Your Leadership Brand - The CIO as Business Strategist driving innovation. CI...
RLA Mentor Presentation to Sydney not for profit CIO Forum
1. The Importance of Mentoring to CIOs and IT Managers Supporting sustained, positive transformational change in IT and Organisations Rob Livingstone Principal Not for profit CIO Forum 16th March 2011, Sydney, Australia Copyright Rob Livingstone Advisory Pty Ltd. All rights reserved.
2. Agenda Something about my practice RLA Mentoring: Stats, Framework IT Trends and career perspectives Some emerging questions and trends from RLA Mentor program thus far… Can mentoring drive sustainable transformational change? Internal mentoring Multiplier effect RLA mentor program in 2011 and beyond Wrap-up and Q&A
19. 8. Questions and trends arising from RLA Mentor program thus far Sharing some emerging trends and thoughts arising from the RLA mentor program thus far: Can you recognise change in the business environment, before it impacts your career? Can you promote an idea to non IT stakeholders? Can you differentiate Transactional skills vs. Transformational skills: What’s your mix? What’s got you this far may not work for you in the future. Seek objective, trusted opinions to help steer you towards an outcome that YOU want. Who is responsible for your career? Let’s expand on each of these briefly …..
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21. Read widely in your industry, watch for technology and business trends
32. Present a realistic cost / benefit for all ideas, or the costs will be presented to you.
33. Objection handling and managing implied criticism: Never speak or send emails when angry or out of control!
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35. Efficiency = lowest cost , or highest output for lowest input is where you don’t want to be (for too long).
36. Each IT career professional should be continually re-investing in their supplemental skills, but NOT just reinforcing skills in their area of specialty.
37. Exceptions to this may be a firefighter, medical specialist or airline pilot where continual ‘deep-dive’ skill refresh on a regular basis is very important.
40. Working hard and achieving results will (or should) automatically result in recognition. Myth??
41. Achieve visibility - Be responsible for your own marketing? Some IT professionals are uncomfortable about displaying their own strengths in a positive way. Not innate to some individuals
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43. If they don’t, then it’s all theory – just like someone sitting in the lodge describing how you can climb the mountain having never done it themselves.
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45. Your life and career is more important that that of the organisation
53. being able to work more collaboratively with stakeholders outside their own area of expertise ;
54. being able to communicate more effectively in a range of unfamiliar situations; as well as
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56. 12. Internal Mentoring of key staff Internal mentoring can be effective in certain situations, however some of the common difficulties are: The manager does not always have the time to devote to the mentoring process The manager may not have the contextual experience outside of their current industry / employer The power relationship is not conducive to open honest communications by either the manager or the employee There is not always a clear delineation between a mentor session, and a ‘meeting with the boss’ The employee’s confidentiality is not always assured Internal mentoring tends to be informal, and does not always have a clearly articulated framework There may be no objective measures of success