This is the third and final post in the series on Staying Relevant to Business. In this post, I will review the types of competency that a CIO needs to develop to ensure predictable IT successes hence positive business perception.
In Part 1, I have highlighted the renewed threat to the survival of the CIO role (and the IT function) and suggested that the U.S. Marine Corps may provide some lessons on how to stay relevant to the business at hand.
In Part 2, I have expanded on the Corps model and drawn the conclusion that its continual relevance is due to 3 interdependent factors: A public perception of predictable and favorable Outcomes based on a track record of consistent wins under a wide range of situations, supported by a set of superior yet difficult-to-master Competencies which could only be developed by a Corps of followers well indoctrinated in the Corps Values.
Competencies are not Skills
Since we are discussing Competencies, let me first make a distinction here between Competencies and Skills. Skills are tasks acquired through learning, training and practicing. Programming, typing, writing, or public speaking are examples of Skills. Competencies, on the other hand, are abilities to act or behave in a certain fashion based on the person/group’s values and attitudes. Managing, problem solving, critical thinking, or trust building are examples of competencies. Competencies are built on top of Skills, usually a combination of several. Meanwhile, a specific Skill exercised with a specific (some say religious) attitude could be viewed as a Competency (e.g. Extreme Programming method which is defined as “a discipline of software development based on values of simplicity, communication, feedback, and courage.”). Courage? I guess so.
Superior CIO Competencies
There are already many articles written about the desirable competencies of an IT Leader. If you recall, in one of my earlier posts, I have said that “there was a laundry list of essential tasks or best practices (so that) you would end up wondering aloud whether you have all the necessary skills or capabilities to make it as the CIO.” One article specifically addressing the CIO Competencies was written in 2006 by Russell Reynolds Associates in which the authors listed 10 competency areas, grouped into 4 leadership categories:
- Strategy
1. Establishing Vision and Direction
2. Strategic Thinking - Team Leadership
3. Creating a High Performance Climate
4. Building Talent - Execution
5. Data Driven
6. Results Oriented
7. Decision-Making - Influence
8. Organizational Influence
9. Communication
10. Prioritization / Negotiation
I personally find these competencies too generic, in the sense that they are equally applicable to the general management at all levels. There is nothing on this list that makes it a “superior” competency because it is “hard-to-master” by most leaders. I would rather propose certain types of competency more appropriate to the CIO:
Type 1 – Value-related Competencies: This type of competency gears toward making obvious the contributing Values of IT to Business. The competencies can range from the ability to initiate and propose value-creation strategies to that of measuring and communicating realized values to the business. Examples of value-related competencies are Business Case Development and Benchmarking.
Type 2 – Change-related Competencies: This type of competency gears toward demonstrating the uniqueness (and superiority) of IT in leading, managing, or even instigating Change so that they become the de facto “tip of the spear” in any major business changes. Examples are business consolidation after a merger/acquisition or business support for a massive organization restructuring.
Type 3 – Coalition-related Competencies: This type of competency gears toward developing the ability to work in confidence with others. The competencies can range from managing business partners (as both suppliers and competitors) to forming a coalition to pursue a cause. Examples are the ability to create and manage multi-disciplinary task forces to address the impacts of a major legislative change or a business consortium to bid on a customer’s mega-project.
Do you see other relevant competencies?
How large are the gaps between your current competencies and those required to gain trust and respect from your bosses and peers?
Drop me a note and we may start another series of post here.
