From Programmer to CIO in 10 Years!

IT Culture - Time For Action

2009-09-11T23:00:00.004-05:00

Sorry I haven't posted in such a long time. We're going into a busy time of year. Budgets, PCI Audit, strategic projects to get in before the holidays... Definitely the perfect storm right now. And all the while, I'm working on a couple of plans to continue to shape the culture of our IT organization.

Step 1 - Making a Plan
Over this past month, I've held a contest to name our new employee-of-the-month-type award. We haven't had this before. We meet as a group each month and introduce new employees, present awards of recognition from peers, and talk about current events and goals in the company. They've become a bit routine and uninspiring. Sure, it's great that we're taking the time to do it and to give recognition to others. But we need to give it a purpose that's bigger than that. It should be a time when the entire team can envision the future together. So I have a plan to help make better use of these monthly meeting. A plan that I hope will make them more inspiring, exciting, and satisfying to attend, while also creating an atmosphere for our team culture to build confidence.

So we've come up with the name for our employee-of-the-month-type award (vote by the team on suggestions from the team). We've reviewed the nominees from the team to receive the award and have chosen the awardee. As I thought through who should be selected, I realized there were specific attributes we were looking for. This individual should always reflect the values, commitment, and approach you hope to see in all of your staff. He or she will become your measuring stick. Others will measure their own performance in comparison to this person. If he or she is one person in front of you but someone completely different in front of peers, that's what you will be asking everyone else to emulate. But if your selection reflects the values that best serve your company, those that follow his example not only help themselves, they help each other by building a stronger company.

Step 2 - Laying the Groundwork
Immediately following the recognition of our awardee, I will talk to the team about what the award represents... for each of us individually, but more importantly, for our entire company. This first IT meeting will be my opportunity to take the group through my plan to form a culture of continuous improvement, mutual respect and trust, and a commitment to knowing our company's business. The first part of my talk is all about change, where we've been, where we are, and why, as difficult as it is, we've been so successful at it. We are already on our way. I just don't think the team knows how to talk about it.

Step 3 - Creating a Language
During my presentation, I will layout how we'll approach aligning our entire team on clear, attainable (though challenging) goals over the next 5 years. These goals aren't about projects we'll implement, although projects will be done in the course of pursuing the goals. Instead, these goals are about how we will achieve the vision that we create for ourselves. We will be aligned with both the company-wide mission and the IT mission that supports that. They will be inspired by a mantra that embodies their passion and dedication to our vision. And finally, they will have a clear strategic plan with which to make decisions on tactical approaches required to achieve this vision. I hope they learn to challenge each other respectfully and with the right perspective in mind. Discussions about right and wrong approaches will be guided by the more noble goals of the company instead of personal interests.

As long as they're willing to take a chance on these changes, they will quickly come to appreciate the benefits. Ultimately, desire for work that makes us feel fulfilled is inherent to all of us. We are most happy when our work can be seen contributing to some greater good. Personal accomplishment becomes less fulfilling over time when it's not clear how it really helped others. Sure, financial security, awards, promotions are all nice and sometimes necessary. But they are always the side effect of what you do. Things go bad when work is done only to achieve the side effects. What we should really be focuse on is fighting the good fight for the benefit of all. The side effects will come. And they will be inconsequential to the heartfelt satisfaction and pride felt for a job well done.

Historic football coach and leader, Vince Lombardi said it best... "I firmly believe that any man's finest hour, his greatest fulfillment of all he holds dear, is the moment when he has worked his heart out in a good cause and lies exhausted on the field of battle - victorious."
~Vincent T. Lombardi

Why Don't People Meet Your Expectations?

2009-08-18T18:26:00.010-05:00

Over the years, I've learned many truths... or at least what I perceive to be truths today. These insights have come from mentors, managers, family, friends, and peers. Whether it was in my interraction with them or through direct coaching, it was something that just seemed to stick with me as something to watch. Once you begin collecting them, you seem to be drawn to seek them out.

A favorite... From old England to JFK and Wall Street to Christian sermons, "A rising tide lifts all ships." is a phrase that has inspired millions of people all over the world. I didn't know that until just now. Seriously, just looked it up. Ten minutes ago it was a phrase told to me by an early manager at Wal-Mart. I think it was a lesson I understood before Wal-Mart when I served in the Army. In the military, you learn quickly that it's never really about your personal accomplishment, but is certainly about your personal contribution. Now for someone that's never been in an atmosphere like that, you may not understand that it takes something pretty powerful to keep you motivated. For the military, you're most often inspired by the fact that you are serving your country. That is a pretty powerful motivation. Your mission is to contribute to the rising of the tide... not to push yourself to the peak of a ripple in the vast sea. Whenever I find myself too focused on my own accomplishments and aspirations, this phrase always aligns my values.

Incapable or Unwilling?

But today's post is about a much more recent insight. One I've learned to trust since joining my present company in 2005. It's more of a statement than a phrase. Actually, it's best described through conversation. But I'll do my best to express the value through this post.

What I've found is that there are typically only one of two reasons why someone doesn't meet your expectations. Either they are incapable or they are unwilling. If you're their manager, you prepare the incapable. If your their leader, you influence the unwilling. See the unwilling aren't always beyond encouragement. Sometimes, they just need to be motivated. Some are motivated by empowerment. Others by accountability. Still others by their sheer strive for excellence. If someone doesn't meet your expectations, it's usually because you haven't been completely clear in what you expect. If you have been completely clear, then that person may simply not have the perspective you have to be motivated.

So how do you show them your perspective so they understand and can relate to your expectations? Have you ever heard that the best leaders are usually the best story tellers? Do you know why that is? It's because they don't just state or explain with analytical precision exactly what is to be done. They tell stories of the grandure and glory that can be accomplished by seeking a clear objective and they guide their followers to define that objective. Many of the people in the IT profession are very intelligent and creative people. If given the opportunity to explore it with the right amount of support and guidance, they can accomplish amazing things. Unfortunately, many times this opportunity is lost on unclear goals and fuzzy purpose. As a leader, this is the constant battle you must fight.

Of course, there are those that are simply unwilling no matter what you do to inspire them. Unfortunately, these folks simply won't alway fit within the IT culture your team is working to create. I don't begrudge anyone their job. But some teams simply decide they want to be great. If someone is ok with being ok, they simply may not make the cut. Tough, but fair I'm afraid.

What To Do?

The next time someone you work with simply isn't meeting the expectations of what the IT culture demands, give time to consider that person's capability and help any way you can to prepare and clarify expectations with them (peers can do this too). If motivation is a problem, talk to the person and try to understand what excites them. If there's a way to associate this excitement with the expectations at hand, I think you'll see some amazing results. I know I have.

If the person simply isn't willing to be part of the culture, it's time for them to leave the organization. Not because you have to be strict and set an example for others. You do it because you care about all of those people in your organization that are striving to be the very best they can be. Leaving this person in place can quickly poison the motivation of those around them. It's true that one bad apple has the potential to ruin the entire barrel.

I know it sounds harsh, but the leaders who are committed to rising the tide are often very successful at guiding people away from this undesirable path.

We all want to be successful. We just need to know what it is that we're being successful at. If you can figure that out, they'll soon be exceeding even your expectations.

Changing IT Culture

2009-08-17T19:01:00.005-05:00

Approximately 6 weeks ago, my VP counterpart left the company... that's right, he quit. He did this on the first day of our boss' (the COO) vacation. He also had the nerve to offer to help the company as a consultant in a transition for a large amount of money. To say the least, the COO and CEO were neither too happy about it. They decided to have him leave immediately rather than serve out the two week's notice. Fair enough I think. He was unfortunately one of the last victims of a poisonous work culture.

Relationships
Now this VP, we'll call him John, had some challenges at work. He lacked in essential leadership areas like delegation, accountability, and decision-making. He and the COO just didn't seem to have a good working relationship. Without that, no one can succeed. Something had to give.

If there's anything you should take away from my posts it is that relationships are key to growth. They, alone, can determine the success or failure of your career. Now I don't mean kissing up to the boss or putting on some fake smile and greeting everyone at the office. What I mean is a working relationship. You have to know your audience. Who are you talking to? How do they learn without feeling belittled? How do you show the right amount of compassion balanced with an appropriate air of confidence? These are questions I constantly consider when having conversations with co-workers... especially the boss. It's up to you to change the way you communicate to be most effective with your audience, not the other way around. As you do this, your audience will come to adapt how they communicate with you. And thus, a healthy, respectable working relationship will be made.

What Is IT Culture?
Culture is a word that is thrown around to mean many things. I like to think of it as a working atmosphere that, through honest healthy relationships and respect for the individual contributors, fosters unimaginable ingenuity and satisfaction. The question is, how do you create that? What I've come to learn is, you don't. It is created through the smallest of acts. Treating each other with respect and a commitment to partnership. Accepting a differing opinion when the consequences are small. Supporting the people in their quest to maintain a healthy work/life balance. And just as importantly, setting clear, attainable, but challenging expectations and goals to be achieved. At the end of the day, we are a work force. We will accomplish the mission. But there is nothing more frustrating or distracting to a team than an unclear target when so much momentum is ready to fire.

My Challenge
And so here I sit... typing this blog. Mulling over all of the teachings I've received from mentors over the years. Reaching for that golden arrow... that silver bullet that will put everything right in my IT organization. It is mine now I suppose. Has been for about six weeks. Or rather, it's my responsibility, and I have authority to enforce my will if I so desire. Right... we all know how something like that would go. I would be next in line out the door. And, sorry, but that just ain't me.

No. There's not a silver bullet. As the saying goes "It's not a sprint, it's a marathon." But I am definitely in it for the long haul. I know I can do this. I know it will be hard. But when it's all over (of course it never really is, is it?), our organization will be stronger and more satisfied with the work they've accomplished in their professions.

Technology doesn't solve problems. People do.

2009-08-14T23:29:00.003-05:00

One of the biggest misconceptions in the world of Information Technology is that the mere use of technology solves a problem or somehow adds value to a company. This can be a dangerous notion. Although my career is still considered a relatively short one at 10 years, I don't believe I will see the day when technology is solving real business problems on its own.

Of course technology will continue to advance and enable people to do more to solve these problems. Unfortunately, in today's environment, there are still too many technologists (programmers, engineers, IT management, etc.) that think just the idea of creating a new system immediately justifies the use (and cost) of technology. The truth is, applied without the proper understanding of the problem that needs fixing, technology can actually work against a company.

Here's an example:

Let's say Joe from the Product Creation department is responsible for recording the name and description of the product he is developing. Right now, he's typing each product's information into an Excel spreadsheet that will later be passed on to others in the company to use when selling these products. Now let's say Eric, who is the Manager of the Product Systems Development team (the technologists who build systems for this business area), is out having lunch with Joe and he mentions to Eric how cumbersome his process is. Eric, being the service-oriented IT guy that he is, offers to have his development team build a system to make Joe's process easier. After a few more conversations about what Joe would like to see in this new system, Eric instructs his lead programmer to look over the idea and provide an estimate on how much work it will take to develop. After giving his estimate, this lead then proceeds to tell the other developers (another name for programmers) about the business request and gives technical designs to them to follow. Samantha is one of those programmers. She's never had the chance to even talk to Joe. She doesn't really understand why he wants a screen to enter a product name and description into. But she has technical specs in her hand that lay out exactly what she is to build. Blue collar work for a white collar profession.

Now let's fast forward to the launch of Joe's newly built product data entry application. It's a big hit! It does exactly what was asked for... less a few minor glitches. "But wait...", says Joe. "If it can just import the spreadsheet I'm already filling out, it would actually be much faster." Huh? What just happened? Samantha, in her first meeting with Joe, looked dumbfounded. Her eyes glazed over as she listened, for the first time, to Joe explain how he gathers his information for his Excel spreadsheet. He's not at his desk. He's out in the warehouse where all of the information is captured during the product design phase. It's a creative process that he is a part of. He helps create the information on the fly and enters it into the spreadsheet as he goes. Oh... and one other thing. There's no network connectivity in the warehouse. He saves the spreadsheet on his laptop to email later. That means he can't use a website applications in the warehouse. Oops! Wasn't the system we just built a web application? I guess that's trash. Oh well, he didn't really need it anyway. He just needed a quicker way to get the product information he was collecting to the different Sales departments that didn't involve emailing each one seperately. Hmmm... Guess just a way to upload the spreadsheet would've been easier. Well, lesson learned. What's this, Kim from Accounting needs an application to make her process easier. Conversation. Technical specs. Fire! Aim! The circle repeats.

Know Your Business

So think about that... their company just invested a bunch of time and, ultimately, money into building something that will now essentially go to the scrap pile. It's not really anyone's fault. It's just the way things usually turn out when business folks are focusing on the business and IT folks are focusing on the technology, but no one is focusing on how the two should work together.

A well-respected mentor of mine once told me that you have to know your business in order to grow your business. I know. On the surface, it doesn't sound all that inspirational. But underlyinig this simple phrase is a notion that can be applied to every problem you face in IT or any profession. You have to truly understand the problem before you can fix it.

In corporate America IT, that means you need to know your business. Whatever your business is. If you are on a team developing the company's e-commerce website, seek to understand the steps your business counterparts go through to keep up that website and the products on it. Seek out knowledge about the industry your company is competing in. Learn about the systems that your competitors are building. Are yours up to snuff? The more you understand about what drives your company and how your contribution as an IT professional supports that drive, the more successful you and your entire company will be.

Mind Your Business

Once an IT organization has embraced the need to build knowledge about their business, the benefits are almost immediate. Technologists throughout IT will become engaged in the success of the company. They will offer up ideas unheard before their newly acquired business knowledge. Some of these ideas will turn out to be huge successes for the company... possibly even move it ahead of its competitors.

You see, IT technologists are not just hard labor... even if they sometimes feel they are. As the Information Technology industry matures, companies are finding more and more executive potential growing out of their IT organizations than ever before. These IT-converted-to-business executives knew it was their knowledge of the company's business that got them there. Business owners and technologists alike should build this culture in their company in order to see true return on IT investment.

Where IT All Begins

2009-08-14T22:56:00.001-05:00

This is new to me. You know, this seriously blogging business. It's not that I don't have plenty to say. Ask anyone that knows me, I always have something to say. One of my flaws. I tend to think of it as "diarrhea of the mouth". Yes. I know. Not a pretty picture.

Still, I keep telling myself I want to try blogging. Letting all the thoughts just flow out and see where they land. I've had a pretty good life. Not necessarily an easy one. As a child of divorce, I grew up jumping from my dad's blue collar working home to my mom's military and civil service working home. Lot's of brothers and sisters. And plenty of the wrong influences at the very early age of nine. But I grew up, straightened out, and have stories to share with my kids and some with you... but that's for another time.

This blog is meant to be about the trials and triumphs of my career so far. My audience? Well, it could be you. It could be your son or daughter or a friend or a stranger. What I do know is that I wish someone would have told me what a career in Information Technology (IT) could be like when I was thinking about or going to college... especially as a non-traditional student at the age of 25. I don't know that I would have changed anything, but I think it's the kind of story our kids should hear when evaluating what they want to do with their life. I'm certainly not saying IT is the career path for everyone. I'll just offer up my experience and would love to hear from others.

When IT All Started

I served in the US Army from 1991 to 1996. Met and married my wife during that time and also started my young family with the birth of my little girl. By the end of my term of service, I was met with the decision to either reenlist or separate from military service. After much debate, but driven by a desire to achieve more than I could in the military without a commission, I decided to separate and pursue my college degree.

My decision to pursue a degree that was related to computers is actually a story of its own. I'll just give the short version here. Two days after my daughter was born in 1994, we won a brand new car... tax free! We actually sold the car and, impulsive as we were, we went on a shopping spree and bought our first computer. This was my first computer ever, so I had quite a learning curve ahead of me. But I was excited! And so began my love affair with the creativity and human connection that could be achieved with technology.

Upon arriving at Cameron University as a non-traditional student (which is actually pretty common at that school), I decided to pursue a bachelors degree in Computer Information Systems (CIS). For the next 3 1/2 years, I committed to learn all that I could possibly learn about computers. Although I didn't enjoy the "coding" (the writing of the software that runs on computers) so much, I did enjoy the challenge. Faced with a problem, you basically learn how human logic can be translated into a language that a machine can understand and perform.
In the summer before my last year of school, I was selected as an Intern Programmer for Wal-Mart Stores, Inc., and traveled to Bentonville, Arkansas to get my first look at corporate America (big corporate America). It was thrilling to see how things operated there. With over 3,000 folks working in their Information Systems Division, it was quite an impressive orchestration to witness. More about that in a later blog post.

Moving to Wal-Mart Country

After my last year of school and performing well during the internship, Wal-Mart decided to make me an offer and move us to Bentonville to start work. It was crazy. It was exciting. And most importantly, it was where our little boy was born and we lived among truly wonderful neighbors that became close friends. For the next six years, I embraced the Sam Walton culture at Wal-Mart and came to find my most prized professional value... Know Your Business (more later). I was promoted each year for the next 3 years from Programmer to Senior Programmer/Analyst and soon found out that there was a perceived "fast track to management" list that I was on. At 3 1/2 years, I received my promotion to Manager and was given my first team. The next year, I was promoted to the next level of mid-management and began becoming exposed to the internal politics that always occurs at some level in corporate management. Sometimes it's healthy. Sometimes, not so much. As inspired as I was by the cultural teachings left by the founder, Sam Walton and his predecessor, David Glass, I was pretty disappointed by some of the conversations and decisions that went on behind closed doors. While my first stint as a manager was served under my manager and forever-appreciated mentor, my promotion to Strategic Applications Manager and responsibility of the Samsclub.com development team was served under management that I simply could not align my values of personal / work life balance for my folks with. The demands were too high and not based on reality. I soon came to realize that my time at Wal-Mart was done. Some can thrive there, but I found that it became too demanding on me to compromise my values and desire to make decisions. We left Wal-Mart and decided to move back home to Oklahoma and found the quaint town of Piedmont very inviting.

Winds of Progress

Recognizing that I could put my talents to more effective use than I could at Wal-Mart, I put the feelers out to find a new job. I was fortunate enough to be found by the HR department of the company I work for now (side note: sorry, I'm going to have to come up with a name here. Since I still work for my company and it is a private company, it's probably best that way. We'll call it Becio). The position I was offered was to be Director of Web Development and report to the CIO. After a few interviews and an on site visit that impressed, I was presented with an offer I couldn't refuse (that's actually how she said it... "offer you can't refuse"... ha ah... godmother). That was late 2005. Since that time, we've had a lot of organizational changes as we mature into a more and more successful company. We even produced and placed our first Super Bowl commercial last year. It's been exciting and, at times, very tough over these past, nearly, 4 years now with Becio. Recently, I was promoted to Vice President of Information Technology for Becio. This comes with a commitment to receive continued grooming for the Chief Information Officer (CIO) position... not necessarily a change in responsibilities since I already run all of IT. Still, quite an achievement in 10 years. I certainly don't want to give the impression that this was all a result of my raw talent. Far from it. It was the people I worked with and learned from. Where I may have talent is in recognizing where others seem to excel and hope to set the pace and path for them to perform at their peak capacity... while also challenging them to take the opportunity to stretch out of their comfort zone and find ways to grow and expand their minds.

The Way It Should Be

I truly enjoy te people I work with and for now. It is a far cry from the environment I lived at Wal-Mart. We are a learning and growing team experiencing business success and challenged with the demands of becoming a great company. We seek to respect the people that work hard and seek ways to help them balance their time at work and home. It is a compassionate company so long as the people are compassionate. Yes. There are times when we have to work late hours or weekends to ensure the business accomplishes a significant business goal or to resolve a system issue that could be impacting our sales. But all in all, we do our best to get the work done during the day and compartmentalize that part of our lives to focus on home and pick up in the morning (unless something goes wrong that is). Could it be an even easier life? Sure. Show me anyone that is completely satisfied with their life. Life is about making decisions, overcoming difficulties, experiencing happiness, and appreciating the adventure of how fleeting it all is. I'm happy where I am... for now.

More To Come

So that's the broad stroke story of my past 10 years. Like I said, I can go on and on, but I thought it best to make separate posts so as not to ramble on too much. I'm happy to target posts to any topics you readers would like to suggest. Anything from "How did you know you wanted to be a manager of people?" to "How do I avoid being laid off during a recession?". Hope you'll stay tuned. :)

Sincerely,
Mike