Ask a Premier 100 IT Leader: Doug Beebe
The corporate manager for information systems at Toyota Motor Sales USA answers questions about managers who get buried in the details and more.
We've gone through some devastating rounds of layoffs, and I've been doffing my manager's hat more and more to get hands-on with the technology -- just because there's no one else to do it. But my CIO says a manager should manage, not work with, technology. I would agree if I weren't facing a mountain of things that won't get done without my help. What should I do? Early in my career, I found myself in a similar situation. My CIO at the time taught me three valuable lessons that I still incorporate in my management style to this day. She did not buy the "I don't have enough head count" argument as sufficient reason to get buried in the details in order to get the work done. Instead, she challenged me to create a vision and a set of strategies to drive the organization toward a new model that was capable of expanding and contracting as the demand shifted. She also believed that I found comfort in seeing the results of my work much sooner than with the leadership/management activities I was responsible for. Lastly, she suggested I do a little self-reflection regarding what I wanted to do with my career. She knew this would be tough but believed that anytime you are not able to perform to expectations, you should look at yourself to see what your part in it is.
What desirable qualities do you find most lacking in recent hires? Patience and leadership are two qualities I believe are not valued today to the extent they were in the past. The ability to obtain things as quickly as we can today has created a perception that slowing down is not productive. However, my experience tells me that inefficiencies in work processes can be reduced with better planning and a disciplined approach to delivering results. In addition, I believe in and subscribe to the philosophy that we need collaboration in the workplace. It generates better ideas and creates a more inclusive environment. However, there is an impact on leadership skills. The opportunities to naturally lead are reduced, and we need to be more attentive to the development of our future leaders.
I'm in a midlevel IT position, and I'm thinking about getting an MBA to help further my career. Do you think this is a smart move, and if so, is this the right time? I think continuous learning is what makes the future interesting. When I went back to get my MBA, I had 25 years of experience under my belt. I saw students with little to no business experience who wanted to expand their analytical capabilities. For me, it was more about confidence and gaining an understanding of the qualitative side of decision-making. We all had our reasons for being there. So when is the right time? Anytime, as long as you know what you want from the experience and what benefit you will gain. I urge you to seriously look inward for the answer.
If you have a question for one of our Premier 100 IT Leaders, send it to email@example.com, and watch for this column each month.
Listed below are the 10 most pressing hiring needs in 2012, according to Dice. The jobs posting company says the appearance of system and network engineers on the list suggests that many companies have reached the limits of lean staffing and now need to bulk up again.
1. Java/J2EE developers
2. Software developers/engineers
3. Mobile developers
4. Net developers
5. Project managers
6. Web developers
7. System engineers/administrators
8. Network engineers/administrators
9. SAP professionals
10. Business analysts
Source: Dice survey of nearly 1,200 tech-focused hiring managers and recruiters
Training Budgets Rebound
After deep cuts in 2008 and 2009, U.S. training budgets got a big boost in 2011, according to training advisory firm Bersin & Associates.
Year-over-year changes in training spending, 2006-2011:
• 2006: 7%
• 2007: 6%
• 2008: -11%
• 2009: -11&
• 2010: 2%
• 2011: 9%
Source: The Corporate Learning Factbook 2012, Bersin & Associates