“过去的经历帮助我们理解，可现实生活只有面向未来”。丹麦哲学家 Søren Kierkegaard 所言极是。不过，如果借助魔法，我们可以回到过去，给年轻的自己打打气，那么，我们会说些什么？为了给第一次担任 CIO 的人提供一些间接的建议，我们请IT领导人在第一次担任高级IT领导职务时与年轻的自己平静地谈一谈。
一、给自己一份时间的礼物
一些CIO会思考他们是如何管理最宝贵的资源：时间。
音乐和娱乐集团 Global 公司的首席技术和产品官 David Henderson 说：“我希望我告诉自己，一定要给自己争取更多的时间，制定一个三年的、循序渐进的计划，而不是试图在第一天就把所有事情做好，在第一年就解决所有问题。”
Gregory Morley 是服务提供商 United Living Group 的 CIO。他认为他会对年轻的 Morley 说：“停下来，喘口气儿！”我们采访的许多其他人都同意，并补充说，以每小时100英里的速度行驶，最好的结果是适得其反，最坏的情况是使人精疲力竭，使自己不受欢迎。
二、畅所欲言
有些人在刚开始担任IT领导时，对老板、同僚或自己的团队感到畏惧或不知所措，因此有将想法封存起来的倾向，这是个遗憾。
Henderson 说：“我希望我关注的是人才和文化，而不是战略。正确的团队和正确的文化可以做任何事情，而在早期，我没有足够的勇气去处理那些影响大多数人的愤世嫉俗者、浪费时间者和有毒的少数人。”
同样，全球数据咨询公司 Carruthers and Jackson 的 Caroline 也建议要做真实的自己。她说：“这是我在学校告诉很多年轻人的事情。不要根据其他人的期望来限制自己。我觉得我必须像那个级别的其他人一样，说某些事情，以某种方式行事。可是，当我解放自己，说‘这不对’时，我的职业生涯真的起飞了。”
还有几位 CIO 说，他们希望自己能有更大的魄力。
Arthur Hu 是联想公司全球 CIO。他说：“一旦你坐上炙手可热的位置，那就不要再猜测自己。谨慎和过压试探是有区别的，有些时候我可以更加自信。公司把你放在这个位子上是因为他们信任你。”
Nic Bellenberg 在 Condé Nast 等多家出版商担任过 CIO，他提出了一些实用的建议。
他提出：“我想说，要无所畏惧。在我第一次承担 CIO 工作的第一年里，我经常把想说的话咽到肚子里。而且，我现在非常后悔没有对公司董事说：‘不，你错了。这事不应该这么做。我们需要做的是……’我记得我被两位老板打击过，他们知道他们多年来对技术和技术团队的投资不足。他们的开场白是：‘嗯，事情并没那么糟糕，不是吗？’我应该我都不看他们，‘事情比你能想象的还要糟糕。’”
TDS 咨询公司的临时 CIO 的 Tony Healy 就此补充说：“你能承担的最大风险是不承担任何风险，陷入分析瘫痪，不做决定。”
三、这不仅仅是技术问题
CIO 们不厌其烦地强调，他们有时会过度关注工作的技术方面。
阿联酋房地产公司 Nakheel 的首席技术官 Richard Steward 提供了一个简单的公式。他说：“首先思考和谈论业务，其次是技术。有数以千计的技术投资可以用来改善业务，但要做出正确的决定，你需要了解你的业务接下来真正需要什么，并与你的 CXO 同事在这方面保持一致。”
Healy 表示赞同。他说：“齐心协力，在第一天就与企业的利益相关者见面。向他们展示你不仅仅是一名技术人员，而是一个能够让技术为他们服务的人。阅读业务战略并理解它，把帮助实现它作为你的使命。专注于技术如何能更好地为外部和内部客户工作。”
律师事务所 Linklaters 的首席技术官 Bruna Pellici 也对此表示同意。他说：“这不全是技术。这更关乎人，创建一个公平和多元化的团队，保持人们的积极性，为发展和增长铺平道路。”
四、建立桥梁
同样地，在组织内培养与他人的深厚关系是许多 IT 领导者希望他们能早点儿学会的事情。
经验丰富的 IT 领导和政府数字战略专家 Jerry Fishenden 说：“我会告诉自己，要花更多的时间与董事会、管理层和执行层交流，让他们了解技术的真正价值，而不是将其主要视为桌上的电脑、打印机和服务器，以及应用软件的定期升级。我的目标是更好地挑战和教育他们，让他们了解组织如何运作的一些最基本的假设，比如，如何与服务对象联系以及未来的发展方向。”
Healy 对年轻的自己也有一些建议。他说：“与你的同行、同事和利益相关者建立关系对你作为一个 CIO 的成功至关重要。花时间了解不同部门的需求和关注，在信任和合作的基础上建立关系。专注于结果而不是产出。不要被技术细节所困扰。相反，要关注你的IT计划如何帮助企业实现其目标。”
五、接受一些培训
今天，所有的 CIO 都需要考虑为他们自己和他们的员工建立一种持续改进和终身学习的文化。而且他们当然也认识到对新任 CIO 进行培训的价值。
爱尔兰 College, St Patrick 的 Carlow 学院的 IT 和信息安全主管 Keith Baxter 建议：“参加一些正式的领导力培训。我在稍后的时间里读了领导力硕士学位，它真的为我的角色增加了一套非常好的框架和知识，使我在各个领域取得了不错的成果。”
其他人则表示，在商业运营的细节上打基础是有价值的。
教育公司 Team Teach 的集团首席产品和技术官 David Ivell 说：“我认为在开始担任 CIO 时，我会告诉自己的一件事是接受资产负债表、EBITDA 和财务相关的培训。通常作为 CIO，我们来自技术背景，然后我们为组织提供并购、加速增长和业务重组方面的建议，这已经不仅仅是技术问题了。随着时间的推移，我已经获得了这种经验，但我本可以缩短这一过程。”
六、做一个会讲故事的人
今天的 CIO 需要为那些可能不了解技术的细微差别和影响的人翻译正在发生的技术。但许多人正在走得更远，试图成为真正的讲故事的人，以便更好地说服和劝说合作伙伴。
电信巨头英国电信的前 CIO 和首席技术官 Phil Brunkard 强调了心理学的重要性和叙事的力量。他说：“利益相关者的参与，以及你如何影响并让人们加入进来，对于他们对你的看法，以及围绕技术和IT团队的看法至关重要。如果他们是保护性的，对变化或风险持规避态度，那就会影响行动。当你考虑实施变革时，关键在于你如何与人们头脑中的潜意识对话。想想电影中的故事，确定一个英雄，要有意识，并且一定要接受一些培训。”
Healy 对此也表示同意：“在会议室里没有人会对技术细节感兴趣。讲一个他们能理解的故事。阅读和订阅杂志，了解最新的趋势，在 LinkedIn 上关注其他 CIO，看看他们关注或阅读什么。”
七、投资于你的团队
还有几位 CIO 阐述了团队建设和团队发展的重要性，包括给人们提供他们需要的指导、资源和工具。
联想公司的 Hu 说他受到商业作家、《从优秀到卓越》的作者 Jim Collins 的影响。他认为，即使环境发生变化，有合适的人和你在一起，对组织的成功有很大的影响。
但有时，管理团队也需要有一个 “强硬 “的成分。
Bellenberg 警告说：“不要低估让你的团队表现出色和保持一致所需的努力。在与较弱的团队成员、持不同政见者和通常的两面派打交道时，你需要无所畏惧。我记得我尝试过鼓励、支持或外交手段，而不是直接告诉员工，他们做得不够好，或者他们根本就不符合规定。这都是关于管理变革的问题，这是一个更大的课题，除非你在组织层面上经历过，否则你永远无法准备好。但如果你能培养出足够的无畏精神，你就会取得进展。”
八、平衡工作和生活
CIO 的角色有很高的责任，但一些领导人想回过头来提醒自己，工作以及工作的效率并不是一切。
Ghada Ijam 是 Federal Reserve System 的 CIO。她说：“我缺乏耐心，所以我对周围的人逼得很紧。我曾经也对自己非常苛刻：‘为什么你没有取得你曾经承诺的进展？’我超级关注结果。所以要善待自己。对你的期望和你的产出以及你周围的人的步伐要现实一点。通过触动人们的心灵和思想来带动他们，而不仅仅是用目标和奖励。‘A’ 是我自己唯一愿意接受的成绩。因此这意味着在很长的时间里有家庭的牺牲。以这种速度运行，最终付出代价。”
Ijam 补充说，新冠疫情也改变了人们的态度，使人们更适应对工作条件和文化的不满。
她说：“疫情带来的发生在职业的最迷人的事情是，它迫使我们退后一步，回到家里，找到时间投入爱好，享受大自然。这就是我们在美国企业中看到如此之多工作转变的原因之一。”
九、思考平等并保持善良
United Living Group 的 Morley 表示说，如果知道他今天所了解的情况，他将会更努力、更早地推动多样性。他认为，在 CIO 群体中促进 ED&I 已经取得了很多进展，但他补充说，承认那些工作经常被忽视的人的贡献也很重要。
他说：“对每个企业中的许多无名英雄要有更大的感激之情。这些人是勤奋耐心的助理人员以及人力资源、财务、法律等方面的管理人员，他们默默地为车轮加油，使 CXO 的角色变得更加轻松。”
Global 公司的 Henderson 认为，让外部人员参与进来也可以提供很有价值的视角。他说：“我希望我能让更多的人加入这个行业。让专家参与更广泛的业务总是有回报的。”
十、尽情享受
与一系列的 CIO 交谈后，发现他们有各种各样的回忆。有一些遗憾，但也有笑声和回忆。一位 CIO 说，如果他们能回到过去，那么在苹果或微软工作可能是一个明智之举，因为有股票期权的报酬。但很多 CIO 说，无论他们想给年轻的自己多少指示或警告，有一点是明确的：CIO 的角色是一个伟大的职业道路，所以，无论你做什么，不要忘记享受这段旅程。
翻译：
“Past experiences help us understand, but real life is only for the future.” The Danish philosopher Søren Kierkegaard is right. But if, by magic, we could go back in time and cheer up our younger selves, what would we say? To offer some indirect advice to first-time CIOs, we asked IT leaders to have a quiet talk with their younger selves during their first senior IT leadership role.
Give yourself the gift of time
Some CIOs think about how they manage their most precious resource: time.
David Henderson, chief technology and product officer at music and entertainment conglomerate Global Inc., said, “I wish I had told myself, make sure you buy yourself more time and come up with a three-year, step-by-step plan rather than trying to get everything right on day one and fix everything in year one.”
Gregory Morley is the CIO of United Living Group, a service provider. He thought he would say to the young Morley, “Stop and catch your breath!” Many others we spoke to agreed, adding that driving at 100 miles per hour is counterproductive at best, draining at worst and making yourself undesirable.
Speak freely
IT is a pity that some people have a tendency to bottle up their ideas when they start out as IT leaders, feeling intimidated or overwhelmed by their boss, peers or their own team.
“I wish I was focused on talent and culture rather than strategy,” Henderson said. The right team and the right culture can do anything, and early on I wasn’t brave enough to deal with the cynics, the time-wasters and the toxic minority who affected the majority.”
Similarly, Caroline of Carruthers and Jackson, a global data consulting firm, advises staying true to yourself. She said: “This is something I tell a lot of young people at school. Don’t limit yourself based on other people’s expectations. I felt I had to be like everyone else at that level, saying certain things and acting a certain way. But when I liberated myself and said, ‘This is not right,’ my career really took off.”
Several other CIOs said they wished they had more gumption.
Arthur Hu is the global CIO of Lenovo. “Once you’re in the hot seat, stop second-guessing yourself,” he says. There’s a difference between being cautious and being overly tentative, and there are times when I could be more confident. They put you there because they trust you.”
Nic Bellenberg, a former CIO at several publishers including Conde Nast, offers some practical advice.
“I would say be fearless,” he says. During my first year as CIO, I often swallowed what I wanted to say. And I regret very much that I didn’t say to the directors, ‘No, you’re wrong. This is not the way to do it. What we need to do is…… ‘I remember being hammered by two bosses who knew they had underinvested in technology and technical teams over the years. Their opening line was: ‘Well, things aren’t that bad, are they? ‘I shouldn’t have looked at them,’ Things are worse than you can imagine. ‘”
Tony Healy, interim CIO of TDS Consulting, adds, “The biggest risk you can take is not taking any risk, getting paralyzed by analysis and not making a decision.”
This is not just a technical problem
Cios never tire of stressing that they sometimes focus too much on the technical side of the job.
Richard Steward, chief technology officer at Nakheel, a real estate company in the United Arab Emirates, offers a simple formula. “Think and talk about business first, technology second,” he says. There are thousands of technology investments that can be made to improve the business, but to make the right decision, you need to understand what your business really needs next and be on the same page with your CXO colleagues in that regard.”
Healy agrees. “Make a concerted effort to meet the stakeholders of the business on day one,” he says. Show them that you’re not just a technician, but someone who can make technology work for them. Read the business strategy, understand it, and make it your mission to help achieve it. Focus on how technology can work better for external and internal customers.”
Bruna Pellici, chief technology officer at Linklaters, a law firm, agrees. “It’s not all technology,” he says. It’s more about people, creating a fair and diverse team that keeps people motivated and paves the way for development and growth.”
Build Bridges
Likewise, cultivating deep relationships with others within the organization is something many IT leaders wish they had learned earlier.
Jerry Fishenden, a veteran IT leader and government digital strategy expert, says, “I would tell myself to spend more time talking to the board, management, and executive level about the true value of technology, rather than viewing it primarily as computers, printers, and servers on their desks and regular updates to applications. My goal is to better challenge and educate them about some of the most basic assumptions about how organizations work, such as how to connect with the people they serve and where it’s going.”
Healy also has some advice for her younger self. “Building relationships with your peers, colleagues and stakeholders is critical to your success as a CIO,” he said. Take the time to understand the needs and concerns of different departments and build relationships based on trust and cooperation. Focus on outcomes rather than outputs. Don’t get caught up in technicalities. Instead, focus on how your IT initiative will help the organization achieve its goals.”
Get some training
Today, all CIOs need to think about building a culture of continuous improvement and lifelong learning for themselves and their employees. And they certainly recognize the value of training new CIOs.
Keith Baxter, head of IT and information security at Carlow College in St Patrick, Ireland, advises: “Take some formal leadership training. I did a master’s degree in leadership at a later time, and it really added a very good framework and knowledge to my role that enabled me to achieve good results in a variety of areas.”
Others say there is value in building on the details of business operations.
David Ivell, group chief product and technology officer at education firm Team Teach, says, “I think one of the things I would tell myself when starting out as a CIO is to get training in balance sheet, EBITDA and finance. Often as CIOs, we come from a technology background, and then we advise organizations on mergers and acquisitions, accelerating growth, business restructuring, and it’s not just about technology anymore. I’ve gained that experience over time, but I could have shortened the process.”
Be a storyteller
Today’s CIOs need to translate what’s happening with technology for people who may not understand its nuances and implications. But many are going a step further and trying to become true storytellers in order to better persuade and persuade partners.
Phil Brunkard, former CIO and chief technology officer of telecoms giant BT, stresses the importance of psychology and the power of narrative. “Stakeholder engagement and how you influence and bring people on board is critical to their perception of you and the perception around the technology and IT team,” he says. If they are protective and averse to change or risk, that will affect action. When you think about implementing change, it’s all about how you speak to the subconscious in people’s heads. Think about the story in the movie, identify a hero, be aware, and be sure to get some training.”
Healy agrees: “Nobody in the boardroom is interested in the technicalities. Tell a story they can understand. Read and subscribe to magazines, keep up with the latest trends, follow other CIOs on LinkedIn and see what they follow or read.”
Invest in your team
Several CIOs spoke about the importance of team building and team development, including giving people the guidance, resources, and tools they need.
Lenovo’s Hu says he was influenced by business writer Jim Collins, author of “Good to Great.” He believes that even if circumstances change, having the right people with you makes a big difference to the success of the organisation.
But sometimes, there needs to be a “tough” element to the management team.
“Don’t underestimate the effort it takes to get your team to perform well and be consistent,” Bellenberg warns. You need to be fearless when dealing with weaker team members, dissidents and the usual double-dealing. I remember trying to be encouraging, supportive or diplomatic, rather than telling employees directly that they weren’t doing a good enough job or that they simply weren’t up to the mark. It’s all about managing change, which is a much bigger subject that you can never be prepared for unless you experience it at an organizational level. But if you can develop enough fearlessness, you will make progress.”
Balance work and life
The CIO’s role has a high level of responsibility, but some leaders want to step back and remind themselves that the job, and the effectiveness of the job, is not everything.
Ghada Ijam is the CIO of the Federal Reserve System. “I lack patience, so I push the people around me hard,” she said. I used to be very hard on myself: ‘Why aren’t you making the progress you promised? ‘I’m super focused on results. So be kind to yourself. Be realistic about your expectations and the pace of your output and those around you. Move people by touching their hearts and minds, not just with goals and rewards. ‘A’ is the only grade I’m willing to accept. So that means family sacrifice over a long period of time. At this speed, you pay the price.”
The COVID-19 pandemic has also changed attitudes, making people more comfortable with their dissatisfaction with working conditions and culture, Ijam added.
“The most fascinating thing about the pandemic that has happened to our careers is that it has forced us to step back, come home, find time for our hobbies and enjoy nature,” she said. That’s one of the reasons we’re seeing so many job shifts in corporate America.”
Think equal and be kind
United Living Group’s Morley says that knowing what he knows today, he would have pushed harder and earlier for diversity. He believes there has been a lot of progress in promoting ED&I among the CIO community, but adds that it is also important to acknowledge the contributions of those whose work is often overlooked.
“Have a greater appreciation for the many unsung heroes in every business,” he said. These are diligent and patient assistants and managers in human resources, finance, legal, etc., who quietly pump the wheels and make CXO’s role easier.”
Involving outsiders can also provide valuable perspective, says Global’s Henderson. “I wish I could get more people into the industry,” he says. It always pays to have specialists involved in a broader business.”
Enjoy yourself
Talking to a range of CIOs revealed that they had a wide range of memories. There are some regrets, but there are also laughs and memories. If they could go back in time, says one CIO, working at Apple or Microsoft might have been a smart move because of the stock options. But many CIOs say that no matter how many instructions or warnings they want to give their younger selves, one thing is clear: the CIO role is a great career path, so, whatever you do, don’t forget to enjoy the ride.
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