The Skills Leaders Need at Every Level

The relative importance of the seven skills does change to some degree as people move up. So, in the graph above the top seven competences are listed in order of importance, as it happens, for the supervisory group. With middle managers, problem solving moves ahead of everything else. Then for senior management, communicating powerfully and prolifically moves to the number two spot. Only for top executives does a new competency enter the mix, as the ability to develop a strategic perspective (which had been moving steadily up the lower ranks) moves into the number five position.

4 Things Successful CIOs Do

1. Deciding with speed and conviction

No leader makes the perfect decision every time, but high-performing CIOs are decisive. They make decisions earlier, faster, and with more conviction. They do so consistently—even amid ambiguity, with incomplete information, and in unfamiliar domains.

Even a wrong decision can be better than no decision at all. A bad decision is often better than a lack of direction. Most decisions can be undone, but you have to learn to move with the right amount of speed.

You can’t wait for perfect information. It is good to ask two questions: First, what’s the impact if I get it wrong? And second, how much will it hold other things up if I don’t move on this?

2. Engaging for impact.

Once a course is set, leaders need buy-in from employees and other stakeholders. Strong performers balance keen insight into their stakeholders’ priorities with an unrelenting focus on delivering business results. It starts with an understanding of stakeholders’ needs and motivations, and then get people on board by driving for performance and aligning them around the goal of value creation.

One approach is to build a stakeholder map of the key people who need to be on board. Identify the detractors and their concerns, and then think how to redirect energy of resistance and channel it toward something positive. Make it clear to people that they’re important to the process and they’ll be part of a win. At the end of the day, be clear that you’re making the call and you expect them on board.

Don’t invest energy in being liked or protecting your team from painful decisions. Instead, gain the support of your colleagues by instilling confidence that you will lead the team to success, even if that means making uncomfortable or unpopular moves. A critical capability of high-performing leaders is willingness to engage in conflict.

When tackling contentious issues, leaders who are good at engagement give everyone a voice but not a vote. They listen and solicit views but do not default to consensus-driven decision making.

3. Adapting proactively.

You know you have to divide your attention among short-, medium-, and long-term perspectives, but adaptable leaders spend significantly more of their time—as much as 50%—thinking about the long term.

This long-term focus makes leaders more likely to pick up on early signals. Highly adaptable leaders regularly plug into broad information flows: They scan wide networks and diverse sources of data, finding relevance in information that may at first seem unrelated to their businesses. As a result, they sense change earlier and make strategic moves to take advantage of it.

Adaptable leaders also recognize that setbacks are an integral part of changing course and treat their mistakes as opportunities to learn and grow.

Setbacks are an integral part of changing course and mistakes are opportunities to learn and grow. Successful leaders recognize where and why they come up short and can give specific examples of how they tweaked their approach to do better next time.

4. Delivering reliably.

The ability to reliably produce results is possibly the most powerful of the four essential CIO behaviors. Employees trust predictable leaders.

A key practice is setting realistic expectations up front. In their first weeks on the job reliable CIOs resist the temptation to jump into execution mode. They dig into budgets and plans, and engage with executives, employees, and customers to understand expectations. At the same time, they rapidly assess the business to develop their own point of view on what’s realistic and work to align expectations with that.

Reliable CIOs also score high on organizational and planning skills. They established business management systems that included a cadence of meetings, dashboards of metrics, clear accountability, and multiple channels for monitoring performance and making rapid course corrections. Most important, they surrounded themselves with strong teams.

The single most common mistake among first-time CIOs is not getting the right team in place quickly enough. The stakes are high and the misses obvious. The successful ones move decisively to upgrade talent. They set a high bar and focus on performance relevant to the role rather than personal comfort or loyalty—two criteria that often lead to bad calls.

Conclusion

Leadership success is not a function of unalterable traits or unattainable pedigree. Nor is there anything exotic about the key ingredients: decisiveness, the ability to engage stakeholders, adaptability, and reliability. While there is certainly no “one size fits all” approach, focusing on these essential behaviors will improve a leader’s chances of succeeding in the role.

The Leader as Coach

Historically, managers came up through the ranks and knew what needed to be done, taught others how to do it, and managed their performance. It was command and control.

Today, change and disruption are constant, and what worked in the past does not predict success for the future. Modern managers don’t have all the answers, and this new reality changes how managers and leaders interact with their teams. Prescriptive instruction is replaced by guidance and support. Employees learn to adapt to a constantly changing environment in ways that release fresh energy, innovation, and commitment.

The role of manager is becoming that of a coach.

This is a fundamental shift as more organizations invest in training leaders as coaches. This coaching in ongoing and executed by managers inside the organization rather than consultants; it creates a true learning organization, and it helps define the culture and advance the mission. It’s work that all managers should engage in with all their people all the time, in ways that help define the organization’s culture and advance its mission. An effective manager-as-coach asks questions instead of providing answers, supports employees instead of judging them, and facilitates their development instead of dictating what has to be done.

Skilled coaching involves unlocking people’s potential to maximize their own performance. Coaching at its best imparts knowledge and helps others discover it themselves.

Aspiration and practice are most often not in alignment. Let’s focus first on  focus first on how to develop coaching as an individual managerial capacity, and then on how to make it an organizational one.

You Need Help

Coaching feels to touchy feely for some leaders. They may feel uncomfortable outside the familiar authority.

Great Managers Play Chess…

Average managers play checkers, while great managers play chess. In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces. Great managers know and value the unique abilities and even the eccentricities of their employees, and they learn how best to integrate them into a coordinated plan of attack.

But There’s a Catch…

This is the exact opposite of what great leaders do. Great leaders discover what is universal and capitalize on it. Their job is to rally people toward a better future. Leaders can succeed in this only when they can cut through differences of race, sex, age, nationality, and personality and, using stories and celebrating heroes, tap into those very few needs we all share. The job of a manager, meanwhile, is to turn one person’s particular talent into performance.

Managers will succeed only when they can identify and deploy the differences among people, challenging each employee to excel in his or her own way. This doesn’t mean a leader can’t be a manager or vice versa. But to excel at one or both, you must be aware of the very different skills each role requires.

First, identifying and capitalizing on each person’s uniqueness saves time. No employee, however talented, is perfectly well-rounded.

Second, capitalizing on uniqueness makes each person more accountable.

Third, capitalizing on what is unique about each person builds a stronger sense of team, because it creates interdependency. It helps people appreciate one anothers’ particular skills and learn that their coworkers can fill in where they are lacking. In short, it makes people need one another.

Finally, when you capitalize on what is unique about each person, you introduce a healthy degree of disruption into your world.

Sustained Collaboration

From the latin collaborare, meaning to work together.

Often, leaders think about collaboration too narrowly: as a value to cultivate but not a skill to teach. It’s not for lack of trying; open offices and listing collaboration as an organizational goal, for example.

The problem is these methods are superficial and do not produce sustained collaboration.

What is needed is a psychological approach. Sustained collaboration is marked by common mental attitudes: widespread respect for colleagues’ contributions, openness to experimenting with others’ ideas, and sensitivity to how one’s actions may affect both colleagues’ work and the mission’s outcome. Most people display the opposite mentality, distrusting others and obsessing about their own status. Leaders must encourage an outward focus in everyone, challenging the tendency we all have to fixate on ourselves—what we’d like to say and achieve—instead of what we can learn from others.

Here are six training techniques to foster sustained collaboration in your organization.

1. Teach People to Listen, Not Talk

Our whole lives we are taught to speak up for ourselves. That competitive tendency becomes a liability. All too often when others are talking, we’re getting ready to speak instead of listening.

We fail to listen because we’re anxious about our own performance, convinced that our ideas are better than others’, or both. As a result we get into conflicts that could be avoided, miss opportunities to advance the conversation, alienate the people who haven’t been heard, and diminish our teams’ effectiveness.

When we really listen, on the other hand, our egos and our self-involvement subside, giving everybody the space to understand the situation—and one another—and to focus on the mission. Listening can be improved by these practices:

Ask expansive questions.

This is one of the behaviors encouraged at the animation studio Pixar. People stepping into managerial roles are required to take, among other courses, a 90-minute lunchtime class on the art of listening, which is held in a conference room decorated with posters of movie characters reminding participants to “Stay curious” and “Build on others’ ideas.”

In one exercise participants practice asking their partners open-ended “what” and “how” questions—which prompt people to provide more information, reflect on their situations, and feel more heard—rather than yes-or-no questions, which can kill conversations. For instance, instead of saying to someone “Did you try asking others who’ve worked on similar projects for advice?” participants are coached to ask “In what ways have you reached out to others for advice?”

Focus on the listener, not on yourself.

In another exercise, two coaches act out conversations to illustrate the difference between active listening and not really listening. One coach might say: “I’ve been so sick, and our calendar is so full, and I have this trip planned to see my family. There’s so much to do and I just don’t know how I’m going to pull it all off.” In the not-listening interaction, the other coach responds, “At least you get to go to Europe” or “I’m going to Croatia in two weeks, and I’m really excited.” In the active-listening version, she says, “That sounds really stressful—like you’ll feel guilty for leaving work and guilty if you don’t visit your family.” The coaches then ask the class to share their reactions and try the more effective approach in pairs.

Become comfortable with silence.

This doesn’t mean just not speaking; it means communicating attentiveness and respect while you’re silent. And it’s a challenge for those who are in love with the sound of their own voices. Such people dominate discussions and don’t give others who are less vocal or who simply need more time to think an opportunity to talk.

2. Train People to Practice Empathy

Think about the last time you were in a conflict with a colleague. Chances are, you started feeling that the other person was either uncaring or not very bright, my research suggests. Being receptive to the views of someone we disagree with is no easy task, but when we approach the situation with a desire to understand our differences, we get a better outcome.

In successful collaborations, each person assumes that everyone else involved, regardless of background or title, is smart, caring, and fully invested. That mindset makes participants want to understand why others have differing views, which allows them to have constructive conversations. Judgment gives way to curiosity, and people come to see that other perspectives are as valuable as theirs.

3. Make People More Comfortable with Feedback

Good collaboration involves giving and receiving feedback well—and from a position of influence rather than one of authority. The following methods can help.

Make feedback about others’ behavior direct, specific, and applicable.

At Pixar and other organizations, employees are asked to follow three rules for feedback: Be straightforward in both how you address a person and what you say about him or her; identify the particular behavior that worked (or didn’t); and describe the impact of the behavior on you and others.

Add a “plus” to others’ ideas.

Whenever a Pixar employee comments on a colleague’s idea or work during a brainstorming session, he or she must offer a “plus”—a suggestion for an improvement that doesn’t include judgment or harsh language. Pixar employees told me that this approach draws on three principles of improv comedy: First, accept all offers—that is, embrace the idea instead of rejecting it. Second, to ensure that you’re building on someone’s idea, say “Yes, and…” rather than “Yes, but…” Third, make your teammate look good by enhancing the scene or project he or she has started.

Provide live coaching.

Though tactics like plussing are well understood at Pixar, it isn’t always easy for employees at the company to put them into practice. For this reason, coaches there attend brainstorming meetings to reinforce good approaches and point out lapses. If a comment or a question doesn’t show “collaborative spirit,” the coach will ask that it be rephrased.

4. Teach People to Lead and Follow

A lot of attention is paid, in the literature and in the practice of management, to what makes a truly effective leader. There has been much less consideration of how to follow, though that, too, is an important skill. In interviews at American Express, I learned that the company’s best collaborators—those known for adding value to interactions and solving problems in ways that left everyone better off—are adept at both leading and following, moving smoothly between the two as appropriate. That is, they’re good at flexing.

5. Speak with Clarity and Avoid Abstractions

In any collaboration there are times for open discussion of ideas and times when someone, regardless of whether he or she is a leader, needs to cut through the confusion and clearly articulate the path forward. When we communicate with others, psychological research shows, we are often too indirect and abstract. Our words would carry more weight if we were more concrete and provided vivid images of goals.

6. Train People to Have Win-Win Interactions

Try this: Ask teams to work in pairs to think through how to divide an orange. Each partner is told, without the other’s knowledge, a reason for wanting the fruit: One needs to make juice, and the other needs the peel for a muffin recipe. If they fail to explore each other’s interests, as most pairs do, the partners may end up fighting over the orange. Or they may decide to cut it in half, giving each side an equal if smaller-than-ideal share. Some people even quit when they can’t get the whole orange.

Leaders who are frustrated by a lack of collaboration can start by asking themselves a simple question: What have they done to encourage it today? It is only by regularly owning their own mistakes, listening actively and supportively to people’s ideas, and being respectful but direct when challenging others’ views and behavior that they can encourage lasting collaboration. By training people to employ the six techniques, leaders can make creative, productive teamwork a way of life.

Survive an Earthquake

I’m a firm believer in disaster preparedness. I lived through the Thomas Fire, and though my emergency kit was prepared with an earthquake in mind, I distributed every dust mask in my kit to neighbors. This video debunks some common earthquake myths and the emotion behind them, and is entertaining at the same time!

Nancy Jones on Conan – Survive an Earthquake

Tech Value – 5 Questions

Where does all the money spent on technology go? More importantly, are the dollars getting a return, are they adding value to the organizations? Here are 5 questions we as CIOs should ask, and the answers we should be getting to ensure we are spending our technology budget the right way.

5 Business Technology Questions

  1. What are the business/organization problems technology is solving for us now?
  2. Who in our organization is helping technology solve these problems (and who’s not helping at all)?
  3. Who are the vendors helping us solve the problems (and the ones not helping at all)?
  4. How are we doing with digital transformation (and the emerging technologies that enable DT)?
  5. How are we measuring the return on our technology spending?
What are the business problems technology is solving for us now?

The question refers to operational and strategic problems. Operational problems are what way too many executives define as “technology” – email, MS Office, ERP systems, networks and laptops. While these all are necessary, they are not sufficient to technology optimization. Strategic technology supports manufacturing and distribution, finds customers, services clients and optimizes the entire product/service value chain. While the trains have to run on time, they also have to stop at the right places. If you cannot directly link operational or strategic technology spending to a specific problem, you’re wasting money. You also need efficiency. You need to “rationalize” your entire technology inventory every year. I guarantee you’re upgrading and supporting 50% more software applications than you need (or even use). You’re also probably not spending enough on data, data integration and data analytics. You need to make sure your networks, databases and applications – everything – are secure. Hard questions about security (and privacy as GDPR extends to your company) must be asked every day: you are one event away from a major financial disaster.

Who in our organization is helping technology solve these problems (and who’s not helping at all)?

Do you have professionals with the right knowledge, demeanor and ambition to acquire and leverage digital technology? Really? Who are they – and why are they so special? Who are the operational technology experts who know strategic technology well enough to grow your business? You need professionals who see the technology world through operational, strategic and disruptive lenses. You also need absolutely clear governance structures and processes. Who “owns” technology at your company? Is it a central office of the CIO, or is ownership shared across your business units? Do you pride yourself on strict technology standards, or do you “allow” business units to explore the operational and strategic technologies that contribute the most to growth and profitability? How many members of your team deeply understand your business “domain”? How many understand the nature of digital transformation Does the team understand the trajectory of business and that digital technology is changing almost quarterly?       

The answers? Technology cannot be owned by one central organization. Business models and processes change too fast. Centralized “IT” should only include operational plumbing. The rest should be strategically compatible with the plumbing, but acquired, deployed and supported by business units focused on traditional and (internal and external) disruptive competition. This means that you must assume the business model and processes that generate revenue and profit today will change dramatically over time (and sometimes over a very short period of time). Technology is the new fulcrum. Track it, leverage it, fear it. If you have Luddites on your team, eliminate them. If you have managers and executives who need to control technology for undisclosed reasons, remove them from all governance teams. If you have professionals weak in either domain or technology expertise, replace them, and if you have professionals who know very little about industry and technology trends, replace them immediately. “Seek-and-destroy” technology cheapskates, skeptics, dilatants and terrorists. They have no role to play in business enabled by – and now completely dependent upon– operational and strategic technology.

Who are the vendors helping us solve the problems (and the ones not helping at all)?

It’s always time to hold your vendors’ feet – and fees – to the fire. This continuous task is job one for companies (like yours) that outsource some, part or all of its technology products and services. List the operational and strategic vendors on your payroll. Examine the costs and benefits of each one. But do so strategically. For example, how fast are you moving your infrastructure and applications services to the cloud? Assess your vendors’ contributions to an aggressive data strategy. Which ones understand your business and technology architectures? Eliminate the ones that compete for your business even when they’re sleeping. They’re only mission is to increase revenue, not improve your business. You are the final arbitrator of value – not your vendors. Be careful not to abdicate responsibility for your business model and processes to vendors simply because they’re “informed,” glib or fun. You must own the business technology strategy of your company. Real vendor “partnerships” are hard to find. Remember that the marriages between you and your vendors are arranged and defined completely by the size of the dowry – nothing more and nothing less.

How are we doing with digital transformation (and the emerging technologies that enable DT)?

How attentive are you to your traditional – and disruptive – competitors? Probably more the former than the latter because it’s hard to see what’s coming at you from left field. So you focus on the competitors you know, which is a huge mistake. Digital transformation (DT) is about both kinds of competitors. It’s a matter of how far you look into the future and how encompassing your peripheral vision is. Some of you will look to the next quarter, while some will look several years out. Where do you sit on the DT spectrum?

The first step is modeling current processes followed by simulated models of future processes. What will these processes tell you? Find the inefficient processes, simulate new ones and then pilot the digital technologies most likely to enable the improved processes. Managers, executives and other stakeholders should require quarterly updates on DT projects, programs, successes and failures, which requires piloting emerging technology-enabled processes and sometimes even whole business models.

Are you piloting the contributions these technologies can make to improved business processes and models? If not, why not?  (AI, mobile, etc.?)

How Are We Measuring the Return On Our Technology Spending?

First, the easy answers. Reduce the number of applications you have in your operational and strategic technology portfolio. Make sure that business unit strategic technology spending is compatible with enterprise operational technology spending. If it’s not, you will pay handsomely to get technologies to work together:  “technology integration” makes vendors richer. Hire some independent consultants – none of your current technology vendors– to develop ROI models of operational and strategic technology effectiveness. The metrics for both categories are well known, such as the # of security breaches (for operational technology) and social media advertising customer conversion rates (for strategic technology). The metrics should be refreshed on a real-time dashboard for everyone to see. This project team should be treated as an “independent counsel” to the entire business technology environment of your company. No one with a vested financial interest in technology delivery should own any part of it.

Effective Meetings

Rule #1 – Ideas can come from anywhere. Attendees are there for a reason, because they can add value–knowledge, expertise, or stakeholder value.

Rule #2 – Act on facts, research hunches. Force participants to back up their statements with reliable evidence before making a play on their input. Slate hunches for background research.

Rule #3 – Stay focused on the agenda item at hand. Establish talking points ahead, set the agenda and guide people back when the conversation strays.

Example Agenda Outline:
I. Introduction
II. Statement of problem
III. Ground rules
IV. Problem Discussion – 15 minutes
V. Solution Discussion – 30-45 minutes
VI. Action Items

Facilitate Solution Discussion:
1. Open – Write down all ideas and all reliable evidence to support each idea
2. Narrow – Debate. Vet ideas for solvency and doability.
3. Close – Rank and prioritize the next best play.

Rule #4 – No Distractions. Send a signal to side talkers by standing in between them. Invite participants to turn their phones back on after the meeting, no electronic note taking, checking emails etc. This means the meeting should be relevant and adding value to all invited. If that is not the case, invite them to engage in a more valuable activity. Really.

Rule #5 – Co-authored and unique to organizational culture. For example, no one bring a topic that seems to always come up and is not constructive in nature.

Creating an Engaged Environment: 4 Ways and 5 Questions.

Let’s get this out there first; you can’t MAKE someone engaged. You can, however, create an environment where people can choose to bring their best and be highly engaged. One of the best ways to do that is regular 1-on-1 meetings with your direct reports.

I get it, time is the most valuable asset any of us possess. What we spend our time on, then, reveals what we view as worthy of value. Dedicating time to 1-on-1s create the conditions for engagement by communicating to employees on a consistent basis, “I care about you. I have a vested interest in you and your success.”

Why, then, don’t more managers use this valuable tool effectively, or at all? There are three main reasons:

  • They don’t know how to do them or are intimidated by 1-on-1 interaction, so they don’t schedule these meetings at all.
  • They’re holding 1-on-1s, but only as a status check to monitor progress.
  • They say they don’t have time, and this is by far the most common reason.

If you say you don’t have time to have regular 1-on-1s, you are saying you don’t have time to be an effective manager. Good, now you’ve decided to be an effective manager, here are four ways to use your 1-on-1s to do that.

1. It’s not about you

This is not a status update. Effective 1-on-1s are the team member’s meeting, not yours. Ask them to prepare the agenda (provide them with a worksheet or template, if needed). Say, “We’re going to be meeting next week. I’d like you to use this worksheet or one of your own to think ahead of time about the things you want to cover. There are a few things I want to cover, too, but we’re going to tackle yours first.” That kind of language and intent communicates that your team member and their work matters to you.

2. Energy matters

Don’t schedule these meetings at the end of the day when energy is typically low. These are important relationships and deserve our time, creativity and energy.

3. Personal concern

To the extent your team is comfortable, your communication should include the whole person and not simply their professional lives. Ask about their family, their vacations etc. You can’t fake this. You must be genuinely concerned and interested, creating a connection to the team member.

4. “Hold on, someone more important is texting me.”

For this meeting to be most successful, your phone should be out of site/mind. This goes for tablets, laptops, desk phones, smart watches and any other communication device that could interrupt the meeting.

This is a time to learn about problems you can fix to make work go smoother and more efficiently. This is a time to focus on what the employee wants to do next at the company and to give feedback on how to get there.

I don’t think there is any magic when it comes to the frequency of 1-on-1s. Weekly meetings are preferable, but bi-monthly and monthly meetings work as long as the schedule is kept. The duration can also vary. But at least a half-hour needs to be set aside for this to be effective. These meetings should not be rushed.

Besides creating the conditions for employee engagement, 1-on-1s are just as beneficial for leaders. Use that time to learn what you’re doing that’s working (and not working) to build your skillset as a manager. 

Even if the feedback is not direct, if you listen, you’ll learn. You’re part of this team, and you’ll benefit from the engagement, collaboration, and camaraderie of regular 1-on-1s.

Let’s talk about those 1-on-1s.

5 Questions to Ask

What workers really need, to feel engaged in and satisfied by their jobs, is an inner sense of purpose. As Deloitte found in a 2016 study, people feel loyal to companies that support their own career and life ambitions — in other words, what’s meaningful to them. No matter one’s level, industry or career, we all need to find a personal sense of meaning in what we do.

Leaders can foster this inner sense of purpose — what matters right now, in each individual’s life and career — with simple conversation. One way is to use  action identification theory, highlighting that there are many levels of describing actions. For example, I’m typing on a keyboard, that’s a low level. At a higher level, I’m helping improve employee engagement for your staff! As a leader, you want to walk your team members up the ladder and help them find meaning in even the most mundane tasks.

Regular check-ins that use five areas of inquiry are another way to help employees explore and call out their inner purpose. Leaders can ask:

What are you good at doing? Which work activities require less effort? What do you take on because you believe you’re the best person to do it? What have you gotten noticed for throughout your career? The idea here is to help people identify their strengths and open possibilities from there.

What do you enjoy? In a typical workweek, what do you look forward to doing? What do you see on your calendar that energizes you? If you could design your job with no restrictions, how would you spend your time? These questions help people find or rediscover what they love about work.

What feels most useful? Which work outcomes make you most proud? Which of your tasks are most critical to the team or organization? What are the highest priorities for your life and how does your work fit in? This line of inquiry highlights the inherent value of certain work.

What creates a sense of forward momentum? What are you learning that you’ll use in the future? What do you envision for yourself next? How’s your work today getting you closer to what you want for yourself? The goal here is to show how today’s work helps them advance toward future goals.

How do you relate to others? Which working partnerships are best for you? What would an office of your favorite people look like? How does your work enhance your family and social connections? These questions encourage people to think about and foster relationships that make work more meaningful.

It’s not easy to guide others toward purpose, but these strategies can help.

IT Governance: Who/Decides/How

  • Budget overruns.
  • An underperforming vendor.
  • Changing organizational priorities.
  • Resistance to change despite significant risk.

These are real challenges that could have derailed a critical, multi-year, enterprise project. We were able to navigate these and other obstacles successfully, and the key was governance.

First, what is a project? A project is a collection of tasks, involving multiple individuals, organized to delver well-defined products or outcomes (called “deliverables,” go figure) within a defined period of time.

Before managing a project, make sure it has a chance of succeeding. That means answering four questions:

  1. What, when it is all said and done, is the point of the project?
  2. Who in authority wants it to succeed?
  3. Who has the authority to define success?
  4. Who has the authority to make different kinds of decisions and resolve different kinds of issues, and to delegate that authority when the situation calls for it?

WHAT’S THE POINT?

The point of any government project is to deliver improvement of some kind – a different, better way of doing things. Expending time, effort and budget so everything stays exactly the same as it was before wastes time, effort and taxpayer money.

Government can improve in four ways – mitigate risk, add or improve existing services, reduce the cost of government without reducing service. There are other outcomes, or deliverables, but most of them contribute to the aforementioned big four.

WHO CARES?

Just because government improves doesn’t mean it does so for anyone working there; almost certainly it won’t improve for everyone working there. Even for executive management there are some winners and losers.

That’s OK. Not everyone needs to want the results. But SOMEONE should! Usually it happens one of these ways:

  1. Someone has a bright idea…
  2. Refines it until the description sounds worthwhile…
  3. And pushes the resulting “business case” into the organization’s project approval process.
  4. The approval process assesses whether the business case properly and credibly describes cost, benefits, relationship to organization strategy and so on…
  5. And delivers a decision as to whether it’s approved or not.

Deciding a project is worthwhile isn’t the same as chartering a project that can succeed. To succeed, someone with the authority to make decisions – to provide more time, resources and budget – has to be committed to it.

Distinguishing between the individual who had the bright idea (champion) and an executive who wants it badly enough (sponsor) to commit to it is critical.

Every project should have a sponsor before it is assigned a project manager. Usually the CIO, champion, and project manager try to recruit one. Too often if they fail, the list the CIO as the sponsor the move forward toward near-certain disaster.

STEP BY STEP

To succeed, projects need:

  1. It has to have a point (a business outcome that warrants the investment of time, staff, and resources.)
  2. At least one executive has to personally want it enough to take risks on its behalf…
  3. …and has the authority to commit time, budget and staff if they are needed.
  4. …And the authority and willingness to decide when it’s finished.
  5. All stakeholders have to agree about project governance – about WHO has the authority to make different DECISIONS about the project, and HOW they will make and communicate those decisions.

There are numerous approaches to governance, and they can all succeed. They can all fail, too, if they are not executed by the decision-makers.

This problem is magnified if business leaders fail to engage, viewing projects as “IT projects” because they have an IT component, and assume CIOs or project managers will handle of the details and decision making.

  • Examine your approach to governance to ensure that it is built around the right decision makers, organizational capabilities and organizational strategy by determining precisely who the decision rights are regarding the issues that must be addressed.
  • Persuade those with the decision rights of the importance of their role, the required time commitment, and the need to focus on the business process aspects of a project. Perform these actions, rather than letting leaders incorrectly assume they are “IT projects” by making certain these leaders truly understand that without their engagement, failure will result.

REFERENCES

https://www.gartner.com/document/code/388578?ref=authbody&refval=3939996

https://www.gartner.com/document/code/390879?ref=authbody&refval=3939995

https://www.gartner.com/document/code/388577?ref=authbody&refval=3939993

https://www.gartner.com/document/3939993?ref=solrAll&refval=237384693

https://www.gartner.com/document/3892395?ref=solrAll&refval=237435955

Less is more: Minimalist approach to governance. https://www.gartner.com/document/2136215?ref=solrAll&refval=237436215

Practical Governance
https://www.gartner.com/document/1479717?ref=solrAll&refval=237436386

Enterprise IT Governance
https://www.gartner.com/document/3892395?ref=authrightrec&refval=3892299