September 2012 Archives

The art of the interview

I try to make my blog relevant not just for future and present IT leaders in higher ed, but also for our students. They truly represent the next generation of leadership and I believe everyone in higher ed should provide some level of coaching to today's students.

On this blog, I've previously discussed what to include in a resume, tips for your interview, and the three basic interview questions. These posts help the job-seeker to prepare himself or herself for the interview, to stand apart from the other candidates. In general, I give this advice: take some "i-time" the day before the interview to reflect on your experiences. This can include things you've done in class, and in employment opportunities on & off campus. Prepare a stable of stories you can relate to the interviewer, where each story provides both context and detail of things you've done, experiences that define you.

That gets you through the main part of the interview. But many candidates often forget about the end of the interview, when the interviewer asks, "Do you have any questions for me?" When I've interviewed new people for positions, how they answer this question either underscores or undermines their strength as a candidate.

Most ask typically bland questions, such as "What's the salary?" or "When do you expect to make a decision?" or something about the benefits. To be sure, these are important and you should include them. But they don't really make a candidate stand apart. As an interviewer, I've always been more interested in the candidates who ask unexpected questions that show they are thinking about the organization and how they will fit in.

According to Jeff Haden at Inc.com, great candidates typically ask five questions:

  1. What do you expect/need me to accomplish in the first 60-90 days?
  2. What are the common attributes of your top performers?
  3. What are a few things that really drive results in this company?
  4. What do your employees usually do in their spare time?
  5. How do you plan to deal with ...?

Haden analyzes the questions in his article, but I think these questions show engagement, and consideration for fitting into the "culture".

Don't forget this important part of the interview.

Big Block of Cheese 2012

When I was hired as the Director of Information Technology in 2010, this campus did not have an IT director for the previous three years. I realized most of the campus (certainly most of the students) didn't know what an IT director did, or what the IT director could bring to the campus. So I decided to get out in front of the campus and introduce myself.

I looked back at History for a fun example. Fun Fact: In 1837, President Andrew Jackson's supporters gifted him with a wheel of cheese weighing 1,400 lbs. Jackson put this cheese in the Entrance Hall of the White House and invited the people of the United States to eat it - and thereby meet those who represented them in government. According to White House history, the cheese was consumed in two hours, and the White House smelled of cheese for weeks.

I thought that was a great example to introduce myself to the campus, to meet the students, faculty, and staff - and to talk about what we're planning, and to listen to what you'd like us to focus on. But an IT director handing out cheese and talking about technology isn't a huge attraction, so as an added "draw" (and because of my Scottish ancestry) I wore my kilt! An IT guy in a kilt handing out cheese and talking about technology basically advertises itself.

In 2010 and 2011, I gave away slices from a delicious 12 lb cheddar cheese wheel in the lobby of our Student Center. In 2010, we had quite a bit of leftover cheese; last year, only a small section was left.

Today from 10:00 to noon, we shared a 13 lb wheel of medium-aged cheddar cheese - which you consumed in just over two hours while we chatted about our campus technology. We ran out of cheese just as we ran out of conversation, which is great timing! Several of the topics we discussed today:

  • The campus network upgrade
  • Zimride ride-sharing
  • The campus website
  • Mobile initiatives, and mobile apps
  • Smart energy use, and our green campus

Many of you stopped by, and I thank you for the great conversation and helpful feedback!

What successful people do with the first hour in the day

I've often commented on the importance of work/life balance, and how taking a vacation helps to restore a fresh perspective. Unfortunately, when we return to the office, the first thing many of us do is sit down to check all our email. And email is a real productivity killer. I rarely do email first thing in the morning anymore; it's too "reactive". I prefer to look at the bigger picture, and I can't do that if I immediately get into a "reactive" mindset by responding to email.

So I was excited to read this article from FastCompany: What successful people do with the first hour of their work day. The first thing they list isn't a "do" but a "don't" - and it's "don't do email". So already we're on the same page. Here's their list of things to do with the first hour of your day:

  • Don't check email, it's only distracting and draining.
  • Gain awareness. Use i-time to think about the things around you.
  • Do the big stuff first. You have the most energy right away in the morning; don't waste it.
  • Remind yourself of a big task that you should do the next morning, and leave materials out for your future-self so you can get started right away.
  • Ask yourself: are you doing what you want to do? If you answer "No" for too many days in a row, take some time to reflect on what you should change.
  • Maintain relationships. The article refers to this as "customer service" but really it's about connecting with others.

Consider presenting at EDUCAUSE Midwest Regional Conference 2013

I'm fortunate to be on the EDUCAUSE Midwest Regional Conference 2013 & 2014 program committee. EDUCAUSE hosts an annual conference each Fall, featuring speakers and presentations about various facets of technology in higher education. There's also a smaller conference each Spring, just for schools in the Midwest.

The program committee is now looking for presenters for the Spring 2013 Midwest Regional Conference. Next year's gathering will be March 18-20, 2013 in Chicago. Current economic, technical, and political events are changing the world of higher education. IT is viewed as the potential solution to many of the issues at the heart of this change. I encourage you to contribute your lessons learned, ideas, and experiences to our community of forward thinkers at next year's Midwest Regional Conference.

We need your perspective to create a diverse and content-rich program. Share what's happening on your campus in areas. This can span a range of topics, including teaching and learning, data analytics, and the changing nature of higher education IT.

Take advantage of this opportunity to sharpen your presentation skills, grow your peer network, and highlight your institution's achievements! Submit your presentation proposal by October 1.

BYOD and e-learning

Computing power doubles every two years ~ Moore's Law, named after Intel co-founder Gordon E. Moore

Technology evolves at a rapid pace. Sometimes it changes before we're even aware of it. If we're not careful, we find ourselves behind the curve, working with outmoded expectations. Consider how we store information. Students need to save term papers, and faculty need to keep copies of their research, articles, and other publications. Not too long ago, we saved this data on floppy disks. The most common capacity of floppies stored 1.44 megabytes of data. At the time, that meant numerous WordPerfect files or Lotus 1-2-3 spreadsheets. But in today's terms, a single floppy disk is about ⅓ of a song from Apple's iTunes Music Store. We no longer think in quantities as small as a "megabyte."

Technology has moved on. Today, most of our students have never even seen a floppy disk. Instead, they carry USB flash drives to transport their data from their dorm room to the classroom. And that's if students even deign to use something so quaint as storage media to save their files. The 16 gigabyte USB flash drive in my laptop bag gathers dust. A drive that small is almost obsolete, especially when you can save all your files remotely (in the "Cloud") and access them anywhere using a Web browser. Storage is changing, and changing quickly. How will we save information in another five years? Or ten years? Where will we keep our data? That's why campuses constantly need to look towards the technology horizon, and think about how to adapt new technology for the academy.

Let's go back to the storage example. While hard drives remain popular for "archiving" files or saving large data sets, we still need to move data from place to place, to carry our information with us wherever we go. We used to rely on floppy disks. At first, 5 ¼ inch floppy disks, then 3 ½ inch floppies that could store four times the data. Later, 100 megabyte "Zip" drives became popular, then writable CD-ROM discs. But eventually, these were displaced by the advent of USB flash drives. This embodies an on-going revolution in storing information - from flexible magnetic platters to optical media that harnessed lasers, to solid-state devices. Yet each step is really just an evolutionary, incremental improvement to the previous method. The ubiquitous USB flash drive is not too different from the venerable hard drive. Moving data to the Cloud is just storing information on someone else's hard drive. The more technology changes, the more technology stays the same.

Look ahead to the next revolution that affects the academy, and what do you see? To understand the future, we need to examine the past. When institutions first used computers to organize information and process large amounts of data, everything was typically stored on a mainframe. Many faculty researchers shared time on a single campus mainframe. This "timeshare" system allowed all data to be managed centrally. The equipment could be easily audited, the organization could control how information was accessed. If you needed to process data stored on the mainframe, you used a "terminal," not much more than a monitor and keyboard at your desk. But that was only a "window" into the system, providing a view of the data; the real processing always took place on the mainframe, located in an isolated server room, under central control.

In the early 1980s, IBM introduced the IBM-PC. This put individual computing power within the budget of home users - or academic departments in a campus. With the right software, faculty could process research data on their own, without having to go through the university's mainframe. The flexibility afforded by not having to negotiate time on the mainframe meant avoided distractions, and allowed faculty to focus on their research. The academy found they could use the "personal computer" as a tool to solve new problems. But at the same time, the central technology departments began to worry; PCs were not mainframes, and couldn't be managed in the same way. PCs didn't have a security model like the mainframe, and couldn't be centrally managed. Central IT decried the "Consumerization of technology," even as many in IT scoffed at the PC as a mere "consumer" device that was underpowered or lacked sophistication to suitably replace mainframes. Yet the PC eventually pushed aside the mainframe, and IT had to find ways to adapt to the new model, and adopt the PC as a business tool.

Fast-forward to today, some thirty years later. We are hearing the same rhetoric about Cloud services, and tablets and smartphones. Except this time, individual departments aren't bringing them to the workplace - it's the faculty themselves, or the students. This new trend is called "Bring Your Own Device," or the acronym "BYOD." Central IT worries about controlling and securing the data on these personal devices, since they aren't managed by the institution. Some even claim the tablet and smartphone as work devices are a fad, and will pass. If this sounds familiar, it should; it's the same argument made against the adoption of PCs.

Yet, campuses ignore the impact of BYOD at their peril. Two years ago, only a few students used iPads or other tablets in the classroom. Today, they are everywhere, and their numbers are growing. My campus estimates about ⅔ of our students use a mobile device to interact with the university. According to a November, 2011 study by research firm Nielsen, ⅔ is typical of mobile device adoption with 18-24 year olds in general. Students look to their smartphone to check email, not a laptop or a lab computer. They access their electronic learning systems via an iPad. Campuses can't simply assume "BYOD is coming." The era of the BYOD is already here.

The growth of BYOD and mobile computing dramatically alters the teaching and learning landscape. Many universities have already moved from a pen-and-paper learning model to electronic learning systems, or "e-learning." With e-learning, students access their class notes via a course website, participate in online discussions with other students, download certain class materials, submit assignments, and receive grades and feedback from the professor. Universities that adopt e-learning are taking the first step towards the classroom of the future.

The academy must actively embrace the concept of BYOD, and find ways to leverage it. How do we support these personal devices without putting data security at risk? How do we balance the need for mobility with the necessity of data privacy and security. Do we trust our storage to outsiders? Campuses need to plan ahead. How will we access and share information in one year, in five years, in ten years? What changes does BYOD bring to the teaching and learning landscape?

With the widespread adoption of mobile devices and BYOD, e-learning quickly shifts to "learning on the go." With "mobile learning," or "m-learning," students continue to interact with e-learning systems throughout their university career, but they increasingly do so via a mobile device: tablets and smartphones. This radically changes the new model of e-learning, even to how students access the e-learning systems. M-learning is about the mobility of the user, recognizing that students can continue to learn wherever they are, and no longer need to be anchored in a classroom. With BYOD and mobile devices, learning will become increasingly mobile, relying on mobile data networks to connect with the university's online systems. This trend will only expand. Embracing the changing technology allows universities to better serve their students and faculty, and by extension, their academic mission.

What would the next CIO do?

CIO Magazine's September 1 digital edition includes an op-ed from Bryson Payne, CIO at North Georgia College & State University. Payne suggests that the way to get ahead in an organization is to ask yourself "What would the next CIO do?" then tackle those challenges. This puts the organization's priorities in a new light, and lets you see the problems facing your teams in a new light.

Payne uses this method to identify three areas of concern to his organization:

  1. Pain points - What are the things that a new CIO would fix?
  2. Jackhammer issues - What are the top problems that nag your users?
  3. Relationships - How would the next CIO connect with the institution?

Payne looks at the issues as a way to be the "hero" of the organization. But unfortunately, the essay reads (to me) as someone who is looking to forestall the inevitable in his career there (and even notes, "Fortunately, I'm also a tenured associated professor, so I'll get to opine about IT leadership long after my 'best if used by' date has passed.")

But considering what someone new to the role would do is still an interesting thought process and would lead to thinking in new "out of the box" ways. So instead of Payne's article, let me instead direct you to Brian McDonald's essay, Taking on a new role (PDF). Even if you've been in your current position for years, and expect to stay there for many years yet, you can still gain new insight by thinking like an outsider. How would someone approach your issues if they were taking it on as a new role?

Brian advises seven steps in taking on a new role:

  1. Share broad themes early
  2. Read the landscape
  3. Build relationships
  4. Create a SWOT profile
  5. Assess the talent needed to get the job done
  6. Get briefed on the finances
  7. Sketch out priorities for the next 3-12 months

Two of those map directly to Payne's three items, and I've put those in bold for you. Note that when you create a SWOT profile of the issues facing you and your users, you also identify pain points and jackhammer issues.

In general, I do a SWOT ("Strengths-Weaknesses-Opportunities-Strengths") exercise with my team about twice a year. I actually break this down to the elements of a SWOT: I start with a vertical line on the whiteboard, labeled "+" on the left and "Δ" on the right. Then I draw a horizontal line through that, labeled "now" on top and "future" on bottom. From that, we do a straightforward "plus-delta" exercise, but think about immediate issues ("now") and things that will help or hinder us in, say, another twelve months ("future").

Interestingly, this translates directly to a SWOT: Strengths are "plus-now", Weaknesses are "delta-now". Opportunities are "plus-future" and Threats are "delta-future".

To be transformative, think "outside the box" like someone new to the role, don't just sit on the status quo. Do you have the right people doing the right things, or would any of your teams be better suited to new, larger roles in the organization? How can you develop the talent in your organization? What are you doing that simply "meets the needs of your users", versus what should you be doing over the next 3-12 months? What would move the organization forward?

Like Payne, I think asking yourself "What would the next CIO do?" would help you to make your organization better. But it's not about being a "hero" in the institution — I'm not here to make a name for myself, I'm here to serve the campus. Instead, use the opportunity to be constructive. Take some i-time to look at things with a fresh perspective, and consider how you can make your organization better.

Coming soon: another Big Block of Cheese Day

Fun Fact: In 1837, President Andrew Jackson's supporters gifted him with a wheel of cheese weighing 1,400 lbs. Jackson put this cheese in the Entrance Hall of the White House and invited the people of the United States to eat it - and thereby meet the people who represented them in government. According to White House history, the cheese was consumed in two hours, and the White House smelled of cheese for weeks.

For several years now, I've introduced a new tradition to the Morris campus: the Big Block of Cheese Day. This is a great opportunity for me to meet the students, faculty, and staff - to talk about what we're planning, and to listen to what you'd like us to focus on. In 2010 and 2011, I gave away slices from a delicious 12lb cheddar cheese wheel in the lobby of our Student Center.

But an IT director handing out cheese and talking about technology isn't a huge attraction, so as an added "draw" (and because of my Scottish ancestry) I wore my kilt! An IT guy in a kilt handing out cheese and talking about technology basically advertises itself.

And yes, I plan to do that again this year.

I look forward to you joining me on Thursday, September 20 in the Student Center for another Big Block of Cheese Day event. See you then!

Leading through change

My role in academia consists largely of coordinating activities in technology to support the teaching, learning, and research needs of our campus. Most technology leaders fulfill a similar role. In academia, the mission of information technology is to support the campus.

However, technology folks sometimes do need to initiate our own change. Often this is due to upgrades or new systems, but also this is because we see an opportunity and want to help the campus move forward. In these cases, technology needs to tread carefully. If the technology unit of a campus were to directly suggest a change to how faculty engage in teaching and learning, the faculty would see IT as intruding on the academy.

In these circumstances, the question we face is "How can we successfully lead through change with faculty?" The answer is "Carefully."

You may be familiar with the three lens approach to leading an organization:

  1. Strategic
  2. Political
  3. Cultural

In leadership, these three lenses play an important role in guiding decisions. They each are important, but must be considered together. For example, strategic action requires having the right people on the right tasks at the right time. For those strategic plans to have broad effect, leaders need to cultivate support from across the organization, within and without, to ensure success. But the culture of the organization can shape the meaning of the action, and how well a particular decision "meshes" with its recipients often tips the balance to success or failure.

I try to use the three lens approach as my benchmark in bringing any change to my campus. This method has helped to shape how I communicate about a change, serving as a reminder to consider how the change addresses the strategies, politics, and culture of my audience.

While the three lenses remain a strong foundation for leadership, I find they bring a somewhat limited view towards leading through change. Over the years, I have modified the three lens approach into a new model, which succinctly prepares me as I consider any new change. This new model is a series of three simple questions designed to uncover the need for the change, its support, and its possible reception.

In my experience, successful change hinges on these three key questions:

  1. Is it the right thing to do?
  2. Are the right people behind the idea?
  3. Are people ready to accept the change?

The first two items in my list have direct parallels to the "Strategic" and "Political" lenses of management. However, the third item differs from "Cultural" in a subtle but important way. Matching the culture is an important part of getting people ready to accept a change. But in order for that change to "stick," your users must be ready to accept the change.

There are many signs that can indicate users are ready to accept a change. Dissatisfaction in the status quo, or simply a desire for something new. It depends on what the change is about, so leaders need to look carefully at what they are changing, why they are changing it, and why their users will care. Watch for opportunities, influence where necessary, and be prepared to act when conditions are right.