boss

Don't tell your boss

Judi Hasson — Sat, 21 Jun 2008 13:42:17 -0400

If you want your career to prosper, it might be a good idea to know what information should be shared with your CIO, and what not to say to the boss. Computerworld asked 100 IT Leaders to talk about the kinds of messages they never want to hear from their staffers. For one, the IT leaders said they never wanted to hear their employees say they know nothing about the business. They also said they would not take kindly to a staffer saying there is only one solution to a problem. And finally, they said they don't like to hear one colleague blame another for problems or missed deadlines when teamwork, not finger pointing, is the goal.

For more on what the boss wants:
- check out this Computerworld.com article

Not my problem anymore

Thu, 08 May 2008 06:59:59 -0400

You have moved on, left your old job and are firmly ensconced with a new employer when a former colleague or boss calls with a software problem or a glitch involving code you had written and needs your expertise. Should you help? How far should you go in backing up your old team? The answers to these questions may depend on your personal relationships, the reasons for leaving in the first place, and how much help and time is being requested. There may be feelings of loyalty and friendship and of professional pride involved, especially if the problem is something you were involved with and can fix. But there are limits and boundaries, and many other considerations.

For more on how to handle this dilemma:
- See this CIO Magazine article

You can be an IT rock star

Mon, 05 May 2008 06:59:56 -0400

Getting ahead in the IT world is not always easy. Like any work environment, there are internal politics, changing conditions and sometimes few opportunities for advancement. CIOs and IT recruiters say that the basic requirements include technical proficiency, energy, enthusiasm and passion. But there is more to becoming an IT standout. CIO Magazine offers some common sense tips: Be good to your end users, don't make them feel stupid; become business-savvy by understanding how IT fits the end users' work processes; know what the top management values are and what to prioritize; and build trust with your boss by sharing both good news and bad.

For more on succeeding at the workplace:
- Check out this CIO Magazine article

How to avoid career suicide

Mon, 28 Apr 2008 06:59:56 -0400

Computerworld has some career advice that applies to IT professionals as well as anyone else trying to avoid getting in trouble with the boss when making use of the office computer. To stay out of the doghouse and protect yourself, don't send inappropriate emails that might contain off-color jokes or hasty, insulting replies and don't even think of sending emails putting down co-workers. Be careful not to contradict your CIO in public, approaching him privately and quietly if you think he has made a mistake. And for goodness sake, don't commit social blunders at a company event, being sure not to drink too much or say something that will come back to bite you later. And if the job in your IT department becomes too much to take and you decide to jump ship, don't burn bridges.

For more details on office etiquette and common sense behavior:
- See this ComputerWeek article

Security clearance gets you a bigger paycheck

Thu, 17 Apr 2008 06:59:58 -0400

A security clearance for your IT job has many benefits. The biggest one is pay. If you have a government-issued clearance, you are likely to earn nearly $20,000 more a year, according to a recent survey by ClearanceJobs.com, a company that matches job applicants with security clearances to federal jobs needing workers who hold clearances. Even if your job doesn't require a security clearance, it is always a good thing to have even though you have to constantly keep it updated and valid. So the next time you are thinking about your paycheck, think a little bit more about a security clearance. You may not be able to get one if you don't work for the federal government, but if you have one in your back pocket, don't forget to let your boss know about it.

For more on the benefits of a security clearance:
- Check out this CSO article

For more stories from the FierceCIO network:
> U.S. to notify H-1B lottery winners. Article
> Dell refreshes Vostro laptops. Article
> Windows XP SP3: April 29th? Article

A CIO must learn to negotiate

Mon, 25 Feb 2008 06:59:56 -0500

Every CIO must know how to negotiate. It may be with your boss or your staff or an outside vendor. But if you don't know this essential skill, someone will take you for a ride. There's no one book that teaches you how to be successful at this essential task. There aren't any courses either. Some of it is a result of life learning or good instincts. But there are some good pointers for CIOs to follow that were outlined in a recent CNET blog:

Study precedent and learn what has worked before. It is likely to work again.
State your case well and make a good argument for why you need what you are asking for.
Don't negotiate with yourself. This means don't give your bosses reasons to turn you down.
Take emotion out of the argument. Never negotiate in an emotional or agitated state.
Be honest and respectful. That means respect the opposing party, and don't get into a fight.

These pointers can work for any kind of negotiation. But just like everything a CIO does today, the best solutions often come with experience. Be ready for disappointment. And be delighted when you win.

For more on the art of negotiation;
- See this CNET article

Forrester: 20 ways to make IT work

Mon, 12 Nov 2007 06:59:56 -0500

Sometimes the CIO has to convince the boss that he's on the right path. To help him do that, Forester Research put together a list of best practices that can offer some help in making IT work well. That includes developing new metrics, rescuing outdated processes and making sure your company's business side knows that IT is pulling its weight. All this may help CIOs and their IT managers show superiors their value. Sometimes the business side has to become invested in the IT struggle, and it's the CIO's job to make sure business colleagues are up to speed.

The Forrester list includes plenty of easy solutions, along with some complicated ones. Nothing is every easy in this arena, as most CIOs know. It is important to break down legacy habits and get everyone on board to get IT right. Some days, it seems like a snail crawling, and other days, there are plenty of triumphs. A CIO must know how to roll with the punches.

"There's a ton of these things out there," said Forrester research analyst Phil Murphy. "At least take an inventory of what you're doing and what you're not doing and be aware there are this many things and rate yourself on what you're doing and what you're not doing because changing that could help you."

Forrester's ideas include: Using IT systems performance management audits and software to increase application throughput and managing costs and implementing data center automation to reduce operating costs.

For more ideas to make IT work:
- check out this CIOUpdate article

Who will manage the vendors?

Thu, 01 Nov 2007 07:59:56 -0400

You don't really want to tell your boss that you need another hand on deck just to keep track of tech vendors coming in through the door. But you might be overwhelmed with vendor pitches, and you might not have the time to evaluate them. So what's a harried CIO who needs help to keep track of everything to do? One way is to create a virtual vendor management system that could keep track of your contacts with vendors and what they have to offer. Jeff Dixon, who is now the director of enterprise software and outside services for IT vendor management services, brought the idea to his new job. It allows the CIO to be the decision maker without having to run the process. "We take care of the trees and let the CIO focus on the forest," Dixon says. The idea has been a "win-win" situation for companies that have tested the waters. Dixon has seen a tenfold return in the staffing investments of a vendor management entity. And that includes better deals with consolidated purchasing and avoiding the costs of piecemeal work or short-term deals, he says.

For more on CIOs and vendors:
- read this CIO Magazine article

Climbing up the CIO food chain

Thu, 03 May 2007 20:01:39 -0400

If you're a midmarket CIO who feels ready to move to a larger company, prepare to be questioned about your ability to scale. Focus on points of relevance between your experience and the new role. Show how much more important these points are than sheer numbers. Sharpen your influencing skills. Be aware of the technologies available in the market and how to use them to improve efficiency or profitability. Also, make sure you've created allies in other departments in your current company; in smaller companies, your relationship with your boss is the key to gaining approval for a big IT decision; in larger organizations, you rely on your circle of influence. Adapt to a new management style. In many smaller companies, the original owners are still running the show, but in larger companies, most members of the executive team gained their experience elsewhere. Also, upgrade your communication abilities; they are key in larger companies.

Learn more about moving to a larger company:
- read the article at CIO Asia

Finding a great executive assistant

Wed, 25 Apr 2007 20:01:39 -0400

An effective CIO needs a top-notch assistant, but good help can be hard to find--and to keep. Great assistants take pride in anticipating what executives need before they need it, being organized and reliable so that the department runs seamlessly and being just the right mixture of friendly and protective. But they also must be computer-savvy and know many applications; manage technical issues, email and scheduling; create presentations; exhibit the right level of formality with people from all levels of the corporate structure and anticipate the needs of their executives. To find and keep a great assistant, be the kind of boss you'd be excited to have--respectful, appreciative, honest and open. Be specific about the job requirements and working environment. Listen to your instincts. Create a work environment of trust and possibility. And don't take assistants for granted.

Read more about attracting a great executive assistant:
- read the article at CIO