CIO workplace: how to change the boss?

How far away from success depends on how high you climb. For example, the position of CIO is hard to get for any competitor in the company: career guidance experts and recruitment experts estimate that about 60% of CIO vacancies are filled by outsiders at present. What is the reason? Because the competitors in the company usually lack the rich experience needed to be competent for senior management.

But as this practical advice points out, you may gradually replace your manager. Best of all, you can stop being a villain. Establish a strategic partnership with people who have the final power to recruit and fire, and get the support of your future subordinates, so that you have reason to prove why personnel changes are beneficial to your company. However, once you have achieved your goal, you must make sure that you can solve the problem that caused your former boss to step down, otherwise you will end up like the other party.

Before you decide to put your plan of seizing power into action, you must make sure that your boss is fragile and easily overthrown. The weak signal of the boss is not necessarily that a project has failed, but that IT has been left out in the unfortunate marriage between business and IT. Karen Rubenstrunk, a manager recruitment expert at Korn/Ferry International, a headhunting company, said: If I interview a CIO who has just been fired, I usually find that they don't always pay attention to the relationship with business people, and they are not in a hurry to deal with this relationship.

If a manager is out of touch with reality, it is often blamed that the other party has become arrogant. For example, CIOs spend more time sitting in their seats than in the past and have more time to enjoy life.

Patricia Wallington has been a CIO of Xerox for ten years, and she has learned some experiences of self-protection. She said that she can stay in this position for so long because she advocates and promotes change, not hinders it. Now, as a manager coach, she thinks that if senior managers can't do this, they will be easily pushed off the stage. They limit themselves to a fixed vision, they think things should be done this way, and then stick to it instead of improvising.

No matter how much you oppose or even hate your boss, you should consider whether you can really do better than him. If your boss is out of touch with his boss or business colleagues, it is probably because he doesn't agree on some key projects. But your boss may be right.

If your boss looks at things from a higher position, maybe he can see what you can't. Rubenstrunk of Brilliant International said that IT managers, as superiors, usually only know 40% to 80% of the company, with limited vision.

However, if you know 80% of what happens in private, you may be able to roughly measure what went wrong with the boss. According to Susan Cramm, president of Valuedance, a manager training company, if you are trying to climb to the position of company director, you should also have rich experience in various IT departments (especially in various business departments). She said: A client only works in the infrastructure field, but he told me that he wanted to replace the CIO. I told him it was impossible.

In addition to understanding all aspects of IT and business, becoming a superstar or having outstanding personality charm will also help you achieve your goals, because this charm will often push you to the position of company director. Shawn Banerji, a manager recruitment expert at Russell Renault, believes that one way to continuously improve this reputation is to win various awards. He said: sometimes the reward is deserved, and sometimes it is not. But rewards show others in the company that you are an ambitious person.

Step 3: Show your leadership.

Without the absolute loyalty of his subordinates, Napoleon could not have become the emperor of France, nor in the it field. In order to get the support of future subordinates, don't speak ill of the boss behind his back, and don't make any promises that can't be fulfilled.

If you know that subordinates are eager to see their managers have leadership skills, but their managers have always lacked such skills, then show your own leadership skills. Heller of ZRG said: You can learn a lot just by listening. If the current boss doesn't step out of the office at all, it's time for you to take a walk. If an employee complains that his boss only talks and doesn't do it, you should make sure that you can keep your word. Ban Naji of Reynolds said that they might start to imagine what it would be like for you to lead the work.

When your boss is on vacation or on a business trip and asks you to take his place, a good opportunity comes. At this time, you can show your leadership. Heller suggests that you can even ask your boss to give you an acting title when you go out-it's a clever way to sell your leadership skills.

Just as you lead your future men to dig trenches, you should also impress other generals. If you are in charge of a key project, you should seize the opportunity to express your views in discussing your budget for this project or the meeting of the executive Committee. Heller said that if you can act like a supervisor, they won't doubt your leadership because they have learned it.

Step 4: Cultivate good relations with business colleagues.

Building partnerships with business people can be tricky, especially with senior business managers. If you talk to the CIO's senior boss about replacing him, he may be fired. But you may not get the position of CIO yourself, because the people you are trying to lobby will not trust you.

Rubenstrunk of Brilliant International Company mentioned the personnel changes of a large vertically integrated company. The CIO of this company is out of touch with the business people and often travels abroad. When he was not in the company, his assistant began to talk secretly with several important executives over lunch and coffee.

Rubenstrunk said that the assistant played an important role in getting rid of the boss, but he didn't get the position later because the executives didn't want such a shameless backstabbing person in their team.

A better way is to make yourself an indispensable role. Cramm of Valuedance said that volunteering for some key projects, especially those that no one (including your boss) wants to intervene in, will give you every reason to communicate with business people frequently, thus breaking the idea that you are only a technician, not a strategic business thinker. In fact, Cramm heard that an IT assistant missed the opportunity to become a CIO because he didn't participate in a key project. After the company fired his chief information officer, it hired someone from outside.

Besides, don't speak ill of the boss. Let the facts speak for themselves. If someone tries to tempt you to comment on an incompetent boss, don't take part in such a topic, Cram said. Instead, you should ask some questions, let them vent their frustration, and then explain their complaints. If someone asks your boss about a wrong project, you can explain it this way: Many companies treat this kind of project like this, and he decided to do it. Cramer said that if you give people an objective and fair performance, you will be more trustworthy.

Step 5: Do things aboveboard.

In order to minimize the evidence of your participation in the seizure, one way is not to leave anything in writing. Rubens Trenck of Brilliant International said: Never leave any records by email. Or, it is said that someone gave advice to Martin lomas Nitti, a political leader in Boston at the beginning of the last century: Don't write if you can say it, don't say if you can nod, and don't nod if you can blink. If you write anything down, suppose your CIO will see it, Heller said.

Heller gave this example: suppose you and your boss have been arguing about whether to outsource or not. At the internal IT seminar, you openly supported outsourcing, but he still refused to consider outsourcing. A few months later, the new CEO took office and invited you to dinner. He asked you what you think of outsourcing, and you answered frankly-this eventually led to the resignation of the CIO. The last time you had dinner with the CIO, he asked if you kicked him out of the company. At this time, you can tell the truth about your differences without making people feel unfair.

Or at least nothing personal at all. After all, the company made the decision. (End)