What deliberate actions have you taken to influence how others see you as a leader?

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CIO in Services (non-Government)7 months ago

In my younger years, I was always out in front. As a young consultant managing change and doing these massive projects, I was always leading the charge, expending huge amounts of energy and staying up all night working on proposals. But at this stage in my life, I find myself listening more, thinking more, and reacting less, which is a big shift for me. I've stopped reacting to situations that require leadership and direction as much as I used to. Instead, I find myself infusing calm into these situations, which is the complete opposite of how I was in my younger years. I still lead innovation, and everyone knows that's a strength of mine. I'm all about ideation and the future. But I'm doing it in a different, more thoughtful way now.

One of the key words that's part of my brand now is "synergy". I've come to believe that finding connections with people and aligning the organization across all silos is crucial. I look for people and systems that connect on things. Synergy is at the heart of my brand, and I uphold it at every board meeting and Technology Council meeting. It's more of a magnetic force, bringing things together, rather than a pushing force.

This concept of synergy also ties into the balance of leading and letting. Sometimes you're mentoring, showing, or leading by example. But other times, you need to give people the space to figure things out on their own and make mistakes. After a successful career, we often have a lot of the "secret sauce" of how to make something work, and we can risk over-mentoring or over-leading people. Sometimes, we just need to put a thought out there and let them run with it. The balance between leading and letting is important.

CIO7 months ago

I've recently assumed the role of acting CIO for IEEE. In this capacity, I embarked on a comprehensive listening tour, engaging with my peers to gain insights into their challenges and concerns. This not only provided an opportunity for meaningful conversations but, more importantly, allowed me to actively listen and understand their pain points.

A focal point in our endeavors has been advocating for a prominent role at the decision-making table. In today's landscape, virtually every project involves technology, spanning various business units such as legal, finance, and HR. While IT is an integral component, the question arises: does IT merely have a seat at the table, or does it occupy a leading position? This ongoing dialogue emphasizes the need for IT to be in the forefront, steering discussions and driving agendas. The discourse is particularly pertinent as we navigate the evolving landscape of artificial intelligence and emerging technologies, demanding IT to take a proactive leadership stance.

Navigating this delicate balance involves understanding business objectives while also championing the role of technology. It's a symbiotic relationship, where the business must be guided to focus on their objectives, with the assurance that IT will provide the necessary technological tools to facilitate and enhance those objectives.

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CISO/CPO & Adjunct Law Professor in Finance (non-banking)7 months ago

Accepting responsivity for my team's actions as opposed to blaming or even implying staff members performed poorly. Ensuring team members receive public credit for their hard work as often a feasible as opposed to collecting their accolades. Non-technical people usually only notice technology when it fails.