Playbook –

After using Apple's Health app in combination with LoseIt! and Jawbone's UP3 I began to think about how technology can deliver better reporting to be more user friendly and change behaviors both on the technology and business side. In this episode of CIO Playbook with Jeffrey Hurley I talk about my personal fitness goals and how the applications on the iPhone 6 are contributing to better management and ultimately the accomplishment of my health and fitness goals. I then ask, "How can information technology departments using the example of the iPhone fitness application's reporting and deliver better reporting to our constituents and business partners?" The Health App The Health App provides trend analysis reporting with several simple to enter data points that can help an individual modify their behavior and begin to see the results of their actions. In Combination By combining the Apple Health App with LoseIt! and Jawbone's Up I have been able to track numerous health related actions including calories consumed/burned, food quality, and personal health statistics. All of which allow me to track progress toward my weight and health goals. IT Reporting Should be Better Reporting IT reporting today is really a series of reports that provide detailed information, however, they do not enable the end consumer of technology to mange their business needs. We as technology leaders need to begin to think differently. How can we enable our businesses for success. Still Working on a Solution I am working toward a solution to our better reporting problem and welcome your ideas and feedback. If you have things that are working in your organization, I would like to hear from you. If you have an idea that you want to test out, I want to hear from you. Let's start a dialog on how to get better reporting in our technology departments. Notes: Photo via flickr.com: Run by See-Ming Lee CIO Playbook with Jeffrey Hurley is a podcast dedicated to the development of technology leadership hosted by Jeffrey Hurley, a seasoned global technology leader who has held positions with Fortune 500 companies throughout the world including diverse countries: Japan, Hong Kong, Singapore, India, United Kingdom, and the United States. He is currently based in New York.

This week on CIO Playbook with Jeffrey Hurley we are discussing the importance of building your leadership brand. This discussion comes from a presentation I did last year to a group of CIOs. Your brand is an important component in the development of a strong technology organization. The show notes are summarized below. For more details I suggest listening to the show audio. Personal Development and Career Management Make brand definition part of your personal development plan Use the social media tools available to you Contribute to the conversation Help others and build a reputation Toastmasters One of the best personal development organizations Provides a safe environment to learn at your own pace Learn to speak quickly on your feet Learn to speak to large and small groups Learn to lead Learn leadership A Paradigm Shift Building your brand requires a shift in your thinking Building your brand will require getting out of your comfort zone So Many Options So Little Time LinkedIn Tumblr Google+ Facebook Pinterest Instagram Twitter And so on…. What Should You Do Be the real you Be consistent Showcase what you can do Build relationships Keep up to date Be a service, a giver 20:1 Ratio Don’t count your followers Proactively call out your brand (when you meet people, get interviewed, do a guest post, etc.) Have a next step in mind so that people can engage Michael Hyatt’s Ten Reasons Every Leader Should Have a Blog To improve your communication skills. To create a repository for your best thinking. To provide thought leadership to your industry. To raise your organization’s visibility. To share your organization’s vision. To network with people who can help you. To build trust with prospective customers. To build authority in your niche. To gather feedback from your constituents. To mentor the next generation of leaders Why a Podcast Develop expertise in your industry Demonstrates consistency and reliability Easy for the audience to consume A tool for recruiting Global audience Low cost barrier to entry Increase your personal and professional network Why Audio Over Video Lower cost of entry Less work on editing Video requires the consumer to watch a screen limiting viewing option Requires more than just turning the camera on and speaking into it What the Experts Are Saying Your brand is what people say about you when you’re not in the room” - Jeff Bezos, Founder of Amazon “Personal branding is about managing your name — even if you don’t own a business — in a world of misinformation, disinformation, and semi-permanent Google records. Going on a date? Chances are that your “blind” date has Googled your name. Going to a job interview? Ditto.” - Tim Ferriss, Author of the 4-Hour Work Week “Branding demands commitment; commitment to continual re-invention; striking chords with people to stir their emotions; and commitment to imagination. It is easy to be cynical about such things, much harder to be successful.” - Sir Richard Branson, CEO Virgin “Life isn’t about finding yourself. Life is about creating yourself.” - George Bernhard Shaw, Author “Too many people over value what they are not and undervalue what they are.” - Malcolm Forbes, Publisher “Be Yourself, Everyone Else is Already Taken”. - Oscar Wilde, Author and Playwright Become an Expert in Your Industry Start working on your brand today Contribute to the conversation Select the social media platforms most relevant to you and participate Help answer questions Notes Photo via flickr.com: Brand  by Rupert Ganzer 10 Reasons Every Leader Needs a Blog, Michael Hyatt CIO Playbook with Jeffrey Hurley is a podcast dedicated to the development of technology leadership hosted by Jeffrey Hurley,

This week we discussing my favorite iPhone apps for 2014. This is the list of apps for the iPhone that I found increased my productivity, improved my goal setting/achievement, or allowed my to stay in touch with others more easily. This year there are ...

Today on CIO Playbook with Jeffrey Hurley we will be discussing what the Sony Pictures breach mean to you as a technology leader. This breach is unprecedented in the data stolen and then the malware deployed to destroy the information technology infrastructure of Sony Pictures. This type of attack was until recently unfathomable in the corporate information technology space. You Need a Bigger Boat First I want to start with of the quote from Chief Brody in the movie Jaws, “you are gonna need a bigger boat”. The situation with Sony is both about crisis management organizational preparedness. The Sony organization was clearly targeted by a superior entity other than your average “hacker”. Some argue it is North Korea in retaliation for the soon to be released Seth Rogen film “The Interview”. Other say it is a disgruntled employee. A challenges with hacking is it is very hard to identify the source of the hack or the responsible party. The power of the Internet and the cloud has given those who would work against us the ability to use tools and technologies in countries not even related to their location. The hacking of Sony Pictures should send a shudder through every technology leader and the same goes for Board of Directors and Business Management. The challenge with security is even if you build solid perimeter protection, all it takes is one employee to open the door and invite the hacker in. Once inside the hacker can acquire additional credentials, in stall advanced persistent threats, or other utilities to assess the network and files. These actions are designed to go undetected and take months to set into place. Looking at the magnitude of the Sony Pictures hack the question that begs is how many other companies are at risk of something similar? Do hackers already have entry points into major corporate networks? Have they installed programs that are dormant and waiting to be activated? The attack on Sony Pictures bears resemblance to the March 2013 attack on South Korean banks that shut down bank ATMs and cell phone networks. These types of attacks take time to establish and set up. The hackers that are conducting this type of attack are targeting a specific victim and taking the time to establish a foothold in the victim’s computer network. As an information technology leader you should be asking your teams to assess the probability of hackers having already taken up residence in your organization’s computer network The hacker group calls itself the Guardians of Peace (GOP) is focused on the destruction of Sony Pictures. Though it is not clear why they are targeting Sony Pictures other than the last line of an email they sent to all Sony employees, “IF you want to prevent us, make your company behave wisely.” A copy of the email, published by theverge.com is published below: I am the head of GOP who made you worry. Removing Sony Pictures on earth is a very tiny work for our group which is a worldwide organization. And what we have done so far is only a small part of out further plan. It’s your false if you think this crisis will be over after some time. All hope will leave you and Sony Pictures will collapse. This situation is only due to Sony Pictures, Sony Pictures is responsible for whatever the result is. Sony Pictures clings to what is good to nobody from the beginning. It’s silly expect in Sony Pictures to take off us. Sony Pictures makes only useless efforts. One beside you can be our member. Many things beyond imagination will happen at many places of the world. Our agents find themselves act in necessary places. Please sign your name to object to the false of the company at the email address below if you don’t want to suffer damage. If you don’t, not only you but your family will be in danger. Nobody can prevent us, but the only way is to follow our demand. If you want to prevent us, make your company behave wisely. Either You Have Been Hacked or You Don’t Know You Have Been Hacked

This week on CIO Playbook with Jeffrey Hurley I am discussing my current top leadership books. I am an avid reader and have found that this list has evolved each year as I read more books and find new classics. For example I will be talking about John Maxwell's 21 Irrefutable Laws of Leadership which I consider my all time favorite. I will also discuss Marcus Aurelius' Meditations which is a new addition to my list and a book that is in the public domain. I hope that you will find these books as fascinating and informative as I have and will read them many times over. These books are not the "quick tips" type that you can start tomorrow. There are books that you will want to study and dig into deeply. Each book is a powerful seminar on success. While many of these books are not specific "leadership" books I believe all great leaders are readers. A leader must have a broad foundation to source her thoughts and ideas and therefore will read more than just leadership specific books. I provide the book summary provided by the publisher via Amazon.com for each of these books for more of my personal thoughts please listen to the audio of this episode. Here is my list for 2014: The Meditations of Marcus Aurelius, translated from the Greek by Jeremy Collier Marcus Aurelius wrote 12 books for no one but himself. Marcus Aurelius advocates finding one's place in the universe and sees that everything came from nature, and so everything shall return to it. Another strong theme is of maintaining focus and to be without distraction all the while maintaining strong ethical principles. His Stoic ideas often involve avoiding indulgence in sensory affections, a skill which will free a man from the pains and pleasures of the material world. He claims that the only way a man can be harmed by others is to allow his reaction to overpower him. This allows one to rise above faulty perceptions of "good" and "bad". The 21 irrefutable Laws of Leadership by John C Maxwell If you have never read The 21 Irrefutable Laws of Leadership, I believe you are missing out on one of the best leadership books of all time. The 7 Habits of Highly Effective People, By Stephen Covey The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change was a ground breaking book when it was first published in 1990. Stephen Covey argues that success is a balance of personal and professional effectiveness.. Drive, by Daniel Pink I believe this is Daniel Pink's best book and like John Maxwell's 21 irrefutable laws of leadership if you haven't read this book you are missing out on one of the best books on motivation. Daniel discusses how the combination of three elements: Autonomy, Mastery, and Purpose create true motivation.. How to Win Friends and Influence People, Dale Carnegie For more than sixty years the rock-solid, time-tested advice in this book has carried thousands of now famous people up the ladder of success in their business and personal lives. You can achieve your maximum potential by learning: Three fundamental techniques in handling people The six ways to make people like you The twelve ways to win people to you way of thinking The nine ways to change people without arousing resentment Scaling up Excellence, by Robert Sutton and Huggy Rao In Scaling Up Excellence, bestselling author Robert Sutton and Stanford colleague Huggy Rao tackle a challenge that determines every organization’s success: scaling up farther, faster, and more effectively as a program or an organization creates a larger footprint. Scaling Up Excellence is the first major business book devoted to this challenge. Good Strategy Bad Strategy by Richard Rumelt Developing and implementing a strategy is the central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, a church pastor, the head of a school, or a government official. Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values,

This week on CIO Playbook with Jeffrey Hurley I am discussing the importance of developing a business value dashboard to demonstrate information technology contribution to the lines of business. Businesses are increasingly viewing information technology as a strategic competitive advantage. Yet, there still is  struggle to define and measure the value contribution being made by information technology. The business value dashboard is a start down the path to better demonstration of technology's competitive advantage to your lines of business. Introduction Application technology and technology operations organizations within the information technology department both provide the underlying pipes and plumbing and enable applications to run in support of our lines of business.. As technology continues to evolve the information and operations organization is faced with the ongoing challenge of meeting the line of business demands. Demonstrating that the information and operations organization’s performance is properly aligned to meet the demands of the broader organization is the focus off today’s discussion. The Challenges Most technology dashboards focus on technical measures that have little if any connection to the lines of business they support. For example system up-time, calls to the help desk, employee moves and changes, projects on time. Because it is not easy to identify the value information technology brings to the lines of business the focus of the IT and finance professionals tend toward reducing costs. The information technology organization is facing new external challenges with cloud services like Amazon web services and IBM’s Softlayer. Challenging the notion that an organization should run these functions “in-house”. Information technology organizations have difficulty tying their activities to business productivity, key projects, and business transformation initiatives. The Recommendation Build an executive dashboard that defines productivity in business terms. Gather solid financial information focused on revenue. Cost savings, and spending. Understand you line of business strategies and goals; then build a business value dashboard that speaks in terms of contribution toward these strategies and goals. Dashboards Are Not New The idea of reporting via a performance dashboard is not new. Every year thousands of information technology shops struggle to identify the appropriate information, communicate value, and performance. The focus is traditionally on the executive dashboard targeting senior leadership. This dashboard seeks to provide a visual representation of trend and performance goals. However, these dashboards do not demonstrate the value of service delivered. Information technology organizations are now realizing that failing to demonstrate values of services provided will result in shrinking budgets and staffing reductions. Identifying the appropriate measures to show value to the business will change the perceptions of the lines of business. Think in Terms of Value Traditional information and operations productivity measures have value in managing the organization, however, business value is built upon more than just productivity metrics. Information and operations teams need to think in terms of business value contributed. Information technology has struggled to show how the information technology organization directly contributes to the bottom line of the business. Gartner estimates that customer experience technologies designed to provide advanced analytics and business intelligence should be the priority of the modern information technology organization. Producing better more complete views of spend and performance. Business value is the focus on information needed to make business decisions. Using a business value dashboard to provide information on business impact will improve the technology and line of business relationship.

This week on CIO Playbook with Jeffrey Hurley we are covering how to justify a project. To justify a project is more than just a return on investment, it is the assembling of a business justification and then a portfolio of projects that will generate ...

This is Part IV of the Master Data Management series and will bring us to conclusion for this series. This week on CIO Playbook with Jeffrey Hurley I am concluding the series on Master Data Management. In this series I have gone through what is needed ...

This is Part III of the Master Data Management series. This week on CIO Playbook with Jeffrey Hurley I am continuing the series on Master Data Management. In this new series I will be going through what is needed for an effective Master Data Management. This is part three of master data management and in this session we are going to talk about the master data management assessment the various tasks that you’ll need to do for the assessment, how to implement your master data management project, and master data management architectural styles. Gaining control of your master data is a step along the path to being able to leverage technology opportunities. Assessing what will need to be done for your master data project is an important prerequisite to being able to provide measurable improvements upon completion of your project. Thinking in terms of people change management recognizing there is no way to avoid changing the way work will be done. There will be an impact on the people doing the work. The project will need to explore process design before embarking on technology design. Master data management comes down to the improvement in business process and in the understanding how these processes work. How the process will change should be part of your assessment phase. Your data collection and analysis will be the core to driving the success of your master data management project. Operational effectiveness is phase 1 or ground zero of your project. New business opportunities and new acquisition opportunities identified through data analysis are a second opportunity. IT architecture and infrastructure will change with the introduction of a master data management solution. Architecture and infrastructure is a complex area many business partners have little to no interest in understanding. Therefore it is important for your IT architecture team and your business architecture team to provide clarity. Business architecture will drive your IT architecture and ultimately the success of this project. Transforming master data is the analysis of how the data will be stored, retrieved, used, and then put back into the various systems. Most systems have “their own way” of storing data. A common agreement will have to be reached as to how data exchange between systems will happen. Understanding how each system stores its data and then how each system will provide the element back to the master data management repository. Therefore transformation will have to take place for the data to meet the needs of the common environment. The project will not be complete without data migration. Extraction, transformation, and loading into the new system and the ongoing integration between systems will need to be assessed. Data migration is one of the most difficult portions of the data project and often data migration is not understood nor assessed. Existing or legacy systems contain data elements “stored in their own way”. Getting this data extracted, transformed, and loaded into the new solution can potentially be a long process. Understanding what this means for your systems and solutions is going to be important to determining success of your project. Often the individuals managing the source or legacy data is managed in these systems; causing challenges when you are trying to assemble your data components in your new system. Set aside time for an accurate and measured assessment of the demands of existing data in your systems and where the gaps are. You will want to complete the following assessments: Review the corporate and IT strategy Analyze the needs, wants, and demands of your stakeholders Set realistic project objectives Identify external influences, compliance, resources, budget, and legal issues Review roles, responsibilities, organizational charts, and project CAIRO (consulted, accountable, informed, responsible, omitted) How to Implement Your Master Data Management Project

This week on CIO Playbook with Jeffrey Hurley we are talking about the Gartner Top 10 Technology Trends for 2015. Gartner says there are three themes: the merging of the real and virtual worlds, the advent of intelligence everywhere, and the technology impact of the digital business shift. Gartner’s top 10 technology trends for 2015 are: Computing Everywhere The Internet of Things 3D Printing Advanced, Pervasive, and Invisible Analytics Context-Rich Systems Smart Machines Cloud/Client Computing Software-Defined Applications and Infrastructure Web-Scale IT Risk-Based Security and Self-Protection Notes: Gartner's Top Ten Technology Trends for 2015 CIO Playbook with Jeffrey Hurley is a podcast dedicated to the development of technology leadership hosted by Jeffrey Hurley, a seasoned global technology leader who has held positions with Fortune 500 companies throughout the world including diverse countries: Japan, Hong Kong, Singapore, India, United Kingdom, and the United States. He is currently based in New York.

This is Part II of the Master Data Management series. This week on CIO Playbook with Jeffrey Hurley I am continuing the series on Master Data Management. In this episode I am reviewing who should own the Master Data Management program, process optimiza...

This is Part I of the Master Data Management series. This week on CIO Playbook with Jeffrey Hurley I am kicking off a series on Master Data Management. In this new series I will be going through what is needed for an effective Master Data Management program and the bringing together of an organization’s key data into a global solution for use across the lines of business and their support teams. The goal being “one version of the truth”. Understanding your master data is really where you have to build your foundation. Master Data Management is strategic as well as a competitive advantage. Your data duplication, accuracy, and reconciliation are costing your company in lost opportunities, higher costs, and potential regulatory compliance. Your organization will want to drive down costs, enable top line growth, empower merger and acquisition success, manage risk, and differentiate your organization. First, not all data is master data; master data is essential for core business activities. Master data management is the discipline of ensuring your data elements are consistent and correct throughout your organization. Every process in your organization is creating transforming or using data; however, not all data is master data, not all that data is essential for core business activities. Master data management is making your business run as efficiently as possible. Master data refers to people, places, and things. Examples of master data can include customer information, production information, product information, customer addresses, and key account information. Your master data is not your transaction data, it is not your unstructured data in the employee personal folders or on the network. Your master data is not email. The industry uses a simple analogy to better understand what master data is and is not. Think of a business transaction as a sentence, the nouns in the sentence are your master data and the verbs are not master data. Master Data Management is about making sure your data elements are consistent across all of your systems. Master data is about managing the data by keeping it clean. All organizations have systems, solutions, and processes producing data; often in non-consistent formats for non-consistent utilization. Each system has its own way of collecting and saving data and therefore makes it difficult to share data between systems. There is a lot of integration work that goes into creating these master data solutions and I will get into this further as we go through today’s discussion. The key component is data needs to be clean, it needs to be consistent, it needs to be accessible, and it needs to be usable. Master data management should meet some of the following recommendations: A significant amount of data. If you have a small number of customers for a small number of transactions for a small number of products there’s no reason to maintain those lists. Is unpredictable. Master data can change when a customer moves, changes their phone number, changes their relationship status, etc. High value. Maintaining your master data is expensive and therefore should be a high value item. Any data that you are maintaining within the umbrella of master data should be high value to your organization your An asset to your organization. Used on a regular basis. If the data is not being used extensively throughout the organization it’s probably not worth the effort and cost associated with maintaining it to put it into your master data management solution. Master data comes with problems; data quality is an important aspect of your master data management and many systems have issues with the quality of their data. A phrase often mentioned in technology is “garbage in, garbage out” or G-I-G-O. Master data quality issues can be categorized into a few major categories: Duplication, when two or more records from the same person or object are within the same system. Conflicting data,

This is part VI of the Competency Dictionary series. This week on CIO Playbook with Jeffrey Hurley I am continuing the interview distinction series with a sub-series called the competency dictionary. In this new series I will be going through a set of competencies that can be added to the core and leadership competencies as you develop your performance expectations for the roles you create and recruit for in your organization. In episodes 107 and 108 I cover the core competencies and leadership competencies.In each of episodes 109, 110, 111, 112, and 113 I introduced ten competencies and I have listed them below for your reference: Analytical thinker Assertive Big Picture Thinker Building Partnerships Building Strategic Working Relationships Building Trust Building effective networks Business Process Expert Champion of Succession Management Confident Presenter Delegating Responsibility Detail Oriented Employs Marketing/Sales Knowledge Energy Facilitator Fiscally responsible Follow-up Formal Presentation Impact Influential  Information Monitoring Initiating Action Innovation Keen Competitive Awareness Knows Products/Services Knows the Business Knows the Customer/Market Leverages the organization Logical thinker Manages Information Manages Scope Meeting Leadership Meeting Participation Monitors Vendors and Contracts Multi-Tasker Negotiation Organizes for Alignment Persuasiveness Plans and Organizes Plans Systems and Process Architecture  Problem Solver  Process Oriented Provides Clarity Resilient Results Oriented Rigorously Inquires Risk Taking Strategic Decision Making Strategic Thinker Stress Tolerance This week's selection from the competency dictionary add ten more competencies to the list above Systems Thinker A systems thinker rigorously and systematically connects information, processes, and events by organizing divergent information and searching for common themes, patterns, and casual connections. Technical Expert A technical expert possesses and demonstrates the knowledge and skills required to manage, design, or work with the technical systems. A technical expert leverages that knowledge and skill for maximum organizational value. Technically Aware Being technically aware is having a clear idea of what value various technologies can provide to the organization. Being technically aware is aligning organizational resources and competencies in a manner that directly contributes to the technology's value. Technical awareness is creating a common, shared understanding of which technologies are important and stays current on emerging technological innovations. Technically Credible a technically credible person consistently demonstrates behaviors that court the respect and trust of coworkers and customers. Being technically credible is having a reputation or being competent, ethical, and confident in his or her domain of expertise. A technically credible individual is seen as capable and effective in working through issues and problems with technology. A technically credible person demonstrates a thorough understanding of technology, networking, and systems integration. Competency Dictionary This concludes the walk through the competency dictionary. We should have covered 54 distinct competencies that you can incorporate into your specific hiring needs and skill set definition. Hopefully you will be able to put these competencies to good use. Good luck! Notes: Photo credit via flickr.com: Flazingo Photos Extraviewing: Innovative Ways to Hire the Best; Arthur Bell Interviewing: More Than a Gut Feeling; Richard S Deems Hiring the Right Person for the Right Job; Cecelia Dobrish, Rick Wolff, Brian Zevnik Effective Interviewing for Managers: Sizing Up People; John D Drake Interviewing for Managers: A Complete Guide to Employment Interviewing; John D Drake The Evaluation Interview; Richard A Fear, Robert Chiron Finding, Hiring, and Keeping the Best Employees; Robert Half

This is part V of the Competency Dictionary series. This week on CIO Playbook with Jeffrey Hurley I am continuing the interview distinction series with a sub-series called the competency dictionary. In this new series I will be going through a set of competencies that can be added to the core and leadership competencies as you develop your performance expectations for the roles you create and recruit for in your organization. In episodes 107 and 108 I cover the core competencies and leadership competencies.In each of episodes 109, 110, 111, and 112 I introduced ten competencies and I have listed them below for your reference: Analytical Thinker Assertive Big Picture Thinker Building Partnerships Building Strategic Working Relationships Building Trust Building Effective Networks Business Process Expert Champion of Succession Management Confident Presenter Delegating Responsibility Detail Oriented Employs Marketing/Sales Knowledge Energy Facilitator Fiscally Responsible Follow-Up Formal Presentation Impact Influential  Information Monitoring Initiating Action Innovation Keen Competitive Awareness Knows Products/Services Knows the Business Knows the Customer/Market Leverages the Organization Logical Thinker Manages Information Manages Scope Meeting Leadership Meeting Participation Monitors Vendors and Contracts Multi-Tasker Negotiation Organizes for Alignment Persuasiveness Plans and Organizes Plans Systems and Process Architecture This week's selection from the competency dictionary add ten more competencies to the list above Problem Solver A problem solver collects data in order to determine the root causes of problems and implement corrective action to address them. A problem solver identifies multiple potential solutions to a problem based on the analysis of data. A problem solver develops a logical approach to analyzing and solving problems. Process Oriented Being process oriented is increasing overall learning and performance by designing, implementing and/or connecting critical work processes. Provides Clarity Providing clarity is working to ensure that roles and responsibilities as well as the value they provide are well communicated. Proving clarity is prioritizing individual team embers' understanding of objectives and measures for every project and team initiative. Resilient Being resilient is refusing to be distracted by obstacles, irrelevant takes, or unimportant stimuli. Resiliency is recognizing setbacks as learning opportunities or changes to better tune processes and procedures toward effective results. Resiliency is remaining emotionally positive and stable in various situations and bouncing back after facing setbacks' regrouping to determine the best course of action. Results Oriented Being results oriented is focusing time and resources on activities that will yield the greatest value and most effective end result. Results orientation is regularly evaluating and comparing work being done to goals which are specific and measurable. Being results oriented is creating a sense of urgency in doing work. Rigorously Inquires Rigorously inquiring is creating opportunities for mutual learning and understanding by asking provocative questions, surfacing assumptions, and thinking creatively. rigorously inquiring is continually searching for valid information in order to draw meaningful conclusions and produce useful results. Risk Taking Risk taking is initiating action that tries to achieve a recognized benefit or advantage when potential negative consequences are understood. Strategic Decision Making Strategic decision-making is obtaining information and identifying key issues and relationships relevant to achieving a long-range goal or vision; committing to a course of action to accomplish a long-range goal or vision after developing alternatives based on logical assumptions, facts available, resources, constraints, and organizational values. Strategic Thinker

This is part IV of the Competency Dictionary series. This week on CIO Playbook with Jeffrey Hurley I am continuing the interview distinction series with a sub-series called the competency dictionary. In this new series I will be going through a set of ...