It’s one thing to come up with a great new initiative, but putting it into action takes persuasive skills, strong alliances, and access to true technical knowledge.
Everyone talks about how IT leaders need to develop the proper strategies and ensure that the right technologies are implemented. IT leaders, however, need to be change agents if they are to make a real difference.
The patterns that emerge from analyzing mounds of business and log data have incalculable worth, as most people are aware. Or that machine learning can help transformative applications by reducing overhead. Or that standardizing security policy across many clouds is long overdue. But how do IT leaders persuade their companies to make the change?
They need to learn how to market themselves. It’s a necessary skill for good IT leadership.
IT leaders should identify where the low-hanging opportunities are, in order to illustrate the advantages of data-driven approaches to updating legacy processes, for instance. Organizations that integrate technologists into cross-functional workgroups have an edge because they can call on those partners to identify quick wins.
Leaders should also persuade a key stakeholder and they should work with that stakeholder at every stage of the project, from gathering requirements to regular check-ins, testing, and training. They should also instrument their project from the start in order to collect metrics that can be used to demonstrate success. They can broadcast the successful outcomes for internal marketing.
It’s crucial to be able to form and maintain these kinds of connections. It goes hand in hand with other soft skills including the ability to properly communicate goals, motivate others, and articulate in a way that business leaders can comprehend. Adaptability to change is wrapped around those attributes, and it’s a trait that’s been put to the ultimate test during the last 18 months.
CEOs, not CIOs, are in charge of making decisions regarding how work arrangements should change as a result of the pandemic. Will corporations minimize office space once basic decisions have been made? What does it mean to undertake hybrid work? — IT management must implement a unified strategy for the associated collaboration, security, and automation technologies.
For security experts, the challenges of remote work have increased their stress levels. Security professionals with a sense of purpose and the ability to build solid working relationships, however, defy the stereotype of the troubled CISO battling a never-ending barrage of attacks.
Working in isolation comes with a slew of risks. IT executives should avoid making assumptions. Instead of just ploughing ahead, they should interact with stakeholders and customers to establish their actual rather than stated needs, and construct proof-of-concept solutions first to confirm their decisions.
IT leaders need the right people with the right capabilities in place to succeed in any initiative, including those who keep the infrastructure running smoothly. The needs of IT firms have altered to support remote work, leading in a surge in demand for cloud, SDN, and network automation skills. Certifications in those areas have resulted in remarkable compensation rises for network experts.
Neither selecting the ideal solution nor assembling a team of highly qualified employees is sufficient for any technological expansion. And, in the future, constant change appears to be the default condition. The efforts of IT leaders may never be completely appreciated if they fail to describe how each new step in that development will unfold, leading with a realistic picture of the benefits for stakeholders.