7 Traits of Indispensable IT Leaders (or How to Be an IT Hero)…

Pink News Editor | April 19, 2022 Leadership

As CIO contributing writer John Edwards says in his article, 7 traits of indispensable IT leaders, “There’s no better type of job security than indispensability. Once an IT leader is regarded as essential by their employer, recognition rises, colleagues begin listening, project doors swing open, and salaries and benefits skyrocket.”

So how does one reach the exalted heights of indispensability? In his article, John identifies seven “common traits that have been proven to transform mere mortals into IT heroes”. He quotes senior IT leaders including Abha Dogra, CIO of Schneider Electric’s North American division; Chris Mattmann, chief technology and innovation officer at NASA Jet Propulsion Laboratory; Jon Waldon, CTO of robotic process automation software developer Blue Prism; Jay Upchurch, CIO at analytics software developer SAS; Scott duFour, global CIO at fuel card and workforce payment products and services firm FleetCor Technologies; Carrie Rasmussen, CIO at human resources software and services company Ceridian; and Sam Mourad, CIO at IT products and services firm SHI International. For their entire quotes, click here:

  1. “Inquisitiveness – For any IT leader, advanced technical skills and market awareness are table stakes. But when an IT leader can also serve as an insightful business advisor, capable of showing how technology can be wielded competitively, that individual immediately becomes a highly effective business partner… Becoming more inquisitive in how we approach our conversations with stakeholders takes time and a lot of intentional practice. If we are to become more successful in tapping into the knowledge, skills, and insights of others for a better business, we need to make an intentional effort to make inquisitiveness a foundational stone in our leadership.
     
  2. Vision – CIOs can generally nail down the basic elements of their job, such as governance and policy responsibilities, relatively quickly. They can also rely on a strong deputy to assist with people management and organizational leadership. Yet one attribute that can’t be successfully developed on the fly is innovation and a curious spirit… An indispensable leader is forward-looking, eager to evaluate technologies that can be deployed today, innovations that may be ready in a few years, and systems that should be piloted and tested. CIOs who aren’t embracing, testing, retooling, leveraging, and getting feedback from innovative concepts are putting their companies and businesses at risk of being left behind.
     
  3. Humility – Insight and vision are important traits, but humility separates indispensable IT pros from average leaders… A humble IT leader can support and inspire their team to find meaningful solutions to the challenges their organization faces… A humble IT pro tends to trust and value employee contributions. Trust is reciprocal; when you trust your employees, they trust you… A trusted leader is likely to become a go-to mentor who supports an effective team. Effective teams get reliable results, and effective leaders who trust and are trusted are indispensable.
     
  4. Unifier – Until recently, it was important for the CIO to be the smartest person in the room... IT leaders must now be team players. CIOs today have a seat at the table because business and technology strategy are forever entwined… An effective CIO must be able to collaborate across different audiences. When you’re on a high-performing team and you stop to ask why you’re successful, you come to appreciate the value of collaboration. Whether it’s customers, business partners, or vendors, collaboration is a trait that always breeds success.
     
  5. Inconspicuousness – Indispensable IT leaders surround themselves with first-rate talent and then get out of the way so team members can do their jobs unencumbered by excessive oversight. It doesn’t make sense to hire smart people and tell them what to do. Hire smart people so they can tell us what to do. Inconspicuousness doesn’t mean adopting a completely hands-off management approach. Great managers are trainers, mentors, and servant leaders who know what their teams are capable of and empower them to innovate. They provide input and counsel when appropriate; they celebrate their employees’ successes and encourage them to learn from their failures.
     
  6. Optimism – …Indispensable IT leaders generate relentless optimism and success. Now, more than ever, leaders must be the catalyst for instilling the belief that there is something better. By helping to navigate people through times of uncertainty, leaders must put relentless optimism into practice… Being optimistic is an integral part of living a purpose-driven life. When leaders communicate their purpose with genuine authenticity, employees will recognize their commitment and buy into the cause. It will reshape the culture of the company and change how people solve problems together.
     
  7. Empathy – Empathy shows team members that their leader has interests that extend beyond mission-related tasks to include supporting the people charged with fulfilling the department’s goals. It’s what convinces employees that the individual they report to really cares about them. It’s the glue that holds teams together, and employees to their roles and their employers… IT leaders have found that by demonstrating respect and appreciation for peoples’ contributions, their teams have grown stronger, closer, and more trusting. Forging strong connections forms the basis for creativity, innovation, and new opportunities for business growth.”

Leaders Choose to Be Leaders
Some might debate about whether leaders are born or made. As the late author, educator, and businessman Stephen R. Covey once said, “This is a false dichotomy – leaders are neither born nor made. Leaders choose to be leaders.”

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