Written for Sharon M. Gazda, President, Edizen
Darwinmag.com
August 13, 2002

From Techie Geek to the Management Suite:
The Transformation of New IT Leaders

As an executive coach, I am a student of organizational behavior. The dynamics of how people work together to achieve common goals is a never-ending source of wonder.

Over the years I have had the opportunity to work with many highly intelligent, technically oriented professionals and executives, often referred to nowadays as "Einsteins." These are the technologists and scientists who operate behind the scenes and create the breakthrough developments that drive business.

Beginning in the early '80s right up through the Internet euphoria of the late 90s and beyond, technology led the world into a period of unprecedented growth. "Einsteins" (or techies), as the brains behind the brawn, were instantly elevated to star status. They were given virtual carte blanche in the quest to create the newest and latest of everything imaginable.

Within some companies, techies were treated with kid gloves. They were given huge salaries and stock options unfettered by any real management controls. They were allowed, and in fact encouraged, to play the role of the "geek" - introverted, analytical, quiet perfectionists who made up in talent what they lacked in management acumen or interpersonal skills.

Now, fast forward to 2002. The economic and business landscape has turned abruptly. Investors are no longer mesmerized by gizmos and gadgets. And, rather than simply creating newer and better technologies, companies are looking to get the most out of what they already have. This means that technologists need to not only understand technology but also how it integrates with their companies' overall goals and objectives.

Technology managers are now in a position where they have to redefine their roles and demonstrate the value of technology to the bottom line. The biggest challenge: Unlearning their old work styles and replacing them with the leadership skills needed to create networks and build relationships across company functions.

In going through this transformation, many technology mangers are finding themselves in unfamiliar territory outside their comfort zones. In coaching them, I have uncovered clear patterns of where these managers get derailed. In many ways, it's like I'm coaching the same person
over and over.

So the question hit me - Is this a nature or nurture kind of thing? Will all techie types face the same issues? Or is it that all organizations are essentially alike, that the same management problems naturally arise? Why is it that marketing people, HR and sales executives don't face the same interpersonal issues in dealing with organizational dynamics?

To find out the answers, I embarked on a research study to interview successful techies who had effectively managed the transformation from geek to the executive suite. What I found out both validated my thinking and gave me new insights on how to help up-and-coming tech
managers succeed.

Lessons from the New Leaders
My study consisted of one-on-one interviews with more than 30 executives from throughout the New England/New York region representing a cross-section of the technology business landscape - big corporations, mature startups, venture capitalists, and outsourcing firms.

In starting out on the research effort, I was prepared to be greeted with doubt - these were all former techies remember. However, nothing could be further from the truth. I was astonished at how quickly the CIOs, CFOs and CTOs all agreed to give me an hour or more of their time out of their busy schedules. What's more, they were all eager to talk with me about the kinds of technology managers companies will need in the future as well as their own experiences in rising through the ranks.

Most started their careers as programmers working in basement cubicle farms with other power-hungry geeks. They felt they ruled the world; that no one understood what they did and they liked it that way. The common denominator for all the executives was that early in their careers, someone pushed or shoved them into a different functional role, often closer to the end customer. This experience opened their eyes to the fact that while technology is great, it doesn't do anything for the company if customers don't directly benefit by it. Energized by this revelation, these individuals became change agents and quickly rose through to the management suite.

In talking with the executives, they all shared a frustration in their efforts to groom other up-and-coming techies. Too often, techies only want more technology training when in reality the organization is better served if they experience other aspects of the business such as sales, marketing or finance.

The overriding message echoed by nearly everyone I spoke with: Technology is no longer business as usual. Collaboration is the new language of technology and those who don't adapt will seriously limit their career opportunities.

It's not a matter of management learning to communicate with Einsteins. Rather, techies need to understand the business beyond technology and participate fully in the success of the organization.

The words of advice the executives had to offer in terms of nurturing techies to become more connected the rest of the business followed four distinct themes: mingle; take risks; have a plan, and maintain balance.

Get out of the Tech Silo
Executives are looking to technology mangers to not only be technically savvy, but also effective facilitators, collaborative decision makers, and caring models of balance. They also must be able to communicate vision and build value through relationships. This means that they must understand the business as a whole. They can't be at the bottom of the supply chain in the farthest spot from the customer. Forward-thinking executives are encouraging techies to become connected in ways that allow them to understand all business functions and models of distribution.

Get Connected
It's too easy for techies to exist only in their comfort zone. It's an oxymoron that technology is a facilitator of change, yet the idea of change impedes many technology managers. To get over this, they need broad-based experience. This means that they have to take risks and be fearless. Companies can encourage this by getting rid of the "cube" mentality and pushing high potentials to attend conferences and programs that are outside the technology realm.

Get Your Career on Track
It used to be that the career planning in technology meant looking 2 to 3 years out. Not so today. Now, executives and managers need to be looking 5 and 6 years out to ensure that they have the bench strength talent necessary to bring their companies into the future. Companies need to identify high potentials early and help move them along the career track. Figure out up front what individuals' strengths are and then help them develop the skills they need to achieve their career goals. The challenge for executives is to avoid getting lured into complacency when the economy slows down and there is a natural decrease in turnover. You have to maintain a solid commitment to development in order to succeed.

Balancing the Work-Life Equilibrium
Leadership in technology today must be far more sensitive to the human element, accepting different work styles and allowing work-life balance. Too often, techies are allowed to operate in isolation, focusing wholly on work issues at the expense of their personal lives. Managers can encourage balance by helping to establish off-hours social activities and staying in touch with their employees about what's going on in their lives.

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Sharon Gazda is president of Edizen, an executive coaching and management consulting company in Springfield, Mass.