Letter to an aspiring IT Leader – Part 2
| August 12, 2009 |
3 comments
In the previous post, I told the story of a young IT manager seeking the secrets of a successful IT Leader. His to-the-point question "What does it take …?" has given rise to my pondering about the common association of success with titles and positions in the organization. In this Part 2, I will share with you my answers to his question and invite you to comment on them. Here is the text: "Having said that, here are my views … On becoming a VP at MyCompany: - There are a lot of factors involved. You need experiences and a proven track record of successful mandates. You need to demonstrate Leadership skills. You need to understand and personify MyCompany core values such as Entrepreneurship, Quality or Integrity. You also need deep understanding of MyCompany business (its drivers, strategies, priorities …). Last but not least, you need a good dose of luck to be in the right place at the right time, to seize the opportunity when it appears. - A VP at MyCompany is a person practicing mostly Team Leadership, not the one who cultivates an individualistic, cult-like image. He/she must constantly work with others: clients, members, colleagues, staff … to obtain desired results. Interpersonal skills is a Must. - Promotion at MyCompany is not associated with Seniority or Length of service. It is based more on Perceived Merits (with all the shortcomings of a Perception). That means your exploits must be visible to many so that when the time comes to pick a leader for a difficult job, your name is called. Matching your success of delivery to expectation, repeatedly, is a sure way to move ahead. On NOT becoming a VP at MyCompany: - Not everyone capable of managing a VP-level business unit would become one. You shouldn’t be discouraged if it doesn’t happen or happen not soon enough. If you act as a true leader, you will realize that title is incidental to your true calling. For more explanation on true leader, read about Level-5 Leader from Jim Collins and his Good to Great book. [to be continued]" In this part of the answer, I have introduced to Dan several concepts new to him. One was the concept of Team Leadership. The other was the notion of Perceived Merits. Were they appropriate concepts to introduce to a young manager? What else would you say to Dan if you were in my place? Related Posts:
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Letter to an aspiring IT Leader | Letter to an aspiring IT Leader – Part 3 |  |
Comments
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Sudeep
says:
Hey ,
This quote below is so true …..”A VP at MyCompany is a person practicing mostly Team Leadership, not the one who cultivates an individualistic, cult-like image.”
Unluckily lot of new young mangers are more into cult development program or the “Me ” ego …
Though I am in that same age group , I completely agree the young manager should be using the word “WE” more than the word “I” what do you think ?
Regards
Sudeep -
Sam O'Daniel
says:
In thinking about this entry and Sudeep’s comment, I find it interesting that, as you point out, he’s interested in a title, and not how to be a good leader. He might think he’s asking that question, but it’s good to point out that they are not necessarily the same thing.
The request for patience is good, as well.
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