As a student in the thesis phase of a Masters of Leadership program I have the good fortune of being exposed to many resources related to the subject of Leadership. I enrolled in this program for two reasons: first, because I have a passion and intense interest in the subject of leadership; second, because I am looking to move to more strategic positions within my profession of Information Technology. I felt that potential employers would take my desire to operate as a CTO, CSO/CISO or CIO far more seriously if I held Masters level credentials in leadership. I already hold seven certifications in networking, security and risk and have over 23 years experience in a broad range of IT subjects.
During my reading this past week I came across something the both lifted my spirits and stepped on my expectations. The quote was from Claudio Fernandez-Araoz a partner in the executive search firm Egon Zehnder International. As a result of his exposure to several thousand hiring cases he makes the following assertion about organizations in the search for senior leadership:
"...the classic profile organizations look for in hiring a senior executive (relevant experience and outstanding IQ) is much more a predictor of failure than success, unless the relevant emotional intelligence competencies are also present" (As cited in Posner, Kouzes, 2010, p. 64).
Since my resume only shows smaller organizational executive leadership, it was like a revelation to hear someone describe how "not" important experience was to the role in the absence of emotional intelligence. Leadership is about relationship. Leadership is about understanding that 70% of the choices we make and actions we take as humans is based on emotion. It is how we are wired. How our brains function.
I know in my history I have worked for both kinds of leaders. Those who you just can connect with. Those who would almost do anything for if they asked you [yes RS - I mean you]. Those who are genuine and will take the time to look you in the eye and want to understand who you are and what you are about. Of course there is always the other kind of leader - the ones who use manipulation, threats and play games. The job gets done - but it is not because of the respect of the leader - it's more because of the fear they create. I'm not sure I'll ever understand how these kinds of people get to where they are or why leadership above them seem to miss what is obvious to everyone under the oppressive leader.
In another one of my readings the author indicated:
"EQ [Emotional Quotient or Emotional Intelligence] is so critical to success that it accounts for 58 percent of performance in all types of jobs. It’s the single biggest predictor of performance in the workplace and the strongest driver of leadership and personal excellence" (Bradberry, Greaves, 2009, p. 20).
This is exciting news for a leader looking to serve and organization and provide sound leadership through an understanding of emotional intelligence. There is only one problem, most organizations focus on experience and experience alone. Great.
I can only hope that as I continue the search for an organization looking for someone to provide leadership in Information Security or IT in general that there will be someone who will look beyond the fact that I have not been a CTO or CISO in my past - but see that I possess the capability to be a capable leader in the present with the capability to understand the importance of emotion and build strong relationships.
I look at experience on someone else's resume differently now. I see it just as what they have done before. It doesn't tell me if they did it on the backs of the people they worked with - or if they stood beside them and linked arms - or if they lifted them up so that they could be successful.
I hope to be the latter example. How about you?
Bradberry, Travis; Jean Greaves (2009-06-13). Emotional Intelligence 2.0 (pp. 20-21). Perseus Books Group. Kindle Edition.
Posner, Barry Z.; Kouzes, James M. (2010-07-16). The Truth about Leadership: The No-fads, Heart-of-the-Matter Facts You Need to Know (p. 64). John Wiley and Sons. Kindle Edition.
Last weekend our church held its 40th anniversary celebration. Invitations were sent out to throngs of people who over the years had spent time at our church to come and take part in the weekend's activities. On the Friday night, a BBQ was organized at a members farm. The weather was amazing. Clear blue sky and sunshine. As evening drew near we had an unobstructed view of the blue moon that was taking place (it just so happens that this was the same day that Neil Armstrong was being laid to rest). There were plenty of hugs, smiles and rekindling of old friendships.
The next evening was a formal banquet held at a nearby location to the church. It was not held at the church directly because the building was just coming to the end of a rather major renovation project. After 40 years of use, you can imagine that there might be some things that needed to be...well...upgraded. The first stage of the renovations were going to be unveiled the next day (Sunday), when they were going to hold the first service in the newly renovated sanctuary with all the new sound and lights and everything.
Rewind 15 years.
I'm a volunteer working in the sound and technical area of the church and providing leadership on the church board. The sound board we are using was donated by someone from the congregation. The speakers we are using were donated by someone from the congregation (is the pattern starting to show?). We hold things together with electrical tape and binder twine. Sound stuff is always put into the yearly budget - but it is the first thing to be cut when the finances are low (and for us that was every year).
So I did what any good visionary would do - I drew out what the future would look like and turned it into a 5 year plan. I tried to sell it to the leadership of the church and they did support it verbally - but when it came time to buy these things it was the same old story. Nothing moved forward. I lasted at this for about 10 years and finally gave up working in the technical space. I was just tired of not seeing things move forward.
Fast forward 10 years
The church decided to take on a capital campaign to undertake some major renovations. Included in the renovations is a full upgrade of the sound and lighting system. I was originally one of the leaders for this project and helped cast some of the vision of the future. As a result of taking a Masters Degree (and a few other things) I stepped down from the leadership role to focus on my studies.
Fast forward to one week ago
It is Saturday evening and I'm in line to attend the 40th anniversary banquet. There are many people here that I have not seen for a long while. As I approach the entrance there are greeters meeting those who are arriving, welcoming them to the event. As I reach my hand out to the greeter, she notices me and she says something like: "You must be very excited to see how your vision will have come into being?"
Full Stop
Was I excited to see the vision come to be? I didn't feel excited. The more I thought about it, the more I realized that I didn't feel...well...anything related to the completion of the project. Why? I probably should feel something - shouldn't I? I mean, this is what I wanted. This is what I dreamed of. This is the vision that I helped create - coming to fruition. Nope. Nothing.
I talk about the future as if I've been there and experienced it. And for me this is how it is - its like I've been there. But when it comes to the here and now - I feel like "What do you mean excited - I've been wandering around in this vision for 10 years. It's old. It's boring. It's ... it's...it's the now". In The Truth About Leadership, Kouzes & Posner say that: "Vision is the lifeblood of any organization. It is what keeps it moving forward" (p 51). But what happens when you make it to your vision - reached your goal - met the challenge? Now what? Where do you go from there?
What this says to me is that a vision is much different than a project. Projects come and go but visions - visions need to be built to last. Visions describe the essence of where the organization is going. Visions need to be presented in such a way as to make it appear to be within reach yet at the same time innately designed to not be achievable. Why? Because much time and energy will need to be expended to promote and encourage the vision within the organization - to get it moving - and to keep it moving. If this was physics we might call the vision our "vector". Vectors have magnitude and direction - but no destination. Leaders do not have the luxury to spend precious time supporting a vision only to have it come to a conclusion.
I feel better knowing that the milestone we reached is a great end to a fantastic project (or at least this stage of it). The sanctuary looks nice. The carpet is cool. The lights are fantastic and the sound is what I would call "clean". I also feel better knowing that where we are is not the culmination of a long term vision; because visions need to be made to outlast the visionary. Or at least they should be.
