There are times when you are not going to be able to talk to your second-in-command about a management decision, especially regarding sensitive issues such as staff layoffs, planned budget cuts or complaints.
Experienced CIOs and IT managers know how to work through these types of issues. Yet, despite this, it isn't always easy to work in isolation.
When it comes to crunch time, you want to make the right decision. While you can weigh up the pros and cons on your own, it's easy to think yourself in circles or miss a crucial element which needs to be taken into consideration.
In those situations, sometimes it's good to talk through the problem with another experienced person. Who is the mentor you turn to? Maybe it is the first CIO you worked for, or the project manager with who you have developed a professional rapport.
The benefits of having a mentor to learn from and bounce ideas off can be fantastic, but there are a number of factors a CIO needs to be aware of when talking through sensitive business issues with this person.
You need to have considerable trust in your mentor--getting it wrong could cost you your job. Likewise, someone with an open mind, who isn't afraid to tell you when you're completely off-base, should encompass the qualities you need.
You also need to decide whether it's more appropriate to have a mentor who is within, or outside of, the organisation you work for. If it's someone outside the organisation then there could be confidentiality issues which you will need to carefully consider.
If you can work through these issues and get it right, the process can potentially help you make better management decisions.
As an IT professional, do you have a mentor? What are the benefits you've found from having a mentor? Would you consider being a mentor to a more junior staff member? Please send your comments to Talkback below or e-mail us your tips to itmanager@zdnet.com.au
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