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Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
Florida CIO Summit: Building C-Level Relationships 040509
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Florida CIO Summit: Building C-Level Relationships 040509

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  • 1. Cultivating Productive CEO, CFO and COO Relationships With the CIO Presented By: Don Riley
  • 2. Session Discovery Topics
      • Understanding what C-Level executives expect from the CIO
      • A Toolkit for building successful C-level relationships
      • An approach for changing the IT team’s mind-set to support your relationship building activity
  • 3. Mohawk – “We Cover the market”
      • Global Flooring Company - $5.5B
      • Growth through acquisition
      • Customers:
        • 35,000+
        • Specialty, Builder, Home Centers, Multi-Family, Mass Merchants, Commercial, Independent dealers
      • Products:
        • Carpet, Cushion, Ceramic Tile, Wood, Stone, Laminate, Vinyl, Rugs, and Mats
      • Vertical integration:
        • Pellets / Recyclables to carpet
        • Wood chips to Laminate
        • Dirt to Ceramic
      • World class distribution
        • 800 trucks; 1,500 trailers
        • 300 distribution points
        • Real time visibility
  • 4. Three Questions – CEO, COO, CFO
    • What do you view as the top two or three things you expect from the CIO relative to your role?
    • What top one or two pieces of advice would you give a new CIO on how to effectively interact with you?
    • What one or two things drive you nuts about IT executives, and what should IT executives never do with top executives that you have seen them do in the past?
  • 5. 1. Expectations
      • Focus on how you can positively impact the business
      • Support me as a partner in my role
      • Put points on the board
      • Be relevant and current
      • Know and understand the business
      • Establish frequent and free flowing communications
  • 6. 2. Advice
      • Develop a strong relationship early
      • Understand me and my challenges
      • Show me how you are supporting me
      • Be able to manage up, down and laterally (most fail laterally)
      • No surprises in cost or execution
  • 7. 3. Mistakes CIO’s make
      • Focus on function and not on maximizing profits / earnings
      • “ Systems are the answer”
      • Surprises
      • Leaving “fires” burning in the organization
      • Tech-Speak
      • Lack of service orientation
      • Accepting organizational indecision disguised as information gathering (CEO)
  • 8. Cultivating Effective C-Level Relationships
      • Price of Entry
      • Credibility
      • How to Attack
      • Proactively manage relationships
      • Drive business value
      • Demonstrate you run IT like a business
      • Sell and market IT
      • Requires
      • Holistic approach
      • Openness
      • Comfort and confidence
      • Frequent interaction and practice
      • Sales and marketing skills
  • 9. Proactively Managing Relationships through utilizing a Relationship Management Toolkit
      • The Power of Observation
      • Political Savvy and Political Capital Skills
      • Excellent Communication Skills
      • Strategic Value Selling Skills
      • Organizational Design Skills
  • 10. The Power of Observation
      • Identifying
        • Influencers, Approvers, Decision Makers, Supporters, Non-Supporters, Allies, Foxes
      • Sensing
        • Power struggles, power plays, power bases, alliances, their origins and sources of influence
      • Seeing Non-Traditional Relationships
        • Non-organization chart driven
      • Building a Political Map
        • Mark up an organization chart
        • Includes the written and the unwritten decision making processes
      • Engaging your team
  • 11. Political Savvy and Political Capital Skills
      • Bank with gains and losses
        • When banked loses value with time
        • Spend wisely
      • Political Capital Gains
        • Quick Hits / Points on the Board
        • Helping someone out of a jam
        • Helping with funding
        • Well executed projects with real benefit
      • Political Capital Losses
        • Poor Execution (Day to Day & Projects)
        • Not taking care of VIP’s and their Admins
      • Political Capital Spending
  • 12. Communication Skills
      • Personal Communication
        • Likes, dislikes, interests, goals, family, what’s important to them
      • Professional Communication
        • Building a connection of helping them be successful
        • Their goals and motivations
      • Listening and Non-Verbal Skills
        • We all claim we have them
        • Many lose focus on them when in stressful situations
      • Communication Plan
        • Objective
        • Tactics and Counter-tactics
        • Practice key messages
  • 13. Strategic Value Selling Skills (Holden)
      • Stage IV Selling
        • Your value is integrally tied to the business and it’s success
        • You have developed a degree of competitive immunity
        • You take ownership and proactively deal with challengers
      • Achieve through …
        • High strategic orientation with an aligned vision
        • Communication in business financial terms
        • Comfort in discussing power and politics
        • Making critical investments in selling IS
        • A moving IS Value elevator speech
        • Leveraging the toolkit
  • 14. Organizational Design Skills
      • Structured Organization
        • Aligned with business goals and objectives
        • Relationship model
      • Unwritten Organization
        • Political Map  Relationship Map
        • Overlapping layers of relationships
        • Align based on attributes and not hierarchy
        • Sales Axiom  Where you put someone or start the call establishes their peak in the organization …. It is easy to get referred lower; practically impossible to get referred up
        • Matrixed and fluid
  • 15. Utilizing the toolkit
      • This is a journey not an event
      • Complement yourself with talent where you don’t have the strengths
      • Be flexible
      • Have a well thought out approach
      • Ensure alignment within the IT organization
  • 16. Other Key Components
      • Establishing Credibility
      • Packaging and selling IT to the business
      • Benefitting from transparency
      • Creating a strong business value orientation
  • 17. Leveraging process design, delivery and metrics as a source of credibility
      • If you can’t keep the lights on, you don’t get the key to the executive suite (Credibility)
      • Requires objective mechanism to achieve
      • Requires objective business oriented measures
      • Requires total organization commitment
      • Must be able to translate why it is important to the business and why they should care
  • 18. Leveraging process design, delivery and metrics as a source of credibility KPI’s Continuous Improvement Root Cause Analysis Time Tracking / Top 20 Status Reporting Management Alerts Value Delivery and Forecast
  • 19. Packaging and selling IT to your business
    • “ Business Development and Marketing”
    • Productize services
    • Gain business unit buy-in
    • Manage expectations
    • Communicate performance
    • Solicit continuous feedback
    • Constantly refresh and remind
    • Allocate costs out based upon consumption
    • Drive objective discussions
  • 20. Benefiting from transparent IS – educating business partners to make good choices
      • Starts with strategic planning
      • Emphasize value and need to make choices (limited resources)
      • Make them smarter consumers
      • Takes strong confident people
      • Work priority sessions
      • Build into your processes (SDLC, PM, Portfolio Management)
      • Constantly educate and remind
      • Neutralize and win over the “naysayers”
  • 21. Value Orientation - Six Key Easy Steps
      • Establish an IS Mission and Vision
      • Establish a relationship driven organization model
      • Develop one strategic plan
      • Collaboratively set up annual IS goals and objectives
      • Establish core processes that drive:
        • Sound governance
        • Debates around priorities and value
        • Strong customer ownership
      • Actively measure and report
  • 22. Lastly … This just isn’t about you Vision Embraced by the organization Ownership From top to bottom Execution Relentless
  • 23. Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door
    • Vision
    • It’s about service and value – not technology
    • Paint the picture and get buy-in
    • Must get the organization comfortable with and embracing change and continuous improvement
    • Tie to their day to day jobs and how they affect
    Vision Embraced by the organization Ownership From top to bottom Execution Relentless 1
  • 24. Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door
    • Ownership
    • Create an army of emissaries
    • Active participation
    • Tie to compensation
    • Management must walk the walk
    • Team helps drive the direction
    2 Vision Embraced by the organization Ownership From top to bottom Execution Relentless
  • 25. Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door
    • Execution
    • Measure, reward and celebrate progress
    • Quickly deal with people who are not on board and not supporting the vision
    • Keep everyone up to date
    • Take the message to the team
    • Signal early and often where you are headed
    3 Vision Embraced by the organization Ownership From top to bottom Execution Relentless
  • 26. Cultivating Effective C-Level Relationships
      • Price of Entry
      • Credibility
      • How to Attack
      • Manage relationships
      • Drive business value
      • Demonstrate you run IT like a business
      • Sell and market IT
      • Requires
      • Holistic approach
      • Openness
      • Comfort and confidence
      • Frequent interaction and practice
      • Sales and marketing skills
  • 27. Expectations Revisited
      • Focus on how you can positively impact the business
      • Support me as a partner in my role
      • Put points on the board
      • Be relevant and current
      • Know and understand the business
      • Establish frequent and free flowing communications
  • 28. Advice Revisited
      • Develop a strong relationship early
      • Understand me and my challenges
      • Show me how you are supporting me
      • Be able to manage up, down and laterally (most fail laterally)
      • No surprises in cost or execution
  • 29. Questions?
  • 30.  

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