Build trust and respect at work, it stays a long way !

A: Much feared and revered he had iconic status in the industry; a hermit who was rarely seen in any public forum, stories were abound on his persona. Everyone knew he was a workaholic for who spending 12-14 hours at workplace was normal; he was famously notorious for midnight meetings and negotiations in the wee hours. Stories spread on his passionate work style and commitment to the enterprise, he was not a role model but inspired a generation of workers; he was synonymous with the company he worked in.

He made few friends with his ruthless style, it was difficult to find people who could say that they knew him as a person. Little was known of his antecedents or when he would give way to the next level of leadership. Commanding respect he was enigma that the industry had not been able to solve. 80 hour work weeks can be punishing even to the fittest, it finally did take its toll leaving him incapacitated for a while; understanding mortality, he hired a trusted lieutenant who modelled himself in his shadow.

Providence or coincidence, the teammate fell to pressure faster with serious medical condition which was rare for someone that young; but by this time the superman was back in full force thus taking up the slack. Over time their collective success elevated them into role models with many attempting to emulate their success little realizing the price they had paid to rise to the summit. They had sacrificed their personal lives in favor of their careers – families that were well provided for but emotionally disconnected.

B: Envied by many his steady climb did not go unnoticed; well read, articulate and opinionated in a good way, he was always ready to help his peers. He was a prominent speaker across conferences and events – people loved his views and thoughts which were at times audacious but pragmatic enough to be followed. Rarely one to put in long hours excluding exigencies, he did not expect his team to burn the midnight oil, but work to a plan with efficiency which he demonstrated and expected of his vendors too.

His team revered him and trusted him to keep the flag flying high and pass on credit where due; he coached them and encouraged them to take calculated risks – ready to take the brunt of failed experiments. Vendors loved him for shooting straight, his candid talk and fair approach to value realization on a sale while negotiating to build relationships with shared success. Always open to case studies and references it made him a beacon for every company that he worked in and industry that he adopted.

His family could be seen beaming at his success openly in family gatherings as well as industry events which added to his persona. He dissuaded people from imitating him, his mannerisms or style; but he created many leaders from within his team who grew to prominence in the industry – some also acknowledging the role their mentor played in their success. Shortcomings if any stayed hidden or overpowered by his professional success and the fact that he was always available to Management Trainee or CEO alike.

The contrast between A and B appears to be extreme and exaggerated; their approach to work and life are quite divergent. Professionally both created success that set benchmark in their respective industries, both were sought after by the industry, both loved and thrived in the attention showered by big and small. Their paths crossed many times with each acknowledging the other; they knew about the differences between their approaches, neither commented on them and the industry took them for what they represented.

While A continued to stay invested in his professional life beyond the normal retirement age, B got off the corporate treadmill early to enjoy the fruits of labor and started his entrepreneurial journey. Many years passed by with A now taking a backseat and B fading away from the scene; providence arranged their meeting which brought them face to face again. His reputation had stayed firm even when A had taken a backseat in most matters; the meeting never took formal overtones with mutual respect demanding a different setting.

The transaction happened quickly, the relationship built on a strong foundation stood the test of time. For B it was a validation of the seeds he had sown carefully over the years – of treating people with respect irrespective of rank and position, of helping without expecting anything in return, of being the spokesperson when none ventured, of being a good human being. Life goes round in circles; invest in people and relationships, the returns over the long run are worth a lot more than you can imagine.

Respect for the CIO

Talking to a few CIO friends on the much debated and discussed subject of “what next” for us the CIOs, many aspired to be CEOs. Now that is a good thing given that CIOs are setting their goals high; some are also achieving it within IT companies, a few in other industries too. Making the transition was possible for them as they graduated from technology enabling to business enabling to business itself. Their leadership was acknowledged and when the opportunity arose, they were considered rightful choice.

Trust and respect from peers is garnered step by step everyday with the word and the deed. Conviction that comes out of past experience, the ability to consistently deliver against odds, the cohesion of the team in committing to the stretch and unreasonable, the ability to engage in conflict resolution focusing on the issue and not the people involved. They are always happy to help, sometimes even with personal sacrifice. This separates chalk from cheese.

You would say that this is just a sample of everyday behaviours that make a successful leader and CIO; it is also shaken quickly with hearsay and frequent missed steps. Respect is always earned, rarely conferred if at all; it comes out of consistency in delivery, walk the talk, articulation, coaching and mentoring others selflessly. The mojo develops with practice and stays with them as long as they continue to stay grounded through the journey. Nothing new here too ? Hold on a bit.

The gap between perception and reality is based on the demand supply management between IT and business. When CIOs manage this well, they remain relevant to themselves, the business and the enterprise. The progression is determined by the interventions outside of their realm and “out of comfort zone” discussions. The CXO has no boundary defining Job Description; they only have a primary allegiance to a function.

So when a successful CIO asked me the path to becoming a CEO, I wondered what qualifies me to give advice ? While I am a CIO and have held a few P&L responsibilities in my career, I am not a CEO. Having mentored a few people and learned a few tips from the world’s best coach (Marshal Goldsmith), I decided to probe further. He was determined to get there and was willing to work hard. We discussed his winning formula, did a SWOT, and identified a few behaviours that needed attention.

Defining the road ahead was easier than I thought; crafting the evolution plan took some time and then we agreed upon a follow up plan and progress report. I felt humbled by the experience, his faith in my words and suggestions on his actions which he ardently believed will get him to his goal. Reflecting on what my virtual guru referred to “I don’t coach losers because they are not willing to change”, I too believed in his plan and hope as he was willing to change. I believe sooner or later he will get there.

And then last week someone asked me the question, “when will we see you as a CEO ?”,  I started wondering if I should be reading more into these questions and discussions ! Flattery is good, but it should not be taken to heart lest the fall hurt the inflated ego !