CIO IT Leadership Interview with Nilofer Merchant

Nilofer Merchant is a popular business writer, blogger, and speaker. She’s been featured in the WSJ, BusinessWeek, Forbes, Harvard Business Review, and TED and TEDx conferences. Her work at Fortune 500s and silicon valley web start-ups over the last 20 years fuel her innovative ideas on frameworks, strategies, and cultural values.

Here she talks with me about her most recent book, 11 Rules for Creating Value in the Social Era, and how its lessons apply to CIOs and IT Leaders. We talk about the “air sandwich” between strategy and execution, shifts from the value chain to co-creation, how McAfee revolutionized its customer service model, versatile ways to assemble talent around a shared problem, “onlyness,” the value of walking meetings, and more.

The video is embedded below and also accessible via this link.

Knowing for sure

open mindWhen you know something, you know it. You feel good. You’re confident. You’re ready to take action.

But, what if there’s a better way? A different approach? Some reasons you didn’t think of as to why your answer isn’t the best answer?

That happens pretty often. Which is why being open to other ideas, suggestions, and input is crucial to making good progress. Because many times, when you’re feeling most certain, when you know for sure, when you’re so anxious to just get started – that’s when you’re wrong. Or at least too closed-minded to be more right.

There are shades of grey, after all, in most professional work these days. And certainly in anything involving technology. (Somewhat ironically, technology is an area where there are very few binary approaches. There are always many, many alternatives and many, many nuances.)

When you know for sure, listen. Seek input and advice. Step back and question yourself. Test your theory, your idea, your approach thoroughly one more time before charging ahead.

The flip side

When you’re trying to help someone who knows for sure, you need trust and credibility. Authority works too, but that’s only a best last resort. It’s better to have influence, which is built from trust and credibility. You need to know your stuff. You need to be a proven entity. You need to have shown that your agenda is aligned with the shared goal. That’s how you get listened to by someone who knows for sure.

Interestingly, one great way to gain trust and credibility is by being willing to listen, being open to ideas and input from others, and being willing to consider and to follow alternative approaches when you’re the one who knows for sure.

Photo credit: soniktruth

IT and the can do attitude

20130216-093719.jpgWhen presented with a challenge, most people in IT see possibilities. Sure, there will be obstacles, there will be challenges, there will be things to figure out. There may even be a clear need to do something that’s never been done before.

The best IT people see all of this as fun. It’s a challenge. It’s a chance to get really creative. It’s a chance to experiment, to fail, to learn. It’s why they got into IT in the first place.

They may see difficulty. They may see cost. They may see political or cultural challenges. But they don’t see impossibility.

If you immediately accept that something is possible, then you can focus all your energy on how to get it done rather than worrying about if it can be done. Amazingly, it is precisely this attitude and approach that can, in many instances, make the impossible possible.

Big problems, little problems

solvedRather than waiting for the big solution, the one that requires a lot from a lot of other people, it may be best to simply take matters into your own hands. To act on the little problem instead of procrastinating under the umbrella of the big problem.

Many singular and simple solutions lie completely within your grasp. All they require is you – making a decision, making a commitment, and taking action. Those can be hard things. It’s far easier, after all, to cite excuses based on what others are not doing to solve the big problem.

Making the problem smaller and personal also means taking full responsibility for it. And it means that the impact of resolving it will be similarly small and personal. But that’s empowering, in little and big ways. First, your problem is resolved. Second, you have experience in resolving the problem, which could perhaps be scaled back up to contribute to the resolution of the bigger problem. And third, you now have capacity to solve a new problem since this one is taken care of.

Photo credit: Steve Rhodes

We’re a working band

KEITH RICHARD10The Rolling Stones have longevity. Fifty years as one of the world’s most popular rock acts.

So, there’s plenty of nostalgia to be unleashed – and that was evident in their recent “One More Shot” tour that celebrated their history and their unique milestone.

But, the secret to their longevity, energy, and the excitement that surrounds them doesn’t come from looking back. It comes from looking ahead.

Mick Jagger is notoriously anti-nostalgic. It’s boring. That’s what happened yesterday. What’s more interesting is what are we going to do tomorrow. That forward looking perspective is key to, well, looking forward.

Beyond that attitude, the band is continuously fueled by creativity. Not only creating new shows, new types of tours, and new experiences for their audiences. But also by creating new music.

As Keith Richards would tell you, “We’re a working band.” And it’s that attitude – the desire and commitment to creating new stuff – that is rocket fuel for forward momentum.

Don’t rest on your laurels. Ever. Keep creating new stuff. Always.

It doesn’t matter if you’re new stuff doesn’t top the charts. What matters is the energy you get from creating it and putting it out into the world.

Photo credit: Alaine Maigre

CIO IT Leadership Interview with Seth Godin

Seth Godin is the author of over a dozen bestselling books, the founder of two successful internet companies, a popular speaker and one of the most popular business bloggers on the planet. In the video interview below, I talk to Seth about his new book The Icarus Deception, a provocative and personal exploration of leadership and doing work that matters (see my review here).

This discussion focuses in on how the lessons from this book apply to CIOs and IT Leaders. We talk about the role of the CIO and the trap that CIOs may have set for themselves, the need to move beyond our comfort zones and some thoughts on getting there, the value and limitations of “domain knowledge,” a revealing viewpoint on the our roles as individuals in the world of work, and what it takes to put forth an idea in a clear, concise, and compelling manner.

The video is embedded below and also accessible via this link.

Quiet time

PopTech 2009 attendees, day 2 - 03Setting aside a small amount of time to think can go a long way toward advancing your efforts. Finding a quiet space to reflect on an idea, challenge, or approach can help you to see things more clearly and to open you up to new possibilities.

It’s a deliberate act – to dedicate some time and to focus some mental energy.

Surprisingly, it doesn’t actually take much effort. But it does require commitment. Commitment to turning off the phone, closing down the email program, and not worrying about that messy desk for a moment. Commitment to focusing on one thing and facing it head on.

That can be a little intimidating, but it’s a good way to get results.

Photo credit: Ed Yourdon

CIO IT Leadership Interview with Dan Pink

Dan Pink is a big thinker who distills practical advice. He’s done so repeatedly, as is evidenced by his four bestselling books, popular blog, and his unique Office Hours “radio show” podcast that covers a variety of topics with other big thinkers. He’s just published a new book, To Sell Is Human, and I had a chance to talk with him about this new work from a CIO and IT Leadership perspective.

CIOs and IT Leaders are in sales. Much of our energy is devoted to influencing, persuading, convincing, and cajoling others. We need to  gain support for a project or initiative, secure additional budget dollars, attract the best talent, and internally market the IT Department in a number of ways. Much of Dan’s work in this new book is directly applicable, and we explore several ideas in this discussion.

We talk about “attunement,” problem finding, STEM, asking better questions, how to make a good pitch, tips for constructing good email subject lines, “emotionally intelligent” signs, and more. I hope you’ll find it interesting, provocative, and useful.

The video is embedded below and also accesible via this link.

You can find out more about Dan Pink at his blog, and get the new book at Amazon.

I’ve also attached a transcript of this interview. It’s not perfect, but it may help if you’d like a written format.

Little change is the path to big change

sunriseThe dawn of another new year brings with it many new intentions. Big goals are set. Big commitments are made. Big change is anticipated.

And then big disappointment emerges later on down the line.

Big changes focus our energy and challenge our imagination. And big failures waste a lot of time and energy that could be directed into smaller, but still meaningful change. Particularly when those little changes accumulate. After all, you get revolutionary results through evolutionary change.

As many successful people will tell you, there is no such thing as overnight success. It just appears that way to the outside world. Behind the scenes it’s grit, determination, and a constant push forward on small fronts.

A better plan may be to commit to small changes, made more often. Every day. Focus many of them in a general direction or toward a larger goal and they’ll start to pile up. They’ll start to build on one another. And soon enough some pretty significant change will have been made. Not all of a sudden, but accumulated slowly over time.

Photo credit: Jesper Ronn-Jensen

Assimilation and Accommodation, the ways we learn and change our minds

perspectiveFrom our earliest days we analyze and organize information about the world, forming mental models. The world is large, complex, and confusing, so this is no trivial task. And the breadth and volume of things to be learned and understood is without limit. Fortunately, humans have amazing powers to observe and process information. But also serious limitations that can be equally powerful and insidiously invisible (even to us).

Understanding the ways we learn and adapt to our world can help us to become better learners, and also to understand why it can sometimes be so hard to convince someone else to change their mind.

Assimilation

Familiarity is a crucial shortcut for us. We organize things in our minds by matching up with others we’ve seen before, fitting them into categories and placing them in the context of our current understanding. If you know what a baseball is and how it’s used, it’s very easy to understand a softball when you first encounter one. This style of learning works for complex scenarios and concepts, too, and forms the foundation for learning. We understand certain aspects of the world in a certain way based on all our prior learnings and we assimilate new things into our understanding according to those established models.

This makes learning fast and efficient, which is absolutely essential in a world where an overwhelming amount of information is to be processed constantly. The limitation, of course, is that quickly assimilating new information into already existing understanding doesn’t challenge our current understanding. Without challenge, nuances of that understanding go unexplored and the understanding itself never gets questioned in a meaningful way. It’s just accepted, we fit things into it, and we move on.

Accomodation

Far more difficult, but far more powerful is modifying our worldview to see new things more completely, or to see familiar things in a fundamentally new way. When we do this, we make accommodations to our mental models so that we can house these new ideas.

This is hard for a few reasons. Most notably, a certain level of awareness is required – “Hey, this new thing, idea, or concept is totally unlike the others in my worldview and I need to figure out a way to understand this.” This is very different from the fast-paced processing we’re wired so effectively to conduct all day long. Also, we need to allow this new thing to challenge aspects of our current worldview, which is often based on long-held mental models where we’ve assimilated lots of information. And these fundamental aspects of our worldview are based on beliefs held by us, and often also by the communities in which we operate. Challenging and changing some of these can open up a pretty serious can of worms for us. It can be messy and confusing and riddled with conflict.

That’s why it’s so hard to change someone’s mind, sometimes.

But on the flipside, it’s where some of your most profound learning can come from.

Photo credit: Brett Jordan