Bob co-founded Stellar Teams in 2011 and has enthusiastically served as its president ever since. He has worked in the training and development industry for over 25 years and has a unique set of experiences as a general manager, a consultant, and as the head of a corporate organization development function. During his career, he has successfully delivered workshops, coached leaders, and facilitated team development sessions in Europe, Asia, South America, and North America. Bob possesses an undergraduate degree from Wright State University in Management Science and an MBA in Entrepreneurship from Xavier University. He also earned is Organizational Development Certificate from NTL Institute, and Coaching Certificate from Newfield Network. Bob is a native of Ohio and resides in Colorado with his wife and three daughters.
Politics: The Dirty Word!
I don’t think there is any issue more relevant to managers of technology functions than their ability to influence across the business. Or at least that is the case if those managers want to be perceived as LEADERS in the business. For many, influence is synonomous with playing politics, and that is percieved as negative by many. Just breaking the word POLITICS into parts tells the story…poli, meaning many, and tics, meaning blood-sucking parasites!
So now that I’ve got your attention, I should say I didn’t literally mean ALL feedback. I co-facilitated a workshop recently with a group of 18 emerging leaders in technology functions. In that workshop, participants receive feedback from a 360-survey that is designed for and indicative of what is takes to be successful in a senior technology leadership position. We structure this workshop so that the feedback is provided on Day 1, that way participants can understand how others perceive them back on-the-job, and they can use the remainder of the workshop days to better understand the feedback and create actions plans for future development, all aimed at moving to the next-level of responsibility in their respective companies.
I often tell people that before I launched my own business, on most Sunday evenings, I dreaded the thought of going to work on Monday morning. Literally, half of Sunday, a day off, was spent with anxiety about going back to work on Monday. I am amazed at how many people tell me that they experience similar anxiety each weekend about returning to work.
One of the most important roles of a Chief Information Officer is certainly to create a culture that ensures the organizationis able to deliver what the business needs when it needs it. To create an effective culture, a leader must understand that he or she is the chief architect of the organizational culture. Everything the leader does, from what he or she says, how meetings are conducted, what reports are requested, and how decisions are made, all collectively create culture.
I am pleased to announce that Stellar Teams has completed development of a competency model specifically designed for leaders of technology functions. We partnered with researchers in Colorado State University’s Department of Industrial/Organizational Psychology. It will allow Stellar Teams to provide validated and reliable assessments, workshops, and performance improvement tools to the technology community so that its leaders and teams can more effectively perform leadership roles in their resident companies.
SIM-Next, RMIMA, Regis University, and Stellar Teams are sponsoring the Stellar Influence Workshop at Regis University's Denver Tech Center Campus on January 28, 2016.
What comes to mind when you hear the word Politics? For most technologists, it's not positive. You probably think, "Why should I have to play politics? My work is always good and it speaks for itself." But organizational politics are real and must be dealt with if you want to get your good ideas heard across the organization. At the workshop, you'll get a wake-up call on the need to enter the political playing field. You'll also learn a framework and some practical skills for managing politics with high integrity.