As you probably aware, many CIOs and other Senior Technology executives, are known for, well, not being 'known'.
Viewed as the executive somewhere at HQ running the company's technology, few within their own companies can even name them. And certainly few outside the company can either.
Why is this? And does it matter?
The answer to the first question is rather complicated. For many years technology executives were quite happy being 'unknown'. Focused on the task of keeping IT running, they were quite content to 'get to it' with a 'don't disturb me while I'm solving technical problems' attitude toward the business, shying away from meeting with internal or external customers. Viewed as techies who couldn't speak the language of business, and often introverts by nature, they were noticeably unsociable at executive gatherings and found themselves excluded from the C-Suite conference table and the executive golf course.
A case in point: a large corporation called me once and explained a problem that I know is not unique to their company. Each year, their CIOs and Senior Technology executives would gather from around the globe at the company's annual executive meeting, and would huddle in one corner of the ballroom. Unlike their business peers, they would not mingle with the other executives outside of IT. Why was that? Generally a lack of comfort speaking about the business with their peers and a greater interest in talking technology amongst themselves. For several reasons they needed to become more outwardly-focused and network with other business executives.
Much has changed in the past few years, of course, as CIOs in increasing numbers have stepped into the C-Suite with more of a strategic view of the business, many with business as well as technical degrees, and with a stronger ability to communicate with their business peers on the needs of the business.
For the most part, that is. Not every CIO is there yet. In fact, while writing this piece, I noticed an article from CIO.com entitled "CIOs Disconnected from the Business." It underscores how widespread the problem still is. It also confirmed what I've been seeing in my practice for quite a while. I do, however, have an additional take on 'connection' in this post today, which I will explain in a moment.
Now, to the question of "Does it matter?" The answer to this is simple: "Yes, it does." And this is why:
If you are an internally-disconnected CIO and are not known much within your company, it affects not only how you are viewed by your peers, CEO, and others, but it results in a lack of personal corporate influence - your ability to get things done. This, in turn, affects achievement and your career path inside the company. In addition, your reputation colors how you are viewed by your outside network, executive recruiters, and hiring authorities at other companies - those that have future opportunities you may want.
You KNOW that you are negatively acknowledged when technology breaks down, but are you positively acknowledged when your organization's achievements cause the company to be able to expand, bring a product to market sooner, delight a major customer, etc.? What are you doing to be well-networked inside your own company and spread your influence across the lines of business? (On an important side-note, if you have some wonderful achievements, are they powerfully documented, complete with strong metrics to prove their corporate worth, in your resume and value-proposition portfolio?)
Let's say you ARE well known within your own company and well connected within its walls? Are you well-known for what you WANT to be known for? Have you defined yourself, or allowed someone-else or something-else, to define you? If your answer to these questions is positive, and you are well-known and well-connected across your own company, you have clearly defined your personal brand, and you are happy with the results internally, well done, I congratulate you! Permit me to ask you this next question:
How well are you known OUTSIDE of your company? And what are you known for outside of your company? Can you answer this with a resounding "extremely well-connected and consistently engaged with my external network!" and "I am known overwhelmingly for my unique executive brand!"? If yes, hurrah! You are amongst a tiny percentage of CIOs who are! If you answer in the negative, i.e. you are not well-connected and known, nor consistently engaged with your external network, you have some work to do.
Why does it matter?
If you are a externally-disconnected CIO, you will find this to be a dismal strategy for your career. You cannot wait until you are suddenly looking for a new position to 'become connected' to your network. You'll be playing catch-up that will certainly put you behind the curve in job search. "I'm fine, I have 500 connections on Linkedin!" I hear you say. Remember you need to be consistently engaged with your network also. It's all about connection AND engagement. Those that are connected AND engaged are those that become 'top-of-mind' to their network when new opportunities arise.
You may wonder why I would write this when I haven't been posting to this blog for a while. I had an exceptionally unusual year in 2011 (a story for another time and place), resulting in not being able to blog as I would have liked to, however, I did connect and engage with my network through other avenues. Believe me, if you want the best opportunities to come your way, you must be connected and engaged with your network - inside and outside of your company. And now is the time!
If you'd like to gain the inside track on how best to be connected and engaged for your career, and how to craft your executive brand for the best results, contact me via CIO-Coach.com. It would be my pleasure to assist you.
So off you go...be a connected CIO!
P.S. - While you're at it, connect with me and your peers on:
See you there!
