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Florida CIO Summit Building C-Level Relationships 040509

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Florida CIO Summit Building C-Level Relationships 040509

  1. 1. Cultivating Productive CEO, CFO and COO Relationships With the CIO Presented By: Don Riley
  2. 2. Session Discovery Topics <ul><ul><li>Understanding what C-Level executives expect from the CIO </li></ul></ul><ul><ul><li>A Toolkit for building successful C-level relationships </li></ul></ul><ul><ul><li>An approach for changing the IT team’s mind-set to support your relationship building activity </li></ul></ul>
  3. 3. Mohawk – “We Cover the market” <ul><ul><li>Global Flooring Company - $6.8B </li></ul></ul><ul><ul><li>Growth through acquisition </li></ul></ul><ul><ul><li>Customers: </li></ul></ul><ul><ul><ul><li>35,000+ </li></ul></ul></ul><ul><ul><ul><li>Specialty, Builder, Home Centers, Multi-Family, Mass Merchants, Commercial, Independent dealers </li></ul></ul></ul><ul><ul><li>Products: </li></ul></ul><ul><ul><ul><li>Carpet, Cushion, Ceramic Tile, Wood, Stone, Laminate, Vinyl, Rugs, and Mats </li></ul></ul></ul><ul><ul><li>Vertical integration: </li></ul></ul><ul><ul><ul><li>Pellets / Recyclables to carpet </li></ul></ul></ul><ul><ul><ul><li>Wood chips to Laminate </li></ul></ul></ul><ul><ul><ul><li>Dirt to Ceramic </li></ul></ul></ul><ul><ul><li>World class distribution </li></ul></ul><ul><ul><ul><li>1,000 trucks, 2,000 trailers </li></ul></ul></ul><ul><ul><ul><li>300 distribution points </li></ul></ul></ul><ul><ul><ul><li>Real time visibility </li></ul></ul></ul>
  4. 4. Three Questions – CEO, COO, CFO <ul><li>What do you view as the top two or three things you expect from the CIO relative to your role? </li></ul><ul><li>What top one or two pieces of advice would you give a new CIO on how to effectively interact with you? </li></ul><ul><li>What one or two things drive you nuts about IT executives (me excluded) , and what should IT executives never do with top executives that you have seen them do in the past? </li></ul>
  5. 5. 1. Expectations <ul><ul><li>Focus on how you can positively impact the business </li></ul></ul><ul><ul><li>Support me as a partner in my role </li></ul></ul><ul><ul><li>Put points on the board </li></ul></ul><ul><ul><li>Be relevant and current </li></ul></ul><ul><ul><li>Know and understand the business </li></ul></ul><ul><ul><li>Establish frequent and free flowing communications </li></ul></ul>
  6. 6. 2. Advice <ul><ul><li>Develop a strong relationship early </li></ul></ul><ul><ul><li>Understand me and my challenges </li></ul></ul><ul><ul><li>Show me how you are supporting me </li></ul></ul><ul><ul><li>Be able to manage up, down and laterally (most fail laterally) </li></ul></ul><ul><ul><li>No surprises in cost or execution </li></ul></ul>
  7. 7. 3. Mistakes CIO’s make <ul><ul><li>Focus on function and not on maximizing profits / earnings </li></ul></ul><ul><ul><li>“ Systems are the answer” </li></ul></ul><ul><ul><li>Surprises </li></ul></ul><ul><ul><li>Leaving “fires” burning in the organization </li></ul></ul><ul><ul><li>Tech-Speak </li></ul></ul><ul><ul><li>Lack of service orientation </li></ul></ul><ul><ul><li>Accepting organizational indecision disguised as information gathering (CEO) </li></ul></ul>
  8. 8. Cultivating Effective C-Level Relationships <ul><ul><li>Price of Entry </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>How to Attack </li></ul></ul><ul><ul><li>Proactively manage relationships </li></ul></ul><ul><ul><li>Drive business value </li></ul></ul><ul><ul><li>Demonstrate you run IT like a business </li></ul></ul><ul><ul><li>Sell and market IT </li></ul></ul><ul><ul><li>Requires </li></ul></ul><ul><ul><li>Holistic approach </li></ul></ul><ul><ul><li>Openness </li></ul></ul><ul><ul><li>Comfort and confidence </li></ul></ul><ul><ul><li>Frequent interaction and practice </li></ul></ul><ul><ul><li>Sales and marketing skills </li></ul></ul>
  9. 9. Proactively Managing Relationships through utilizing a Relationship Management Toolkit <ul><ul><li>The Power of Observation </li></ul></ul><ul><ul><li>Political Savvy and Political Capital Skills </li></ul></ul><ul><ul><li>Excellent Communication Skills </li></ul></ul><ul><ul><li>Strategic Value Selling Skills </li></ul></ul><ul><ul><li>Organizational Design Skills </li></ul></ul>
  10. 10. The Power of Observation <ul><ul><li>Identifying </li></ul></ul><ul><ul><ul><li>Influencers, Approvers, Decision Makers, Supporters, Non-Supporters, Allies, Foxes </li></ul></ul></ul><ul><ul><li>Sensing </li></ul></ul><ul><ul><ul><li>Power struggles, power plays, power bases, alliances, their origins and sources of influence </li></ul></ul></ul><ul><ul><li>Seeing Non-Traditional Relationships </li></ul></ul><ul><ul><ul><li>Non-organization chart driven </li></ul></ul></ul><ul><ul><li>Building a Political Map </li></ul></ul><ul><ul><ul><li>Mark up an organization chart </li></ul></ul></ul><ul><ul><ul><li>Includes the written and the unwritten decision making processes </li></ul></ul></ul><ul><ul><li>Engaging your team </li></ul></ul>
  11. 11. Political Savvy and Political Capital Skills <ul><ul><li>Bank with gains and losses </li></ul></ul><ul><ul><ul><li>When banked loses value with time </li></ul></ul></ul><ul><ul><ul><li>Spend wisely </li></ul></ul></ul><ul><ul><li>Political Capital Gains </li></ul></ul><ul><ul><ul><li>Quick Hits / Points on the Board </li></ul></ul></ul><ul><ul><ul><li>Helping someone out of a jam </li></ul></ul></ul><ul><ul><ul><li>Helping with funding </li></ul></ul></ul><ul><ul><ul><li>Well executed projects with real benefit </li></ul></ul></ul><ul><ul><li>Political Capital Losses </li></ul></ul><ul><ul><ul><li>Poor Execution (Day to Day & Projects) </li></ul></ul></ul><ul><ul><ul><li>Not taking care of VIP’s and their Admins </li></ul></ul></ul><ul><ul><li>Political Capital Spending </li></ul></ul>
  12. 12. Communication Skills <ul><ul><li>Personal Communication </li></ul></ul><ul><ul><ul><li>Likes, dislikes, interests, goals, family, what’s important to them </li></ul></ul></ul><ul><ul><li>Professional Communication </li></ul></ul><ul><ul><ul><li>Building a connection of helping them be successful </li></ul></ul></ul><ul><ul><ul><li>Their goals and motivations </li></ul></ul></ul><ul><ul><li>Listening and Non-Verbal Skills </li></ul></ul><ul><ul><ul><li>We all claim we have them </li></ul></ul></ul><ul><ul><ul><li>Many lose focus on them when in stressful situations </li></ul></ul></ul><ul><ul><li>Communication Plan </li></ul></ul><ul><ul><ul><li>Objective </li></ul></ul></ul><ul><ul><ul><li>Tactics and Counter-tactics </li></ul></ul></ul><ul><ul><ul><li>Practice key messages </li></ul></ul></ul>
  13. 13. Strategic Value Selling Skills (Holden) <ul><ul><li>Stage IV Selling </li></ul></ul><ul><ul><ul><li>Your value is integrally tied to the business and it’s success </li></ul></ul></ul><ul><ul><ul><li>You have developed a degree of competitive immunity </li></ul></ul></ul><ul><ul><ul><li>You take ownership and proactively deal with challengers </li></ul></ul></ul><ul><ul><li>Achieve through … </li></ul></ul><ul><ul><ul><li>High strategic orientation with an aligned vision </li></ul></ul></ul><ul><ul><ul><li>Communication in business financial terms </li></ul></ul></ul><ul><ul><ul><li>Comfort in discussing power and politics </li></ul></ul></ul><ul><ul><ul><li>Making critical investments in selling IS </li></ul></ul></ul><ul><ul><ul><li>A moving IS Value elevator speech </li></ul></ul></ul><ul><ul><ul><li>Leveraging the toolkit </li></ul></ul></ul>
  14. 14. Organizational Design Skills <ul><ul><li>Structured Organization </li></ul></ul><ul><ul><ul><li>Aligned with business goals and objectives </li></ul></ul></ul><ul><ul><ul><li>Relationship model </li></ul></ul></ul><ul><ul><li>Unwritten Organization </li></ul></ul><ul><ul><ul><li>Political Map  Relationship Map </li></ul></ul></ul><ul><ul><ul><li>Overlapping layers of relationships </li></ul></ul></ul><ul><ul><ul><li>Align based on attributes and not hierarchy </li></ul></ul></ul><ul><ul><ul><li>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 </li></ul></ul></ul><ul><ul><ul><li>Matrixed and fluid </li></ul></ul></ul>
  15. 15. Utilizing the toolkit <ul><ul><li>This is a journey not an event </li></ul></ul><ul><ul><li>Complement yourself with talent where you don’t have the strengths </li></ul></ul><ul><ul><li>Be flexible </li></ul></ul><ul><ul><li>Have a well thought out approach </li></ul></ul><ul><ul><li>Ensure alignment within the IT organization </li></ul></ul>
  16. 16. Other Key Components <ul><ul><li>Establishing Credibility </li></ul></ul><ul><ul><li>Packaging and selling IT to the business </li></ul></ul><ul><ul><li>Benefitting from transparency </li></ul></ul><ul><ul><li>Creating a strong business value orientation </li></ul></ul>
  17. 17. Leveraging process design, delivery and metrics as a source of credibility <ul><ul><li>If you can’t keep the lights on, you don’t get the key to the executive suite (Credibility) </li></ul></ul><ul><ul><li>Requires objective mechanism to achieve </li></ul></ul><ul><ul><li>Requires objective business oriented measures </li></ul></ul><ul><ul><li>Requires total organization commitment </li></ul></ul><ul><ul><li>Must be able to translate why it is important to the business and why they should care </li></ul></ul>
  18. 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. 19. Packaging and selling IT to your business <ul><li>“ Business Development and Marketing” </li></ul><ul><li>Productize services </li></ul><ul><li>Gain business unit buy-in </li></ul><ul><li>Manage expectations </li></ul><ul><li>Communicate performance </li></ul><ul><li>Solicit continuous feedback </li></ul><ul><li>Constantly refresh and remind </li></ul><ul><li>Allocate costs out based upon consumption </li></ul><ul><li>Drive objective discussions </li></ul>
  20. 20. Benefiting from transparent IS – educating business partners to make good choices <ul><ul><li>Starts with strategic planning </li></ul></ul><ul><ul><li>Emphasize value and need to make choices (limited resources) </li></ul></ul><ul><ul><li>Make them smarter consumers </li></ul></ul><ul><ul><li>Takes strong confident people </li></ul></ul><ul><ul><li>Work priority sessions </li></ul></ul><ul><ul><li>Build into your processes (SDLC, PM, Portfolio Management) </li></ul></ul><ul><ul><li>Constantly educate and remind </li></ul></ul><ul><ul><li>Neutralize and win over the “naysayers” </li></ul></ul>
  21. 21. Value Orientation - Six Key Easy Steps <ul><ul><li>Establish an IS Mission and Vision </li></ul></ul><ul><ul><li>Establish a relationship driven organization model </li></ul></ul><ul><ul><li>Develop one strategic plan </li></ul></ul><ul><ul><li>Collaboratively set up annual IS goals and objectives </li></ul></ul><ul><ul><li>Establish core processes that drive: </li></ul></ul><ul><ul><ul><li>Sound governance </li></ul></ul></ul><ul><ul><ul><li>Debates around priorities and value </li></ul></ul></ul><ul><ul><ul><li>Strong customer ownership </li></ul></ul></ul><ul><ul><li>Actively measure and report </li></ul></ul>
  22. 22. Lastly … This just isn’t about you Vision Embraced by the organization Ownership From top to bottom Execution Relentless
  23. 23. Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door <ul><li>Vision </li></ul><ul><li>It’s about service and value – not technology </li></ul><ul><li>Paint the picture and get buy-in </li></ul><ul><li>Must get the organization comfortable with and embracing change and continuous improvement </li></ul><ul><li>Tie to their day to day jobs and how they affect </li></ul>Vision Embraced by the organization Ownership From top to bottom Execution Relentless 1
  24. 24. Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door <ul><li>Ownership </li></ul><ul><li>Create an army of emissaries </li></ul><ul><li>Active participation </li></ul><ul><li>Tie to compensation </li></ul><ul><li>Management must walk the walk </li></ul><ul><li>Team helps drive the direction </li></ul>2 Vision Embraced by the organization Ownership From top to bottom Execution Relentless
  25. 25. Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door <ul><li>Execution </li></ul><ul><li>Measure, reward and celebrate progress </li></ul><ul><li>Quickly deal with people who are not on board and not supporting the vision </li></ul><ul><li>Keep everyone up to date </li></ul><ul><li>Take the message to the team </li></ul><ul><li>Signal early and often where you are headed </li></ul>3 Vision Embraced by the organization Ownership From top to bottom Execution Relentless
  26. 26. Cultivating Effective C-Level Relationships <ul><ul><li>Price of Entry </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>How to Attack </li></ul></ul><ul><ul><li>Manage relationships </li></ul></ul><ul><ul><li>Drive business value </li></ul></ul><ul><ul><li>Demonstrate you run IT like a business </li></ul></ul><ul><ul><li>Sell and market IT </li></ul></ul><ul><ul><li>Requires </li></ul></ul><ul><ul><li>Holistic approach </li></ul></ul><ul><ul><li>Openness </li></ul></ul><ul><ul><li>Comfort and confidence </li></ul></ul><ul><ul><li>Frequent interaction and practice </li></ul></ul><ul><ul><li>Sales and marketing skills </li></ul></ul>
  27. 27. Expectations Revisited <ul><ul><li>Focus on how you can positively impact the business </li></ul></ul><ul><ul><li>Support me as a partner in my role </li></ul></ul><ul><ul><li>Put points on the board </li></ul></ul><ul><ul><li>Be relevant and current </li></ul></ul><ul><ul><li>Know and understand the business </li></ul></ul><ul><ul><li>Establish frequent and free flowing communications </li></ul></ul>
  28. 28. Advice Revisited <ul><ul><li>Develop a strong relationship early </li></ul></ul><ul><ul><li>Understand me and my challenges </li></ul></ul><ul><ul><li>Show me how you are supporting me </li></ul></ul><ul><ul><li>Be able to manage up, down and laterally (most fail laterally) </li></ul></ul><ul><ul><li>No surprises in cost or execution </li></ul></ul>
  29. 29. Questions?

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