Two Things To Know

There are two things to know.

• Know-how:  That's knowing how to do things yourself.

• Know-who:  That's knowing who to go to to get everything else done. 

None of us is perfect.

We each have strengths and weaknesses.

No one has all the answers--despite some big egos out there!

That's why we all need each other.

Knowledge is great, but networking magnifies your potential many times over.

These are two things you definitely want to know. ;-)

(Credit Photo: Andy Blumenthal)

Two Things To Know

Who's In Your Corner?

So as the saying goes...

It's not what you know, but who you know!

Relationships, connections, and networks are critical for all of us to work together and get things done. 

And sure, it's good to have some reliable people in your corner who know you and can speak good about who you are, what you represent, and what you're doing.

However, let's face it, there are some people out there that take advantage and don't just have advocates, but rather protectors, and it's a way for those who may be unqualified, unsavory, and incompetent--as individual--to sustain themselves.

Frankly, some of these people should never be in their jobs and should never be a leader over anything or anybody--but they are enabled, because of who and not what they know or are able to do. 

Whether it's the Peter Principle or bullies and those without a working moral compass or sometimes it seems even a conscience, it can be very scary at times for what suffices as leadership in many organizations. 

Yes, of course, Thank G-d for the many good, well-meaning, and hardworking folks that make getting up in the morning as well as going into the office, worthwhile.

But for those that hide behind the skirts of others, so that they can get away with things that they should never ever be getting away with...well those are not fruitful relationships being maintained, but rather caustic ones that radiate concentric circles of toxicity to organizations, people, and mission. 

People know it when they see it--because it stinks from the stench of bad apples, bullying, disengagement, lack of accountability and ultimately failure. 

We desperately need each person to perform and to band together as an A-Team. 

However, sink or swim--as individuals, each person in their own based on their conscience and contribution without a phony mask of a protectorate accomplice. ;-)

(Source Photo: Andy Blumenthal)

Who's In Your Corner?

CIO, Social Butterfly Or Tyrant

So I've seen it both ways...

There are those who "lead" by friendship, as if the workplace is one big playpen; and the notion is that those who have the most office buddies wins; to them it's not the mission or work that is important but rather it's a popularity contest, plain and simple--they are immature and still stuck in the preschool mode of thinking about what leadership is and how to work productively with others. 

Then there are others who "lead" by tyranny--it is a one person show and they are it; no one else has an viewpoint or idea that matters; anyone else who is good to great is a threat to them--they are insecure and narcissistic and the scariest thing in the world to them is to surround themselves with people smarter than themselves or give credit, respect, and honor to others.

Now there is nothing wrong with doing a coffee, lunch, or happy hour, networking, and building relationships with good people...in fact, interpersonal skills is a critical part of the job and of success.

However, those who flutter around smoozing it up with anyone and everyone, and unlike normal working discussions that have a congenial, "how you doing?" aspect and a serious, let's get down to business part, these social butterflies never get past the game on last night, their trip to Paris, or their one night stand...it's all personal, conferences, speeches, but no real work getting done (maybe some smoke and mirrors). 

Similarly, there are times, when decisions need to be made and the debate must end, and not everything in the office can be a vote where majority wins--sometimes tough decisions and trade-offs need to be made, authority exercised, and responsibility taken.

Nevertheless, it's when moderation and good judgement is lost and a person's emotional issues, personality disorders, and social anxieties take over that they act the fool--and they either rule by shaking hands and kissing babies (or the office equivalent of favors, favortism, and coffee or drinks, I'm buying!) or they are hard-a*sed, prickly jerks who cannot work with anyone that can pull their own weight and instead we see a flurry people make a dash for the exits. 

How do either of these types of people become leaders of anything? Don't the executives they report see or hear the chaos in the ranks below and the projects going bottom-up, kaput?

We've got to get along and nothing wrong with work friends, but we are here to do a job and do it well and for that we need to come together as decent human beings who treat each other with respect, dignity, and where everyone can make a valuable contribution--CIO social butterflies and inglorious tyrants begone! ;-)

(Source Photo: Andy Blumenthal)

CIO, Social Butterfly Or Tyrant

Searching For Cybersecurity Warriors

For those interested in the field of cybersecurity, I wanted to share some useful websites that I've come across: 

1) Cybersecurity Training and Competitions

Cyber Aces--provides cyber training and competitions for high school and college students, including:

- Cyber Foundations: For high school students, you can visit the online Cyber Centers and learn the fundamentals of cybersecurity, including modules in networking, operating systems, and systems administration and then take cyber quizzes to compete for honors, awards, scholarships, and even corporate internships. 

- Cyber Quests: For college students, you can take "cyber quests" or online competitions associated with the U.S. Cyber Challenge, to demonstrate knowledge of infrastructure security, digital forensics, vulnerability analysis, packet capture analysis, and more. Winners can get an invitation to Cyber Camps for specialized advanced training. 

2) Information Assurance Scholarships

The Department of Defense has a generous Information Assurance scholarship program where recipients generally work as a full-time DoD employee for one year for each year of scholarship received. 

Similarly, the National Science Foundation offers scholarship where recipients work for a federal agency in the Federal Cyber Service (Cyber Corps) upon graduation. 

These are some amazing training and scholarship opportunities to ready the next generation of cybersecurity professionals. 

In a 2012 movie that I was watching recently called "Abducted," the main character tells the others with whom she is being held hostage that they need to fight their way out, and she exhorts them to have "No fear, no excuses, just results"--this is what we need in cybersecurity today! ;-)

(Source Photo: Andy Blumenthal)

Searching For Cybersecurity Warriors

Under The Beautiful Sea

The Defense Advanced Research Project Agency (DARPA) is looking for a place to stash some new military capabilities.

In a DARPA news release (11 January 2013) it states they are looking to support the navy by placing hibernated deep-sea capsules with payloads at under water locations and at the seafloor strategically around the globe--"almost half of the world's oceans are more than four kilometers deep" providing "cheap stealth".

The capsules with carry non-lethal payloads for "operational support and situational awareness"--such as command, control, communication, computers, intelligence, surveillance, and reconnaissance (C4ISR). 

Examples of pre-deployed payloads could be unmanned aerial vehicles (UAVs) and probably, unmanned underwater vehicles (UUVs). The release specifically states that this is "not a weapons program," but you could imagine future evolutions of this.

The initial capabilities sought are for "situational awareness, disruption, deception, networking, rescue, or any mission that benefits from being pre-distributed and hidden." 

The deep-sea capsules will need to survive under extreme pressure and be able to communicate at vast ocean depths to be remotely awoken and recalled when needed. 

Having capabilities available when and where needed--from the bottom of the sea to forward deployment--potentially mitigating some use of costly and non-stealth land bases.

I think this is an exciting idea especially since China was able to demonstrate its anti-satellite missiles in January 2007 in shooting down its own satellite, and I would think that these new underwater pods being sought may be able to provide some alternatives for sensing and communicating in conflicts where satellites are destroyed or disabled and/or other military muscle in not readily available. 

(Source Photo: here with attribution to Rakel SdPC)

Under The Beautiful Sea

Friends or Foes

People are amazing creatures--they can be sincere and trustworthy or phoney and users.  How do you tell them apart?

I learned in enterprise architecture and information architecture that information is power and currency--i.e. that those who have it rule and those who know how to get it--are the kingpins.

They may get information legitimately through research, study, reading, review, and working with others or they may cozy up to others illegitimately, to more to the point--find out "what's going on?" what have they heard. or "what's the real scoop?" 

In some cases, it is merely benign networking and that is a healthy thing--or as they say, "it's not what you know, but who you know." 

But in other cases, some people may take it too far, and literally prey on others when they are vulnerable, trusting, or simply let their guard down. 

We spend a lot of our waking hours in the office , and therefore people's social needs manifest in work friendships, confiding in others, going out for a coffee, lunch, drinks, etc. 

However, at work, people are also competitive and can be ruthless in getting what they want, making themselves look good, badmouthing others, going for that "gotcha", and even stealing other people's ideas and hard work--now where did they leave that notebook?

So when you tell an associate something--are they trustworthy with your feelings, experiences, information tidbits or will they take what you share and use it for their own ends?

There are a lot of good, decent people out there, but unfortunately, not all of people are.

Is their face for real or a poker face?  Are they playing on your side or playing you?  Will they come to your aid at the moment of truth or use the opportunity to thrust the blade through your back.  

My father used to joke about some people being two-faced, and then why would they choose that (ugly) one that they have on. :-)

I always learned talk is cheap and actions speak volumes. So when someone asks about your latest project, your kids, or ailing parents--is it from someone who genuinely gives a hoot or from someone who'd like to get you off guard, even for that split second.

In the military, this would be related to psychological operations (PsyOps)--getting into the other's person's head, figuring out what makes them tick, and then using that to extract intelligence or inflict mental and emotional "blows."

In law enforcement, perhaps the equivalent would be the old "good cop, bad cop" routine--where one person offers you some cold water or a cigarette and tells you everything will be alright, while the other person slams the table, yells, threatens, and says "your going to be going away for a long time."

There are lots of ways to get into a person's head, under their skin, and get to that valuable information--without going to the levels of physical, "torture" techniques, some of which have since been generally outlawed such as waterboarding.

So which people that you deal with are good, genuine, helpful, and have integrity, and which are selfish, nasty, and cruel?

It is definitely a challenge day-in and day-out to tell who is who--and you shouldn't let the bad apples out there, ruin your trust in all people--you just have to make sure to look beyond the veneer--to see if the other person is more friend or foe.

(Source Photo: here with attribution to BlueRidgeKitties)

Friends or Foes

What's Relationships Got To Do With It

It is said that one of the key differences between leaders and staff is that leaders are supposed to spend significantly more time on relationships, while staff tend to concentrate on the task at hand.

A number of professors from the University of Virginia indicated that leaders who didn't spend at least 50% of their time and effort on relationship building, tended to be much less successful professionally.

According to them, there are 3 areas of professional competence--i.e. necessary skill-sets:

1) Technical--what you need to know in terms of subject matter expertise to do your job (e.g. finance, engineering, sales, etc.)

2) Cognitive--these are the information-processing abilities to reason and problem-solve (e.g. perception, learning, judging, insight, etc.)

3) Relationship--this is interpersonal skills and emotional intelligence (e.g. teaming, motivating, resolving-conflict, influencing, etc.)

As you role changes from staff to supervisor and to manager, so does your time spent:

- Staff: Technical 60%, Cognitive 20%, Relationships 20%

- Supervisors: Technical 40%, Cognitive 25%, Relationships 35%

- Manager: Technical 15%, Cognitive 35%, Relationships 50%

In others words, as you advance from staff to management, you job changes from being the "technical expert" to spending more time solving specific problems and building relationships.

Additionally, managers who delegated, supported, trusted, and empowered, and didn't micromanage the tasks--we're the kinds of managers/leaders that people wanted to work for and would give more of themselves to.

So leaders who excel at building meaningful professional relationships, benefit not only from developing important and trusting networks of people around them, but also from actually developing a more satisfied and productive workforce.

Relationship building is much more than the proverbial "3-martini lunch,"--although 1 or 2 don't hurt :-)--rather it means:

1) Identifying and surrounding yourself with people that are smarter than yourself--relationships are most fruitful and enjoyable with someone that can challenge you.

2) Reaching outside your "normal" boundaries (organizational, functional, industry, geography) to diversify the sphere of influence--new ideas and best practices are not limited to any one domain.

3) Ensuring that integrity and trust are cornerstones of any any relationship--there is no compromising values and principles for any relationship!

4) Giving of yourself in terms of self-disclosure, assistance to others, and our most precious resource of time--relationships are not built on thin air, but involve work by both parties; it's an investment.

Finally, while relationship-building is critical to leadership success, it is important to surround ourselves with the "right" people as Harvard Business Review (July-August 2011) states this month: "Bring people with positive energy into your inner circle. If those around you are enthusiastic, authentic, and generous, you will be too."

So choose your professional network as carefully as you would choose your friends.

(Source Photo: here)

What's Relationships Got To Do With It

Playing It Safe or Provoking to Action

Which does your leadership do? Do they play it safe--staying the same familiar course, avoiding potential change and upset or do they provoke to action, encourage continuous improvement, are they genuinely open to new ideas, and do they embrace the possibilities (along with the risks) of doing things better, faster, and cheaper?

Surely, some leaders are masters of envisioning a brighter future and provoking the change to make it happen. Leaders from Apple, Google, Amazon, and other special leaders come to mind. But many others remain complacent to deliver short-term results, not "rock the boat," and keep on fighting the day-to-day fires rather than curing the firefighting illness and moving the organization to innovation, ideation, and transformation through strategic formulation and execution.

Provoking to action is risky for leaders as the old saying goes, "the nail that sticks up gets hammered down," and often leaders that make even the best-intentioned mistakes in trying to do the "right thing" get sorely punished. Only enlightened organizations encourage innovation and experimentation and recognize that failure is part of the process to get to success.

While responsible leaders, almost by definition, provide a stable, reliable, secure, and robust operating environment, we must balance this with the need to grow and change productively over time. We need more organizations and leaders to stand up and provoke action--to drive new ways of thinking and doing things--to break the complacency mindset and remove the training wheels to allow a freer, faster, and more agile movement of organizational progress. To provoke action, we need to make our people feel safe to look out for long-term organizational success strategies rather than just short-term bottom line numbers.

Harvard Business Review (December 2009) provides some useful tips for provoking action called "Five Discovery Skills Separate True Innovators from the Rest of Us."

• Associating--Develop a broad knowledgebase and regularly give yourself the time and space to freely associate--allow your brain to connect the dots in new ways and see past old stovepipes. “Fresh inputs trigger new associations; for some these lead to new ideas.”
• Questioning--”Innovators constantly ask questions that challenge common wisdom.” We need to “question the unquestionable” as Ratan Tata put it. We must challenge long-held assumptions and “Ask why? Why not? And What if?” Don’t be afraid to play devil’s advocate. Let your imagination flow and “imagine a completely different alternative.” Remove barriers to creative thinking and banish fear of people laughing at you, talking behind your back, dismissing you, or even conducting acts of reprisal.
• Observing--Careful observation of people and how they behave provides critical insights into what is working and what isn’t. There is a cool field of study in the social sciences called ethnomethodology that studies just such everyday human behavior and provides a looking glass through which we can become aware of and understand the ways things are and open us up to the way things could be better.
• Experimenting—We’ve got to try new things and approaches to learn from them and see if they work and how to refine them. Productive changes don’t just happen all of a sudden like magic; they are cultivated, tested, refined, and over time evolve into new best practices for us and our organizations. Experimentation involves “intellectual exploration, physical tinkering[and] engaging in new surroundings.”
• Networking—It’s all about people: they inspire us, provoke us, complement us, and are a sounding board for us. We get the best advances and decisions when we vet ideas with a diverse group of people. Having a diverse group of people provides different perspectives and insights that cannot be gleaned any other way. There is “power in numbers”--and I am not referring to the power to defeat our enemies, but the power to think critically and synergistically. The group can build something greater than any individual alone ever could.

Of course, we cannot drive change like a speeding, runaway train until it crashes and burns. Rather, change and innovation must be nurtured. We must provoke to action our organizations and our people to modernize and transform through critical thinking, questioning the status quo, regular observation and insight, the freedom to experiment and constructively fail, and by building a diverse and synergistic network of people that can be greater than the sum of their parts.

Playing It Safe or Provoking to Action