By Tina Nunno
As Italian political thinker Niccolo Machiavelli implied, you are both predator or prey, and the animal you most bear a resemblance to determines your place at the nutrition chain. In The Wolf in CIO's Clothing Gartner analyst and writer Tina Nunno expands on Machiavelli's metaphor, analyzing seven animal kinds and the management attributes of every. Nunno posits the wolf a social animal with powerful predatory instincts because the excellent instance of the way a pacesetter can adapt and thrive.
Technology can be black and white, yet profitable management calls for a capability to exist within the gray. Drawing on her event with countless numbers of CIOs, Nunno charts a doable technique to grasp the Machiavellian ideas of energy, manipulation, love, and conflict. via compelling case reports, her technique demonstrates how CIOs and IT leaders can modify their management kinds in severe occasions for his or her personal luck and that in their teams.
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Extra resources for The Wolf in CIO's Clothing
Yes. But by taking a blended grey Wolf approach, he ensured an optimal outcome for the enterprise and taught his colleagues to take him seriously when he requested their participation, as well as the benefits of being engaged. Extreme Lambs tend to want to do all of the pet projects in the interest of pleasing everyone. Other Lambs would prefer to eliminate pet projects to save scarce enterprise resources, but would never actually take action and risk making colleagues unhappy. So they work on them, but they and the IT teams often do so reluctantly and eventually somewhat resentfully.
Methods of achieving power may be good or bad, but looking to make something happen is an ethically neutral expectation. All leaders must be able to resolve contentious issues. Although we may aspire to have a conflict-free environment with clear decision roles and a supportive culture that works collaboratively toward goals shared by all, few of us have the luxury of such a workplace. CIOs should approach the opportunity with enthusiasm for the good they can do once they gain power, and approach the threat of the damage power can do with the respect it deserves.
In the extreme, their cooperation is met with contempt. While colleagues may appreciate a CIO’s efforts for a while, over time they will move to the dark side and grow to view a CIO’s inability to say no not as a sign of willingness to help or a positive attitude, but rather as a sign of weakness. A stronger stakeholder believes that, If the CIO had the power to say no, then of course he would say no. Avoid giving your power to others who will not use it wisely Paul is the CIO of an aerospace company.
The Wolf in CIO's Clothing by Tina Nunno