Talk to any CIO or IT executive who’s ever mentored an up-and-coming leader and you’ll quickly discover that they’re getting as much out of the experience as their mentees are. Not only does IT mentoring gives the executive a satisfying way to pay it forward, it’s also a great way to engage star talent, learn about new tech, and relate to younger workers.
In a recent article for The Enterprisers Project, Dan Roberts explored how both mentor and mentee can make the relationship work best and deliver a win-win all around. As part of his research process for the article, Dan spoke with two people who know first hand what makes a mentoring relationship effective. Dollar Bank CIO Bill Fortwanger and Andy Bonelli, a senior IT manager at PPG, were paired up as mentor and mentee in a recent TechLX cohort in Pittsburgh. They’ve seen just how powerful the relationship can be for both sides of the equation.
Andy has also served as a mentor himself in PPG’s internal program, and many mentees go on to pay it forward as mentors themselves. In fact, research shows that 89% of those mentored go on to mentor others, contributing to a culture of learning and mentoring.
How Mentoring Makes an Impact
When CIOs and other IT executives volunteer to become mentors in the TechLX program, we ask them to share their thoughts on the value of mentoring as a professional development tool and what they hope to gain from the relationship. Here’s just a sampling of what these leaders have told us:
To learn more about getting the benefits of an IT mentoring relationship, be sure to check out Dan’s article, IT mentors: How to make the most of this win-win relationship.
Interested in being a mentor for one of our upcoming TechLX cohorts, or just want to learn more about this powerful technology leadership experience? Email us, give us a call at 603-782-7473, or visit the TechLX website for more details.
IT leaders are being asked to transform their organizations. And the answer to the question “But transform into what?” has everything to do with making soft skills the new core competencies.
In part two of Dan Roberts’ latest CIO Whisperers column, Claus Jensen, CTO of CVS Health, Sue Kozik, CIO of Blue Cross and Blue Shield of Louisiana, and Steve LeMoine, CIO of Cree, discuss how they’re tackling IT transformation from a human perspective.
By sponsoring training in areas like consultative approaches, negotiating prowess, influence and diplomacy, marketing IT’s value, and providing strategic leadership, these leaders are putting the emphasis on core skills. Why? Because those are the skills that will fuel IT performance and elevate IT as a strategic partner and innovation driver in the business.
Read on to learn why re-engineering your culture requires developing new core skills.
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Today’s high-performing IT organizations have a laser-like focus on building the core skills required to support the business and continually move up the IT Maturity Curve.
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Communication, influence, innovative thinking, customer focus: They used to be called “soft skills,” a term that makes many CIOs cringe. But today, these are by no means “soft.” They’re some of IT's most-needed core competencies.
For a new two-part CIO Whisperers column, Dan Roberts spoke with Claus Jensen, CTO of CVS Health, Sue Kozik, CIO of Blue Cross and Blue Shield of Louisiana, and Steve LeMoine, CIO of Cree, about the need for today’s IT employees to be “leaders, collaborators, visionaries,” as Jensen puts it.
In part one, Dan explores why the technical skills that earned you a seat at the table won’t earn you a voice at the table.
Read on to learn why IT must master a new set of core skills for high-level success.
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