EDUCAUSE 2000 Wednesday, October 11, :30:00 AM to 11:15:00 AM Pearl

New Beginnings II The Realities of A New Senior-Level IT Position

Getting Started: Making Friends

Befriend Special Administrative, Faculty, & Student Leaders Start early, even before you arrive Look beyond the obvious Identify and seek out complainers What to do Listen, listen, listen Share preliminary thoughts Follow up on some suggestions Visit informally, frequently

Getting Started: Meet with Constituents

Focus on customer, not IT Focus on partnerships within the university external to the university What to do LISTEN to complaints/expectations share some of your thoughts/plans encourage communication/collaboration follow up with action/communication Prepare: have a “stump speech”

Getting Started: Interview/Reorganize Staff

Decide what is practical (given other priorities and size of staff) Start with the obvious: your direct reports If practical, schedule time with everyone in first 6 few months Get to know some personal things, as information is offered Learn some history of organizational structure & behavior, but don't get hung up on it Unless there are very special and/or serious problems, go slow with re-organization

Working with the Governance Structure The Board of Trustees: Friend or Foe?

The Board of Trustees: Friend or Foe? What is the purpose of the BOT IT committee? How does the BOT IT committee function? How can the CIO work with the BOT IT committee most effectively?

Working with the Governance Structure The Ubiquitous and Dangerous “Computer Committee”

What is the history of the Computer Committee? What is the purpose of the Computer Committee? How can the CIO work with the Computer Committee most effectively?

Working with the Governance Structure Students: The Neglected Majority

Students: The Neglected Majority Is there any “official” student interest in IT issues? What are the options for representing student interests? How can the CIO work effectively with the the student governance structure?

Preparing for Success Learn Your New Institutional Culture

Participate in ceremonies, receptions Look for prototype cases to work through “the system” to understand how decisions are made Solicit several perspectives on relevant issues Ask: Who decided that or How was that decided? Observe nuances in responses Believe in Heisenberg (you will be lobbied)

Preparing for Success Build a Relationship with Your “Boss”

Research and discover just who your boss really is (there may be confusion) Interview your boss very early in your tenure; ask lots of questions Develop a "stump" speech; try it on your boss See what flies, what flops Become clear about what and how much communication your boss wants from you precisely determine (as much as possible) your level of autonomy remain loyal at all times

Preparing for Success Learn Unit and College Budgets

Learn Unit & College Budget Get to know (interview) institutional budget, accounting, and payroll officers Investigate financial ethos of the institution Immediately explore and discover unit's financial strengths and weaknesses If practical, interview other units' budget managers for their experiences & results

Preparing for Success Setting and Managing Expectations

Minimize one-on-one meetings Delegate effectively Set expectations early, by example, about how you will do business

Setting Your Agenda Identify Difficult Issues and Problems

Identify Difficult Issues/Problems Hint: they aren't the technical ones Listen to key groups, individuals & IT staff Determine priorities Communicate problem list (or parts of it) to key constituencies Follow up with action plans for key issues and "quick wins"

Setting Your Agenda Your Role as Change Agent

Your Role as Change Agent IT as Change Agent is a given What elements of campus culture inhibit change Establish exemplary procedures Work with staff to implement Anticipate some change in staff Be prepared to take arrows,  & 

Summary Pragmatic problem solving approaches Different approaches for different places Relationship Management (external and internal) Budget Management Expectation Management

Questions?

Order 1 Making Friends Barbara 2 Meet with Constituents Barbara 3 Interview/Reorganize Staff John 4 The Board of Trustees: Friend or Foe? Tom 5 The Ubiquitous and Dangerous “Computer Committee” Tom 6 Students: The Neglected Majority Tom 7 Learn Your New Institutional Culture David 8 Build a Relationship with Your “Boss” John 99 Learn Unit and College Budgets John 10 Setting and Managing Expectations David 11 Identify Difficult Issues and Problems Barbara 12 Your Role as Change Agent David