The document discusses how information specialists can re-engage with decision makers. It recommends becoming a hybrid professional with both business and technical skills. It suggests demonstrating leadership qualities like vision, courage, empathy and political awareness. The document also analyzes how information specialists are perceived and provides tips to be seen as strategic partners that drive business value.

1. Leadership and Information Management 4 of 5 How do we re-engage ? Tony Rucinski University of Wales, Newport Course / Twitter hashtag: #UWNLIM

2. How do we re-engage with the decision makers?

3. On becoming a hybrid A business person who is also an information specialist A knowledgeable person who is also a visionary Someone who is practical and also an innovator Someone who possess both drive and fierce resolve but also compassion Be courageous and challenging but also empathetic and sensitive towards others

4. On becoming a hybrid continued ... Become a ‘can do’ person: Learn the ‘art of the possible’ The 80% rule Don’t patronise Be prepared to take risks: “ You will never achieve anything great unless you are willing to be wrong” Go out on a limb for what you believe in Trust your ‘gut’ and your heart Political Genius of Abraham Lincoln - Doris Kearns Goodwin

5. More on becoming a hybrid ... Become a business person: Learn general management “stuff” Talk business language not technical jargon Focus on driving revenues up rather that cost cutting Network, network, network Have a vision - without which “the people perish” Find out what is going on in the outside world Demonstrate original thinking Inject ‘nuggets’ of wisdom

6. Are you in the room? Facts: There is always an inner circle – this is where the heart of corporate power lies. These go on right through most organisations. Typically it will be the “CEO”, the finance director and at least one of the non-executive directors – Information Officer post not normally part of it Decisions are often made by the “inner circle” prior to any board meeting – a good lesson for committees by the way! If one of its members comes along to “bounce a few ideas off you before the board meeting”, then you know...

7. adapting to your environment ... Who moved my ... ice ?

8. More things you can do - within the next 1 minute Behave like “that person” from now on Be a “leader” rather than just a deliverer Have an opinion on / a contribution to make in relation to every item on the “agenda” Behave and look like your colleagues in other areas of the business who have influence Build win-win relationships (Dale Carnegie)

9. And things you might want to stop doing - NOW Talking jargon – only “real” words please Stock answers Lack of self awareness – weaknesses question Not doing your homework Stereo-typical image / dress / demeanour Denial of the existence of “politics” Blaming the business – “educating the punters” phrase NEVER criticise, condemn or complain - try it! And what about those limiting beliefs - are you a closet fan of self hypnosis? Thoughts and compound interest ...

10. All you need to be heard - how easy is that?! Personal credibility Prepared to challenge and to take risks Politically astute Innovative and visioning capability Confidence to trust “gut” and “heart” Strategic thinking Seek out and share new knowledge and understanding Cross cultural and cross industry experience Exceptional people skills Ability to communicate effectively & actively listen Leadership, motivational & team building skills Passion and empathy towards others Inspirational and influential Engaging and interesting with a sense of humour Business credibility Knowledge of business and industry Commercial and financial acuity Understanding of social, political and economical trends Business transformation & strategic change management expertise Customer centric Technical credibility Technical proficiency Expertise in due diligence and governance issues Awareness of new technologies and how they will shape business and society

11. So, now look in the mirror Are you seen as: A leader or a follower? Strategic or tactical? Business-centric or technology-led? Commercially astute or naïve? Politically aware or unaware? Leader of a value-adding function or presiding over a cost centre? Making things better or letting them deteriorate? (ie part of the problem or part of the solution) Integrating with the business or isolated from it? Good or poor communicator? Fun and interested to be with or dull and boring (this is LEARNED behaviour)? Liked or disliked? “ One of us” or “one of them”?

12. Hunters of heads say ... Attributes and abilities – 50% Innovation – original “out of the box” ideas Strategic thinking – a plan to achieve long term change Bold decisions – based on intuition and feeling; willingness to take a risk Change agent – steering the company forward and invoking cultural change Potential to be a World class leader and team builder Customer centric Exceptional influencing skills Ability to manage investments and retain financial control Expertise in due diligence and governance issues Cross cultural and cross industry experience You will need good examples of all of the above apply the “so what” test How you come across – 50% The ability to convey complex concepts simply and without patronising To be able to express yourself powerfully And to be engaging i.e. interesting and “passionate” with a sense of humour

13. Three kinds of people ... Is it time to reinvent yourself? Three things to: Start doing – INVENT Continue doing – KEEP Stop doing - BIN Go and watch some TED.com