only this question please

Question: How do you interpret the kid's advice: "You've got to know what you don't know"?

The adventures of an IT leader... The Hero Called to Action that he was out of luck: "Girl Singing in the Wreckage" and "It's Only the End of the World" didn't sound upbeat. Barton cued the new tunes CHAPTER TWO and channeled the music to his high-end sound system, cranking up the volume. Toward the end of the album, the lead singer offered some breathy advice that struck Barton as fitting: Well you can bite the bullet, breathe in, breathe out, the singer whispered, against a stark backdrop 25 CIO CHALLENGES of percussion and guitar, Or be a victim all your life. It made Barton laugh. Seizing the energy in this burst of levity, he decided to get out of the condo for a while, take a walk, find something to lift his spirits. Grabbing a coat, he left without turning off the music. Forty or so minutes later, hitched up to the bar at Vinnie's Bistro, he found himself in a serious conversation with a kid who, Barton as- sumed from his looks and the way he talked, did some kind of tech- Friday, March 23, 9:48 PM ... related work for a local business or university. The guy was in his late twenties, Barton guessed, just a decade or so younger than Barton him- By late in the evening, a sense of foreboding had settled over Barton. self, but total kid and total nerd in the way he interacted. In the time it He wandered from one room to another in his upscale condo, stopping took to drain a beer, Barton had told his sad tale of career misfortune. to flip through news videos, sound muted, without perceiving the im- The kid had advice. He kept repeating a phrase that Barton couldn't ages that flashed on screen. Several times he tried to call Maggie, the quite follow: woman he'd been dating for the past two years. Barton was frustrated "You've got to know what you don't know." that, on top of the day's events, he was stuck home alone on a Friday "Huh?" responded Barton. 26 night because Maggie, a management consultant, was on temporary "What you don't know. You've got to know it." assignment in another city. She was probably with clients, but it was "How can I know it if I don't know it?" odd that she was not answering. Given his overall state of mind, Barton "No, I don't mean you should know the things that you don't know. was inclined to assume the worst. I mean that you should know the things you know, and know what you He thought about going for a run, but he preferred mornings for don't know." that. Going online, he discovered that his nephew, a technology, music, Barton shook his head, perplexed. "How are those things different?" and video game enthusiast, had recommended some music. Jack often The things you know and the things you don't know? Because you sent Barton interesting things, like links to music or funny videos. Bar- know one and you don't know the other." ton and his nephew shared a special relationship, though they didn't "Yeah, but you think I should know them both. I see how to know see each other very often (Jack lived in the suburbs, which might as the ones I know but it's that know-things-you-don't-know bit I'm trip- well have been in another country as often as Barton made it out there ping over." from the city) 'Let me start over," the kid said. "In taking on a new assignment, such Delighted with the distraction, he accessed the music, an album by as the one you've been given, you have to . . . you have to realize that a band called Black Box Recorder. Barton hoped for something that there are some categories of things that you know, and some things that would lift his spirits, but he could see immediately from the song titles 27 you don't. And you have to know what is in which category." 25 26The adventures of an IT leader... The Hero Called to Action that he was out of luck: "Girl Singing in the Wreckage" and "It's Only the End of the World" didn't sound upbeat. Barton cued the new tunes CHAPTER TWO and channeled the music to his high-end sound system, cranking up the volume. Toward the end of the album, the lead singer offered some breathy advice that struck Barton as fitting: Well you can bite the bullet, breathe in, breathe out, the singer whispered, against a stark backdrop 25 CIO CHALLENGES of percussion and guitar, Or be a victim all your life. It made Barton laugh. Seizing the energy in this burst of levity, he decided to get out of the condo for a while, take a walk, find something to lift his spirits. Grabbing a coat, he left without turning off the music. Forty or so minutes later, hitched up to the bar at Vinnie's Bistro, he found himself in a serious conversation with a kid who, Barton as- sumed from his looks and the way he talked, did some kind of tech- Friday, March 23, 9:48 PM ... related work for a local business or university. The guy was in his late twenties, Barton guessed, just a decade or so younger than Barton him- By late in the evening, a sense of foreboding had settled over Barton. self, but total kid and total nerd in the way he interacted. In the time it He wandered from one room to another in his upscale condo, stopping took to drain a beer, Barton had told his sad tale of career misfortune. to flip through news videos, sound muted, without perceiving the im- The kid had advice. He kept repeating a phrase that Barton couldn't ages that flashed on screen. Several times he tried to call Maggie, the quite follow: woman he'd been dating for the past two years. Barton was frustrated "You've got to know what you don't know." that, on top of the day's events, he was stuck home alone on a Friday "Huh?" responded Barton. 26 night because Maggie, a management consultant, was on temporary "What you don't know. You've got to know it." assignment in another city. She was probably with clients, but it was "How can I know it if I don't know it?" odd that she was not answering. Given his overall state of mind, Barton "No, I don't mean you should know the things that you don't know. was inclined to assume the worst. I mean that you should know the things you know, and know what you He thought about going for a run, but he preferred mornings for don't know." that. Going online, he discovered that his nephew, a technology, music, Barton shook his head, perplexed. "How are those things different?" and video game enthusiast, had recommended some music. Jack often The things you know and the things you don't know? Because you sent Barton interesting things, like links to music or funny videos. Bar- know one and you don't know the other." ton and his nephew shared a special relationship, though they didn't "Yeah, but you think I should know them both. I see how to know see each other very often (Jack lived in the suburbs, which might as the ones I know but it's that know-things-you-don't-know bit I'm trip- well have been in another country as often as Barton made it out there ping over." from the city) 'Let me start over," the kid said. "In taking on a new assignment, such Delighted with the distraction, he accessed the music, an album by as the one you've been given, you have to . . . you have to realize that a band called Black Box Recorder. Barton hoped for something that there are some categories of things that you know, and some things that would lift his spirits, but he could see immediately from the song titles 27 you don't. And you have to know what is in which category." 25 26The adventures of an IT leader... C10 Challenges The Hero Called to Action "Oh, I see. I think. I don't have to actually know things I don't know, "I'm not asking you what you know; I'm asking you what you think." I just have to know what they are and realize that they're in the don't- "It's just," he said, now turning to Barton with a slightly vindictive know category." tone, "that I've worked for a lot of people who think they're good man- The kid drained the last of a mug of root beer and slammed it down agers, and what they don't know is that they don't know a rainforest hard on the bar. "That's it!" from a desert. So, nothing personal. I just think most people who think Despite himself, Barton felt proud. He took a sip of his second beer, they 'know the management stuff' probably don't really. You might be which the bartender had just delivered. an exception." He shrugged again. 25 "So, what about it?" the kid asked. Barton thought about this. It sounded like the kind of thing one "Huh?" said Barton. should keep in mind when taking on a new job. The boundary between "What about it? Do you think you . . . you realize what categories of technical and management stuff might not be clear-cut. "Fair enough," things you know and what categories of things you don't know?" he said to the kid. Barton thought about this. "Yes," he said. "I definitely don't know the The kid seemed surprised. "You might be an okay manager after all," techie stuff. I definitely do know the management stuff." he said. "Hmmm," the kid said. "So if you were me," Barton asked, "what would you do on Monday? "What?" asked Barton. What would you do on your very first day?" 'You sure about that?" "Easy," the kid responded. "Start trying to figure out who on your "About what? I'm sure I don't know the techie stuff." team is really good. You don't know the 'techie stuff, as you put it, so The kid raised his eyebrows, a gesture that suggested wisdom Barton it won't be easy for you to tell who in the department is really good thought he could not possibly possess. "So what about the 'manage- and who isn't all that good. Lots of managers never really know that. ment stuff, as you put it?" And, to pick up on our earlier conversation, they don't know that they Barton was indignant. "Of course I know that stuff. I'm the best don't know it. Which makes them do stupid things, like reward dolts 26 manager they've got. That's why they've chosen me for this job." and underappreciate genius. Put people on the wrong projects. Insist "Okay," said the kid. He motioned to the bartender, ordering an- on objectives that make no sense. Everyone realizes it when managers other soft drink. The bartender shouted down to Barton, "You want don't know what they don't know. It's a state of blissful management another too?" Barton shook his head. He was fixated on the kid and ignorance. There's definitely a talent in it-don't get me wrong. Some what he was saying. people get paid quite a lot of money not to know a rainforest from a "You don't seem convinced." desert. They succeed mostly by managing the appearance of success 'Are you?" rather than actual success." " Yes. Just then, Barton's ringtone sounded. It was Maggie. "Hey, fine. Whatever." "Hi Jim. Looks like I missed several calls," she said. "Everything "But you don't believe me. Even though you don't know me and okay?" have never seen me manage anything," observed Barton. 'Not really," he answered, "but nothing dire or life-threatening. If "It's not that," said the kid, receiving a new, frosty mug from the bar- you've got some time, I'll tell you about it." tender and taking a sip. "It's nothing to do with you personally." "I've got time now," she said. "We had a team meeting that went "What is it then?" late or I'd have called you back sooner. Where are you?" She'd heard background noise. 27 The kid shrugged. "I'm a technical guy-what do I know?" 27 28 Page 42 of 343The adventures of an IT leader.. 28 CIO Challenges The Hero Called to Action So when Davies slowed down and stopped to rest and stretch, Bar- Without waiting for a response from Barton, Davies sprinted away, ton did also. making it clear that he didn't want to be followed. "Hi, Bill," said Barton. Barton couldn't have followed him anyway. "Hello, Jim," responded Davies. The offer of the CIO job had provoked many strong reactions in "Nice day." Barton. He'd felt put-upon. He'd patted himself on the back for being "A bit cold for March." a good guy, willing to take one for the team. He'd supposed himself A pause grew uncomfortable. Barton broke it: "I guess you heard ..." the most flexible member of the senior management team, imagined "I did." Said too quickly, to cut off whatever else Barton was about how grateful his CEO and management peers must be, seeing him act to say . in such a selfless manner. He knew that the job would be hard and had Barton waited to give Davies time to say more, but he stayed quiet. considered that he might even fail at it. But until this moment-until Barton opted for brevity to fill this new silence: "Ironic, huh?" Davies had said what he'd just said-Jim Barton had not once con- 29 "I laughed for about half an hour when I heard." sidered the possibility that the company might unceremoniously boot Said in a monotone. Barton looked closely, trying to discern whether him if they didn't like what he did with the IT department. Yet how the remark was a friendly joke or a hostile dig. The guy's social skills could they? It would be like spitting in the face of a hero. had never been great, so Barton figured this might just be awkward- But as Barton contemplated Davies's words, he knew they contained ness. He might not mean anything by it. Maybe it was just poorly cali- truth. In business, memories were short. Nine months from now, no brated candor. one would remember what a great guy he'd been to take the job. They'd Barton made a peace offering: "Hey, I just want you to know-we just know it was his job, and if they thought he was doing it badly, they'd had some disagreements." feel no more loyalty toward Barton than he had felt toward Davies. A "We sure did." lot could-and would-change in a short time. Again, Barton could not read the sentiment behind the words. He So if he was going to take this job-if Jim Barton was going to be- continued: "I was out of line at times, and I feel bad about that." Davies come the CIO of IVK-he would need to expect to be judged on his shrugged. Barton pressed ahead: "I guess I just want to say 'No hard performance, regardless of the deficit of experience in the area that was feelings,' not on my part." his starting point. It was obvious, really-the kind of point he might Confusingly, Davies began to laugh. Soft at first, his laughter quickly have made to Davies in a past discussion. He'd been deluded to think 30 gained volume. Barton looked around to see if anyone else was nearby, otherwise, and the sudden "shoe on the other foot" reversal shook him embarrassed for Davies, a little worried what he might do next. Just to his core. when Barton was beginning to wonder if the guy might be coming Sighing deeply, he set off down the path in the direction Davies had unhinged, the laughter stopped. Davies turned to Barton, looked him not taken. right in the eye and said: "What you don't realize, Jim, is that you'll be gone soon too. That company is a madhouse. Nobody could succeed running IT in that place. You won't last a year." Sunday, March 25, 3:15 PM .. . Barton started to answer, but Davies wasn't finished: "Don't feel bad for me," he added. "I start a new job on Monday. I even got a raise. And By early afternoon, Barton had gotten over Davies's challenging asser- you're going to need all that feeling-bad capacity for yourself when you ion and reverted to a more helpful mode of thinking about concrete get tossed out on your butt." first steps in his new job. One obvious idea would be to meet with CIOs 31 Page 46 of 343 32 31v n.- adv-Mun: ot .u n Ind-r... 30 (I0 (hallenges of other companies who might be willing to share with him how diey thought about their jobs. But he wa sn't sure how to go about this. Heid never been a CIO and did not have a network of C10 associates. Mag- gie was his ace in the hole, however. She worked closely wim many IT managers and knew many CIOs. It would be a matter of telling her the C105 or the companies he'd like to approach. He wasn't sure what to tell her, however. Competitors wouldn't do. They couldn't he counted on to be forthcoming, and mere might even be legal issues. On the other hand, he'd have to be careil about whed'l- er the way very different kinds of companies used IT would be rel- evant to IVK. To some extent, of course, which companies he met with would be determined by the willingness and availability of the people he approached. After a few minutes of thinking about this, Barton ealled Maggie. \"Hey mere,\" she said. \"I was Just about to ea1l you. How are you feellng today about the fast-moving events in your life?" Barton laughed. \"A little whiplashed, but okay, I guess. How about youyou spend a lot oftime with CIOs alreadysure you want to be involved with one? \"You mean, will 1 still love you if you turn into an IT nerd? I'm not sure. But I think I can handle it.\" \"Gee, I sure hope so,\" said Barton trying on a fake nerd voice. real- izing he was no good at it, then reverting to normal tones: \"Seriously, though, I am getting more practical about it, thinking about how to do it. IfI do it." \"That soundslike a good thing." \"I think so. I was wondering if it might make sense for me to meet with od'ler CIOs, people who might know a lot about how to do this Job. But I don't actually know anybody helpful" \"Ah, but you're thinking maybe I do?" chp'u \"Yet again, you want me for my knowledge." \"Among other things." \"Well," she sighed playfully, "okay. But it'll eost you. want me to set up some lunches?\" \"That sounds about right.\" The Item (alled tn Anion "It's a terric idea. But what you get out of it, Iim, I'll tell you right now, is going to be highly variable.\" "Okay. Maggs. whys that?" \"Because to get to the level of discussion that will be really helpful, you're going to have to get to know diese people. Surface-level stuff will help some, but to get into the next level of discussion, you'll have to have a relationship. So I think you should meet With some of them not just ouee, but penodieally. The most valuable guidance will come in time, not right away.\" \"Makes sense. How about if we set up some rst meetings, then we can gure out who seems promising for repeat engagements?" \"Yeah. I'm minking local metro area, but you'd probably be willing to y an hour or two for the right luueh date, right?\" "Absolutely." "Any moughts,\" she asked, \"on whieh companies, whieh C105?" \"1 don't really know any CIOs," Barton answered. \"And I'm not sure how to think about whieh companies." \"How soon would you like to start?" \"Not sure about that either. I'm temptedto say 'as soon as possible,' but maybe you think there's some level of expertise I should acquire before I start this process?" \"No, I don't dunk that' s die issue, unless mat would make you more comfortable. Tell you whatwhy don't you think about it some more and send me what you come up with? Tell me how you want to choose companies or CIOs, when you want to start, how often you wantto meet, any other details important to you. I'll probably vary horn your guidance where I think it's a good idea, butthis would give mea base to start from." \"Thanks, Maggs. Iill do that as soon as I can, next couple of days. I'd do it today, but I'd like to get a bit of a read from some of my new management team." \"Doesn't sound like you're thinking about this assignment hypo- thetically anymore. Decided to take the job?" \"Let's just say that I haven't decided to leave, so I guess maybe that's the samethlng as deciding to accept.\" "You okay With me setting up some meetings with other industry folks, not necessarily CIOs?\" The adventures of an IT leader.. 32 CIO Challenges The Hero Called to Action "I think so. Who do you have in mind?" "Jim, Jim, Jim," Maggie said, feigning disappointment, an exasper- 'Some analysts, the ones who have a clue, and maybe some key peo- ated headshake conveyed in the rhythm of her words: "Is that your way ple who work for IT vendors or service firms, people who I know are of saying that you miss me?" smart. Maybe some industry movers and shakers, people who are in- volved as investors or who have other reasons to want to keep track of where they think things are headed in the IT industry. "Wow. That'd be great. I might find it particularly helpful to talk to REFLECTION people who have a business view into IT." "Have you thought about whether there are other strategic lunch engagements you should seek out? How about meeting with How do you interpret the kid's advice: "You've got to know what you don't know"? customers?" 33 'I know all our customers pretty well. I was head of Loan Ops until Why do you think Davies got fired? How likely is it that Barton will be fired about forty-eight hours ago, you know." within the year? 'But you don't know them as the IVK CIO. You might be surprised by what you don't know that they might tell you if you present yourself What kinds of questions should Barton be asking of ClOs, analysts, investors, as the new CIO and ask questions about how well IVK is meeting their customers, and other IT movers and shakers? How should he prioritize and or- business needs with IT." ganize these meetings? "That's a good idea," said Barton, though privately he was less than fully convinced. If his customers had been having trouble with IT, he'd have known about it. "By the way, Jim, I saw a presentation the other day about how IT management is changing. I took some notes to send to a couple of my staff. I can send them to you, if you like." "I'll look forward to seeing them. Thanks, Maggs," said Barton. "Anyone else you want to meet with?" 34 "With all these ideas you're coming up with, I'm going to have to prioritize a bit. Can't meet with them all right away." "You give it some thought, I'll give it some thought. We'll formulate a plan." "Right. Let's figure out what to do." "Then do it." "Right." Barton shifted gears, "So, how are things there? That hand- Them odw mommy some banking client behaving himself?" *See "Maggie's notes on 'The IT Manager as a Business Leader" at the end of this chapter. 35 36 35