Changing the IT Leader's Mindset

Changing the IT Leader's Mindset

A techical background is not enough if you want to be an IT Leader.

Incorporating the latest business thinking, Changing the IT Leader's Mindset explains how the IT Leader can strike this balance, evolve into the CTO – Chief Transformation Officer – and really contribute to the development and success of the enterprise.

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Expert advice on combining soft skills with hard techniques to fundamentally revolutionise relations with the Board.

There is often a large gap in the relationship between the CIO and the Board. There is a disparity between their priorities and modes of communication, with Board members often distrusting CIOs despite their technical excellence.

Are you a stereotypical IT Leader?

Although the typical aspects of the stereotypical IT Leader are extremely valuable, they are often regarded as incompatible, not only with the Board, but also with modern business strategy, which now tends to emerge through a process of ongoing dialogue in response to ill-defined, dynamic and often unpredictable market conditions.

Master soft skills

In order to break into the Board’s confidence and help to lead their organisation, CIOs must now become masters of the soft skills, and deal with imperfectly seizing the unknown, rather than working to perfect the known.

Strike a balance – bring innovation and success

Incorporating the latest business thinking, this book explains how the IT Leader can strike this balance, evolve into the CTO – Chief Transformation Officer – and really contribute to the development and success of business enterprises.

Read this book and learn how to:

  • Successfully balance Transactional and Transformational Leadership
    By becoming flexible in your approach to leadership, you will be able to simultaneously deliver business as usual, whilst enabling change and innovation.
  • Understand the IT Leader stereotype and how to alter its perception
    People have developed through evolution to automatically stereotype, and, as part of the IT professional crowd, there is a certain stigma attached to your perception which can often make you seen to be an outsider. This book will show you not only how to understand others’ perceptions, but also how to work with them to become a trusted and leading member of your organisation.
  • Utilise tools like action learning and co-creation
    In a leading role, you will have to deal with a multiplicity of situations and varying reactions from the individuals of your team. To help understand them and align their ability to assess, the book will show you how to use key tools such as action learning and co-creation to inspire innovation and increase your future prospects.

By employing key steps and reflective points, this book provides useful tools and sound advice to help you get to grips with balancing soft skills with hard techniques, letting you break out of the IT stereotype and bring innovation into the inner sanctum of your organisation.

It does not try to paint the necessary personal transition as a simplistic process or procedure, but focuses on an understanding of human nature and evolutionary psychology.

With these key insights into the corporate environment (and more), you will be able to transform your outlook. By showing you how to build on your foundations and be flexible in your approach, this book will help you open all business-doors to success and become an engine for innovation in your organisation.

Buy this book to revolutionise your leadership methods and become a lightning conductor for change!

About the authors

Dr Robina Chatham has 14 years’ experience in IT culminating with the position of CIO for a leading Merchant Bank. She is a Visiting Fellow at Cranfield School of Management and also runs her own training consultancy specialising in helping senior IT managers to increase their personal impact at board level. Last year she was voted a medalist for the BCS IT industry award ‘IT Consultant of the Year’.

Dr Brian Sutton has over 30 years’ experience of running engineering and IS projects having managed major initiatives and projects varying in size from hundreds of thousands of pounds to tens of millions of pounds. He was formerly a Professor of Systems Management in the Information Resources Management College of the National Defense University in Washington DC and is currently a visiting professor with the Institute for Work Based Learning at Middlesex University.

Publisher: IT Governance Publishing
ISBN: 9781849280655
Pages: 178
Format: Softcover
Published date: 12 August 2010
Availability: In Stock

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1. Angelica on 01.02.2012, said:

Have you ever worked on a project where you were asked to help to drive a team or an organization from one reality to a new reality? This might be the implementation of a new IT system. It may be asking IT to work in a new way by adopting IT Service Management. In other cases, IT is changing the interaction with the business. Frequently the business is requiring a new reality from IT. Reading Changing the IT Leader’s Mindset provides the opportunity for the reader to explore IT transformation. The book is divided into two parts. The first part outlines how organizations are changing. The authors also explore the characteristics of transformational leadership vs. transactional leadership. The premise is that while transactional leaders are effective at sustaining, they are often not able to effectively lead change in an organization. Conversely, transformational leaders have the skills to help to drive sustaining change through the organization and through IT. In the second part of the book, Chatham and Sutton focus on how our IT leaders can be more effective communicators and leaders of change. This includes concepts of changing the way that we think and talk about work and changing our conversations to be more future-focused. I found particular value in the section on how communication styles vary by individual and changing the way that we communicate can improve the outcomes of our discussions. This is one of the best ITG Books that I have read. While reading the book, I considered situations that I have faced from new perspectives. I asked myself critical questions regarding my leadership style. Best of all, I shared bits and pieces with my team leading to not only my personal growth, but the growth of my team.
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