Principled IT Leadership Bench Development

Transcript:Principled IT Leadership Bench Development:
Principled IT Leadership Bench Development Principles for Effective IT Leadership Development CIO’s Guiding Principles Use real-world scenarios to build leaders’ strategic influencing and decision-making ability: Use business-relevant exercises to build leaders’ ability to make effective trade-off decisions. Increase leadership effectiveness through self-reflection: Use guided reflection to help leaders assess their leadership voice and evaluate how they drive their teams to innovate (see Slide 3). Show emerging leaders the risks to IT’s relevance to stress the urgency of evolving their role: The CIO tells specific stories of how a fixed mindset risks IT’s relevance with business partners and executive leaders. Encourage participants to constructively challenge the status quo: Encourage participants to push the boundaries on innovation in simulated exercise to build their ability to take calculated risks. Highlight network-driven, peer successes to ensure leaders understand the power of collaboration: Have alumni of the leadership development program act as speakers and coaches to teach and reinforce the value of working together, and reinforce that no one is as smart as the whole. Intentionally engineer successful networking moments through attention to small details: Use thoughtful seating and team assignments to create networking and collaboration opportunities among individuals that haven’t previously worked together. Teach influencing to develop change agents: Use negotiation, training and influencing frameworks to ensure IT is a change leader rather than an order taker. Source: Adapted From University of California System Prompt Leaders to Reflect on Effectiveness Strategic Leadership Self-Reflection Questions Illustrative Source: Adapted From University of California System Appendix: Influencing Framework Teachable Ways to Influence Source: Cialdini, Robert B., “Harnessing the Science of Persuasion,” Harvard Business Review 79, no. 9 (October 2001): 72-79; Enns ea., Harvey G., “CIO Lateral Influence Behaviors: Gaining Peers’ Commitment to Strategic Information Systems,” MIS Quarterly 27, no. 1 (March 2003): 155-176; Enns ea., Harvey G., “How CIOs Obtain Peer Commitment to Strategic IS Proposals: Barriers and Facilitators,” Strategic Information Systems 10, no. 3 (2001): 3-14; Gartner analysis. Use this framework to determine which is the best method of influence to use in specific situations.