This post was first published in my “Developing IT Leaders” column on CIO.com. The war for talent in key IT technologies, such as cloud, cybersecurity, and machine learning continue to grow in both intensity and geography.  The intensity is increasing because of the accelerated movement to the cloud, security breaches growing in both frequency and magnitude, companies scrambling to add AI functionality into their systems, and a host of other related IT megatrends.  Geographic competition has expanded as a result of COVID-19, forcing companies to be more open to hiring remote staff and allowing employees to demand a permanent work-from-home option.  This two-sided coin has allowed companies to widen the size of their hiring pools and employees to look for new jobs outside their physical location. The interaction of these factors has made it harder to hire and retain high quality IT talent. Harnessing the combination of your IT team’s hidden and transferable skills and knowledge can dramatically reduce your hiring and retention difficulties. Hidden skills and knowledge are not really hidden as the name implies.  They are just not being used in the employee’s current job role.  For example, you may have a programmer working on accounting systems who has an undergraduate degree in applied mathematics or a business analyst who was a high school science teacher.  Neither of these employees are hiding their background in mathematics or teaching, it’s just that no one in the office knows about these skills because they are not relevant to the person’s current job. [...]

This post was first published in my “Developing IT Leaders” column on CIO.com. As an IT executive, your ability to influence others in the workplace is an essential component of professional success. Just think of all the times you need the assistance or approval of your C-suite peers to achieve your objectives. This includes everything from gaining the support of your business partners on an important IT initiative or facilitating companywide adoption of a recently implemented technology to raising the awareness of cybersecurity threats or convincing a vendor to give you their best consultants. The list goes on and on. Here are seven techniques that will help you maximize your influence in the workplace. 1. Action Reaction With this influence technique, as the name suggests, you act in a specific way with the goal of getting others to also act in a particular way.  To quote Steve Jobs, “A leader leads by example, whether he intends to or not.”  The best way to get your IT team to act in specified ways, such as driving innovation or providing proactive internal customer service, is to exhibit those actions yourself. 2. Ad Hoc Committee Leadership When an ad hoc committee begins, it follows the same four stages of group development as formalized permanent teams.  These four stages, based on research by Bruce Tuckman in 1965, are forming, storming, norming, and performing. Therefore, when an ad hoc group first begins, if you take an early leadership role, simply by handling the group’s logistics (when and [...]

This post was first published in my “Developing IT Leaders” column on CIO.com. IT pros at the top of their careers as individual contributors are often faced with few career choices: Go into management or stay where they are. Establishing an IT Technical Fellow career track can change that, providing a new way to recognize and retain top talent Close your eyes and imagine if your top technical individual contributor within software infrastructure, cybersecurity, software development, and data center operations all came to you tomorrow and, each for his/her own reasons, gave notice that they were leaving your company.  How would you feel? Certainly, your IT organization would survive, but would it be a major loss in IT corporate knowledge, creativity, resilience, and operational capability?  If your answer is yes, then you might want to consider new ways to motivate and retain these key technologists throughout their careers, including establishing an IT Technical Fellow career track. What is a technical fellowship program? The concept of “technical fellow” job titles for extraordinary and experienced technical professionals has been around for many years, typically for individuals working in the product/mission and R&D sides of their organizations.  The IBM Fellows program, for example, was started in 1962 to promote creativity among the company's "most exceptional" technical professionals and is granted in recognition of outstanding and sustained technical achievements and leadership in engineering, programming, services, science, design and technology. The  Boeing Technical Fellowship program began in 1989, and these engineers and scientists help set Boeing technical [...]

This post was first published in my “Developing IT Leaders” column on CIO.com.  Many IT practitioners of all organizational levels have longstanding opinions on the value of personal involvement in professional associations.  They vary widely from considering it the most important factor in their professional success to being a total waste of time.  I know senior IT leaders who strongly suggest their staff become involved in industry-related activities, and others who strongly discourage membership or attendance at professional association meetings, user conferences, and other collections of IT executives or practitioners. It’s been my experience, both personally and through the observation of others, that the value you receive from professional associations is directly correlated to your level of personal participation and involvement.  Participation is showing up at meetings, listening to the speakers, and networking with others as the meeting schedule/agenda allows.  Involvement is joining the local chapter’s board of directors, helping plan an event, or otherwise contributing to the association. The value of professional associations is not from simply going to an event now and again based on the speaker’s topic or having nothing better to do that evening.  The value comes from attending meetings month-in and month-out, regardless of the topic or meeting format. Ongoing participation in the IT association of your choice helps you: Stay current on IT trends and technologies by talking with meeting sponsors and vendors. Widen your perspective on the IT profession by listening to the speakers and engaging in conversations with other association members. Gain insights into [...]

This post was first published in my “Developing IT Leaders” column on CIO.com. It’s a mistake for IT leaders to believe that managing a hybrid team is like managing the full work-from-home teams of 2020 or the on-shore/offshore teams of the previous decades. Today’s emerging hybrid environment is different, more complex, and fraught with organizational risk. IT’s traditional organizational structure, culture, and processes for managing virtual resources around the block, around the country, and around the world, evolved over decades of organizational growth, technological enhancement, and business opportunities.  The sudden and unexpected work-from-home environment caused by COVID-19 was driven by legal requirements, health concerns, and organizational preservation. Today’s hybrid workplace is different. It’s not evolutionary.  It’s not forced upon us by legal  or health requirements.  It’s being driven strictly and only by management decision.  Even worse, everyone has their own opinion on how it should be done, including senior organizational leadership, IT management, and the IT employees themselves. Because of all these factors, pivoting from work-from-home to a hybrid workplace is much more complex than simply bringing people back to the office; it’s a rapid change in organizational culture, processes, human resource policies, and other related areas. As a result, you must properly prepare your IT supervisors, managers, and executives to lead in this newly created workplace by following these ten steps: 1. Seek the input of all IT leaders and individual contributors on their future workplace Asking the entire IT team about their thoughts on a future all-in-office, all-virtual, or hybrid [...]