Big Thoughts, General Technology

3 types of IT leaders: maverick, innovator, guarantor

There is little recognition that the operating profile of IT leaders can vastly differ from organization to organization. This is most pronounced when studying how technology vendors sell to this audience. It can often appear there is simply one type of person leading every IT organization. Variations in needs are seldom reflected in the way products are sold.

There is an array of independent inputs that determine the style of each leader. Take for example the industry in which the person works. The approach of a CIO that leads a B2B industrial products business is going to be vastly different from one that runs an IT department at a university. Now also consider the culture of a business. It’s not possible to have the same style leading IT at a highly risk-tolerant, innovative tech company versus providing the essential needs for a conservative and low-tolerance-for-risk insurance giant.

For many of you, this might sound obvious. But why then do marketers, analysts, consultants, and so many pundits (I’m probably guilty here too) so often sell to this community like it’s one dimensional?

I don’t mean to generalize too much. We should certainly recognize the brilliant jobs so many salespeople perform. Rather, the advice in this post is for the group of salespeople who could benefit from thinking differently about the diversity of every IT leader.

The following guidance can also be used by recruiters when thinking about filling IT leadership roles. In this instance, it can be asked: do the characteristics of the organization align to the skills, experiences, and personality of the person being hired?

Finally, if you work with or for an IT leader, it might help you in thinking about how to manage the relationship in a positive way.

Here I present my vastly condensed categorization schema for the IT leader:

1. The maverick

This IT leader works for an organization that thrives on taking risks. You’re likely to see lower levels of vendor standardization; this IT leader likes to try lots of different products and the organization’s broad portfolio of hardware and software reflects that.

The maverick IT leader is likely to have a higher level of comfort with open source and with quickly adopting less mature technologies. The background of this IT leader is likely technology-based and he/she has extensive IT knowledge.

The environment requires this person to move fast. Sitting on long, protracted RFP submission proposals, for example, will not go over well, nor likely be a common approach. Speed and agility are popular qualities with this IT leader, but there is a trade-off with standardization, repeatable processes, and predictability. Often this person succeeds with the sheer brute force of determination. But this benefit can often come at a price.

Advice: When working with this IT leader, be conscious of his/her low patience and less of a long-term commitment to any one direction.

2. The diligent innovator

This IT leader operates in an enlightened organization. He/she understands that IT innovation can bring considerable benefits, but this leader doesn’t necessarily make a first-mover play.

In this organization, occasional managed risk is supported with the caveat that homework is done and a back-out strategy exists. This IT leader is often asked to be agile in responding to needs while also being encouraged to push back on requests that don’t align with business objectives or may disproportionately introduce unnecessary complexity. It’s often a hard place to operate because the pull to take greater risks must be balanced with diligent decision-making. This can often result in a slower pace of activity, or in the worst case, in an impasse. The focus on diligence with underlying encouragement to innovate makes this a popular posture of IT leaders, but it can be the hardest of the IT leader categories to succeed in.

Advice: Be sure to provide this IT leader with plenty of assurances, good quality information, and support throughout any initiative.

3. The rock-steady guarantor

The ask of this IT leader is often the simplest: keep the essential systems running, don’t take too many risks, and keep the technologies moderately current. This person doesn’t need everyone to have the latest versions of software. They keep a close eye on new developments, but almost always take a late-majority approach to implementation.

While it sounds like this IT leader has it the easiest, that is the furthest from the truth. This person is being asked to keep everything working. Disruptions and surprises and not well received by management. Naturally, this makes the IT leader less agile, forces processes to be more bureaucratic, and change is much harder to make happen.

For most of history, this organizational profile has succeeded by being conservative and moving at glacial speed. The jury is out on whether this method is sustainable in today’s economic environment. The IT leader at the helm of this type of organization has considerable challenges ahead. He/she will see increased pressure to operate in a way that has been historically inconsistent with the risk profile of this type of business. A large amount of CIOs fill this category.

Advice: This IT leader requires a considerable volume of analysis to make decisions. Be sympathetic to rigorous approval paths, and prepare to support commitment to projects in the long-term.

I expect most IT leaders will have styles that overlap among all three categories, but it is highly likely that the predominant characteristics live in one of them. Of course, I’m really interested to hear from anyone who thinks they know an IT leader who doesn’t belong in any of these categories.

A short blog post can never do justice to an important discussion. I’ve left out a lot here, such as budget control and who the CIO reports to. But what I’m trying to do is raise awareness and provoke a dialogue. There isn’t a one-IT-leader-fits-all model. IT leaders are fundamentally different based on the organizations they lead.

Knowing and considering the subtle and not-so-subtle differences with each IT leader will help marketers better reach and resonate with them. It will help anyone who works with the leader to have more successful interactions and outcomes. Ultimately, it will be better for the IT leader and the organization.

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