publishing? Granted there will be a learning curve, but there will be a learning curve for anyone taking on a new leadership role.

It might be scary for some who find comfort in knowing their respective industry inside and out. Myself- I believe that I am that barbarian that looks for new challenges. Working in different industries allows me to increase my marketability and continue to add to my toolbox.

The Disruptive CIO

There are many types of CIOs-– operational, strategic, and transformational; each has their advantages.  A good CIO is one that has all these traits. There is another trait that has advantages to an organization. That trait is disruptive.

Many CIOs stay within a particular industry. A pharma CIO will normally stay in pharma or a financial CIO will generally stay in financial services. Very few jump industries and very few organizations look beyond their particular industry for a different type of CIO.

However, bringing in a CIO from anther industry has the potential to be a disruptive influence in an organization. Disruptive in a positive way. A disruptive leader is one that fights the status quo; bringing in new ideas and processes – a fresh set of eyes looking at how to improve existing processes.

A disruptive CIO is one willing to step out of the rank and file and acts boldly against the norm that lulls an organization into complacency. He/she acts as a catalyst to move a company from lethargy into positive-changing actions. Being a disruptive CIO is a tough and messy role. Most organizations have a culture of fear and risk aversion that makes it difficult for a disruptive leader to step forward. However, for those that do step out, they have the ability to move a company beyond irrelevance and into a mindset that the status quo is not acceptable and change is good.

30 Must Read CIO Bloggers

I am glad “A CIO’s Voice” made the list. Thanks Evolven

“These executives have a tremendous influence on the IT industry, developments and leadership. With their insights, they help to shape IT, identify trends, and make decisions that have far-reaching impact.”

http://www.evolven.com/blog/must-read-cio-bloggers.html

 

 

 

Core Qualifications to Being Chief

In my search for a new leadership role, I came across this in a job description for CIO. This can be applied to any CxO roles.

CIO/CTO EXECUTIVE CORE QUALIFICATIONS:

1 – LEADING CHANGE:  This core qualification involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals. Inherent to this qualification is the ability to establish an organizational vision and to implement it in a continuously changing environment.

(Competencies:  creativity and innovation, external awareness, flexibility, resilience, strategic thinking, vision)

2 – LEADING PEOPLE:  This core qualification involves the ability to lead people toward meeting the organization’s vision, mission, and goals. Inherent to this qualification is the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts.

(Competencies:  conflict management, leveraging diversity, developing others, team building)

3 – RESULTS DRIVEN:  This core qualification involves the ability to meet organizational goals and customer expectations. Inherent to this qualification is the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks.

(Competencies:  accountability, customer service, decisiveness, entrepreneurship, problem solving, technical credibility)

4 – BUSINESS ACUMEN:  This core qualification involves the ability to manage human, financial, and information resources strategically.

(Competencies:  financial management, human capital management, and technology management)

5 – BUILDING COALITIONS:  This core qualification involves the ability to build coalitions internally and with other Federal agencies, State and local governments, nonprofit and private sector organizations, foreign governments, or international organizations to achieve common goals.

(Competencies:  partnering, political savvy, and influencing/negotiating)

So You Want To Be A CIO?

A friend on mine sent this to me as he looks for a CIO role. Thought it was interesting enough to post:

1.Describe your experience in the development, implementation and administration of operating and capital budgets. Please be specific about your role. Include dollar amounts of budget(s).

2.Describe your experience working with executives and/or boards including preparation and presentations of recommendations regarding programs or policies.

3.What do you consider to be the highlight of your career or the most important contribution that you have made to an organization with which you have been employed?

4.The CIO is occasionally involved in disputes between opposing interest groups. Provide an example of your involvement in negotiation or mediation between such groups. Please describe the process you used and the final outcome.

5.What do you see in the arena of technology in the next 3 – 5 years? How would you prepare a company for the changes?

Mid-Year Staff Performance Reviews

July is our mid-year review. It is an important time to make sure employees are tracking their goals. I am reviewing my staff in 4 areas.

1. Corporate Goals:
Are they meeting the mission of the organization?

2. Departmental Goals:
Are we meeting the goals of the IT departments- KPIs, uptimes, service?

3. Functional Goals 2013:
Areas of individual responsibility. For example – is my helpdesk manager meeting time to resolution or my server manager meeting server uptime? All of which are quantifiable via various metrics.

4. Personal Goals:
This area is general development and fall into the following areas:

Communication
1. Communicates openly & confidently
2. Influences and convinces others in a way that results in acceptance and agreement
3. Shapes Conversations to ensure focus & understanding
4. Speaks frankly, debates at the table, not afterwards
5. Engages in Constructive Confrontation
6. Is a supportive listener
7. Provides clear directions to give desired results

Team Work
1. Works to coordinate efforts/resources within and across teams to deliver on goals
2. Recognizes the importance of teamwork to achieve objectives
3. Brings in ideas, information, suggestions and expertise from others outside the immediate team
4. Proactively supports colleagues and collaborates with the, to help achieve targets
5. Involves the right people (colleagues, vendors, subcontractors,…)to ensure the best decisions are made in a timely manner.
6. Goes out of the way to support other efforts when they notice a gap.

Leadership
1. Carries out systematic and rational analysis to identify the root cause of problems.
2. Provides feedback, input and support to the other parts of the organization for overall organizational improvement
3. Seeks continuous improvement by considering solutions that make novel use of existing ideas, approaches technologies or products.
4. Is able to effectively enlist others in accomplishing a common goal because they want to not because they were told.

Performance review
1. Actively participates in midyear and annual performance reviews with supervisor in a timely manner
2. Ensure development plans are completed as required
3. Identify development needs and take advantage of the training made available
4. Identify processes that could be improved or implemented and head up its development and deployment
5. Actively participate in mentoring of peers outside of core work group