EDUCAUSE2006: Marilu Goodyear et al.
Career Development for IT Professionals
Marilu Goodyear, Professor, Public Administration and former CIO, University of Kansas, University of Kansas
Susan E. Metros, Deputy CIO & Exec Director for eLearning & Professor, Design Technology, The Ohio State University
Eugene L. Spencer, Assoc. VP for Information Services & Resources, Bucknell University
IT leaders can come from variety of backgrounds: MG: sociology degree/librarianship, interested in values that underlie seeking of information; ES: administrative computing @ Bucknell, now leads merged library/it org; a few years ago had good people but not adequate skills, needed professional/org development to succeed; SM: artist, professor of graphic design—keen interest in design architecture; project mgmt; now design has been totally changed by technology
Skills needed: listening, change management, collaboration, project management
Values: mission/vision/goals really are important; if I’m not aligned, I should leave. I have an easier time working if my values are lined up with organization; people can then be successful: we value: excellent customer service, professional development and leadership though the organization, refuse to let each other fail; leadership at all levels, etc.
Professional development:
Early: important to be critical thinker in school, but in job need to know skills which may not happen in education; you should articulate the tools you have in resume; need people skills; need to understand academic lay of the land, academic is different
Mid: Fill your gaps; choice of path between mastery or management, should make a conscious decision here, should have mentor to help you figure out what to do, start networking and build relationships outside your institution; am I enjoying what I’m doing? If not, should do something else, not too late to change
Late career: reinvigorate, John Seely Brown “reverse mentored” with teenagers, share institutional wisdom of what you have gained (continuity/successor planning); you are part of something bigger (IT in higher education); need to provide guidance for younger people; Step out of the spotlight—now willing to be 3d author; Others are capable, consider what your subordinates can do outside of job description; Used to think my job was to take obstacles away now I think I need them to stretch; Know when to let go: they may want to leave to be successful, remember to thank them; be flexible: they are under pressure; allow them to grow in jobs; build on someone’s position; I am in a learning collaboration (mentoring), mentoring group, more for me than them. Get together and talk about jobs, it’s valuable
What about advocating for the profession?:
Within environment, help people understand what we do (e.g., librarians in new faculty orientation) ; job to make UKansas degree the best degree it can be, faculty contribute to growth of knowledge; Advocating for the profession, CALEA, net neutrality, etc. – put values forward; Want to be part of collaborative discussion, rather then being utility
Work/life balance:
Know I’m doing my life work, to my mission statement, get energy out of doing what I am, get energy out of being able to do the best I can, so choose a few areas where I could dedicate time effort to doing best job while still doing full range of job; collaborate with other people; Best advice: I’m the one who needs to take charge of this, “they” won’t fix it; need to assess yourself; make compromises; Not to be known for what I do, but who I am. That’s where your identity comes from; Have good handle on obligations/ commitments and don’t let them get out of hand; I spend time on organization so I don’t have to feel there is something I’ve forgotten, can focus in moment
Marilu Goodyear, Professor, Public Administration and former CIO, University of Kansas, University of Kansas
Susan E. Metros, Deputy CIO & Exec Director for eLearning & Professor, Design Technology, The Ohio State University
Eugene L. Spencer, Assoc. VP for Information Services & Resources, Bucknell University
IT leaders can come from variety of backgrounds: MG: sociology degree/librarianship, interested in values that underlie seeking of information; ES: administrative computing @ Bucknell, now leads merged library/it org; a few years ago had good people but not adequate skills, needed professional/org development to succeed; SM: artist, professor of graphic design—keen interest in design architecture; project mgmt; now design has been totally changed by technology
Skills needed: listening, change management, collaboration, project management
Values: mission/vision/goals really are important; if I’m not aligned, I should leave. I have an easier time working if my values are lined up with organization; people can then be successful: we value: excellent customer service, professional development and leadership though the organization, refuse to let each other fail; leadership at all levels, etc.
Professional development:
Early: important to be critical thinker in school, but in job need to know skills which may not happen in education; you should articulate the tools you have in resume; need people skills; need to understand academic lay of the land, academic is different
Mid: Fill your gaps; choice of path between mastery or management, should make a conscious decision here, should have mentor to help you figure out what to do, start networking and build relationships outside your institution; am I enjoying what I’m doing? If not, should do something else, not too late to change
Late career: reinvigorate, John Seely Brown “reverse mentored” with teenagers, share institutional wisdom of what you have gained (continuity/successor planning); you are part of something bigger (IT in higher education); need to provide guidance for younger people; Step out of the spotlight—now willing to be 3d author; Others are capable, consider what your subordinates can do outside of job description; Used to think my job was to take obstacles away now I think I need them to stretch; Know when to let go: they may want to leave to be successful, remember to thank them; be flexible: they are under pressure; allow them to grow in jobs; build on someone’s position; I am in a learning collaboration (mentoring), mentoring group, more for me than them. Get together and talk about jobs, it’s valuable
What about advocating for the profession?:
Within environment, help people understand what we do (e.g., librarians in new faculty orientation) ; job to make UKansas degree the best degree it can be, faculty contribute to growth of knowledge; Advocating for the profession, CALEA, net neutrality, etc. – put values forward; Want to be part of collaborative discussion, rather then being utility
Work/life balance:
Know I’m doing my life work, to my mission statement, get energy out of doing what I am, get energy out of being able to do the best I can, so choose a few areas where I could dedicate time effort to doing best job while still doing full range of job; collaborate with other people; Best advice: I’m the one who needs to take charge of this, “they” won’t fix it; need to assess yourself; make compromises; Not to be known for what I do, but who I am. That’s where your identity comes from; Have good handle on obligations/ commitments and don’t let them get out of hand; I spend time on organization so I don’t have to feel there is something I’ve forgotten, can focus in moment
posted by Elizabeth at 5:34 PM
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