It was an embarrassing moment for the CIO who I bumped into
at the reception of a customer; he was there for an interview with the Group
CIO for a position with one of the business units. He did not expect to find me
there; while he knew that I had given up my corporate role some time back, he
wondered if I too was there for the same interview. So making polite
conversation, he queried if I had also come for the interview. I smiled back at
him and nodded in affirmation that it was indeed the interview that brought me
there.
He was beginning to build an image in the industry as a CIO
who will make it to the big league sooner or later. He had started getting
visibility in the CIO circles with a few panel discussions where he was able to
make his presence felt. Though he was not quoted often or written about, he
appeared to be taking the right steps towards creating a persona. After a
longish tenure at a mid-sized enterprise, he had a string of short-term roles
each lasting not more than six months which surprised peers, friends and
industry observers.
Leaving aside the tenured CIOs (and here I refer to the real
CIOs, not people with underserving titles) with over a decade in their current
roles, most CIOs typically spend an average of 3-4 years in a company. They
create and leave behind an impact on the enterprise with their management
style, technology solutions, and bit of leadership. They contribute to an
overall improvement in the IT maturity, elevation of the IT team perception,
business impact led by technology, and a general acceptance of the value of IT
to the company.
Coming back to our friend in dire need, he walked into the
room with a complete panel to grill him on why he should be given the coveted
position. Seeing me on the interview panel unbalanced him as we all greeted him
and introduced ourselves wanting to make him comfortable. As we progressed
through his professional life and key milestones, the conversation finally
reached the point where his quick changes came into the limelight as the panel
sought clarification on what caused the instability in an otherwise good
career.
At the time of the interview, he had been in the current
role for less than 4 months and two earlier stints had lasted six months
apiece; here he was again wanting to move ! He started off talking about
cultural mismatch between the first of the 3 and the fact that he was
constrained from making any decisions. The second was an attempt a new industry
segment which he quickly realized he was unable to adjust to; and finally the
current role was more of a maintenance role and did not offer any freedom to
innovate.
Closing the interview the HR Head thanked him for his time
and promised to get back should he make the grade ! Between 5 of us on the
panel we had unanimous consensus that the candidate would find it difficult to
get into any new role which will not give him the comfort of the old one he had
discarded sometime back for greener pastures. Fallaciously he was seeking
acceptance as a new comer rather than build relationships with peers and trust
with his team that comes with immersion into the new role and company.
Every new role has a honeymoon period that the newbie enjoys
as s/he learns about the company, industry, culture, people, team and
expectations of the role. The duration varies by company, size, and the level
in the hierarchy of the enterprise. The new entrant has to create an enduring
and affable persona that is true to self; it is difficult to act like someone
else and sustain it for long. This is the time that needs to be spent in
building bridges and credibility which sustains a person in the role and
organization.
My friend never got the call he was waiting for as he had
frittered away the honeymoon period or made bad choices not aligned to his
ability and/or goals. Call it mid-career (or life) crisis or a victim of the
changing dynamics of the role, it is evident that he is not ready for the new
dimensions that are base expectations now. In the fast changing digitally
disruptive business models world, the CIO has to step up the ante. Many have
transformed themselves to take on the new challenge, a large majority faces
disruption.
Ready or not, that is reality !
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