Offering regional and national programs, CIO (and CSO) events bring together some of the most respected names and thought leaders in information technology and security. Presented by CIOs and other senior level executives, these invitation-only programs offer timely topics and strong networking. Learn More »
Public Council Teleconference: Application Rationalization — Hidden Costs and Smart Decisions
November 17 at 11:00 am US/Eastern (GMT-5)
Join Honorio Padrón, of The Hackett Group, who will share the drivers for companies to tackle application rationalization and the results of research that define the hidden cost of complexity. Additionally, we will discuss key decision milestones—to start or not, holding the course steady and fulfilling expectations.
Virtual Desktop Cost-Benefit Analysis — Michael Jacobs, Catlin Group
The analysis contained in this presentation measures the cost of everything from the machines and licenses to the infrastructure for virtual vs. traditional desktop environments.
Honor your best senior team members - Apply for the CIO Ones to Watch Award
Get well-earned public recognition for your top up-and-coming team members, your IT organization and your enterprise. Award winners will be announced, publicized and feted in May 2010, great timing to help attract new IT recruits to your company.
Learn more about the CIO Executive Council »June 21, 2007 — CIO —
It's amazing how often executives are stymied by their inability to influence others. The typical scenario involves a talented, change-oriented leader who gets a shot at a more visible role. In the process of getting stuff done, he steps on a few (very influential) toes. Over a couple of years, the executive racks up some impressive accomplishments but finds that his success is hindered by the organizational minefields his actions have sown over the years. As a result, the executive tires of the level of effort required to move things forward and decides that it's time to move on.
Getting others to do what you want them to do because they want to do it is the ultimate test of leadership skill. It's hard to face the fact that others don't like working with you (and it always boils down to this very personal sentiment, doesn't it?) but once the tears, anger and denial are over, two questions remain: Is it too late to salvage these relationships, and how can I do that?
It's rarely too late to try again, although it does take a lot of time and effort because it's easier to create impressions than change them. It may seem easier to start over at a new company, but the only sure way to put the issue to bed is by winning back those who have walked away. I have a couple of clients in this situation and, the fact is, they can change organizations but they won't change the outcome. No matter where they go, there they are; you can change organizations, but unless you change your behavior, you'll find yourself in a new place facing the same old problem.
It's easier to outline what to do than it is to muster the courage to get it done. The first steps require eating a lot of humble pie. Start by facing the truth of how your actions got you into trouble. Everybody has a tendency to, at first, place the blame on others. Accepting accountability requires explaining the past without using the phrases "He said...," "She should...," "I told them...," "I tried...," and so on.
Next, reach out to would-be colleagues by communicating three things. First, say that you are sorry for past actions. Tell them you would like to restart the relationship. Then ask for their help in doing so. The combination of apologizing and asking for help is powerful in that it disarms the listener and asks him to verbally (and therefore, psychologically) commit to being a partner in your success. If the other party is unwilling to let go of the past, focus your efforts elsewhere.