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Balancing Two Hats By Scott Weighart

The CEO of a prominent insurance company was at a crossroads. She just couldn’t understand why her team of senior technical leaders kept failing to come across as true strategic partners when calling on their internal clients. This perplexed her because her CIO had promoted people who were true subject matter experts when it came to technology. The CIO also complained that he had laid out a vision for his team: They had to get the firm to a level of “technological readiness” that would provide it with enough capacity to pursue an aggressive growth-by-acquisition strategy without even having to worry about whether the firm’s systems could handle it. Yet the team collectively struggled to move the needle on this goal, and the CEO felt they were nowhere near feeling the confidence she needed them to have to push forward with the strategy. The plot thickened when an outside consultant asked the company’s senior technology team to reflect on its leadership development goals, and the technology leaders clearly articulated that they understood the business imperatives they needed to drive over the next year. Yet when the consultant conducted an assessment of their executive presence, the AMA QUARTERLY I WINTER 2015-16 I 39

Profile for AmericanManagementAssociation

AMA Quarterly Winter 2015-2016  

Journal of The American Management Association

AMA Quarterly Winter 2015-2016  

Journal of The American Management Association

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