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| women leaders in IT |
The average time
I worked for companies in the Philippines was 2.3 years. US statistics show
that the median stay has come down to 3.9 years, considered part of the Great
Resignation phenomenon. I must have been way ahead of the times.
But back
then, I had a good excuse. Automation was being introduced in the country at
the time. I was always invited to launch a pioneering IT project and when that finished,
I was recruited for a new one.
The availability
of future leaders became a key requirement. Even in normal situations, organizations
cannot afford downtime from leadership changes.
The
Anecdotal Story
I was lucky
because I found nine future
leaders in my 32-year career. And they
were willing to be “trained” by me, unusual since I had the reputation of being
“difficult.” Here are five of the nine:
1. Institute
of Advanced Computer Technology
At my first
managerial job as Marketing Manager in I/ACT, it was my tremendous luck that one
special day, two fresh graduates from the University of the Philippines walked
into our office, looking for jobs. They were diamonds waiting to be polished.
One of them
helped me launch the first Micro Expo, the exhibition that introduced personal
computers in the Philippines. Later, she headed our spin-off operations in HK.
She is now headquartered in Malaysia at the top of her Asian management
consulting firm.
The other
one provided excellent and steady staff work. I invited her to join me later in
BayanTrade as my executive assistant. When I left, a consortium member conglomerate
recruited her as their VP for Human Resources.
2.
Development
Academy of the Philippines
When I
joined, I found staffing complete since government turnover is low. I handpicked an executive assistant to support me. When a third
business unit was organized, she was ready to lead it.
Later I invited
her to join me in MegaLink. She impressed people there, too. When one of the bank
CEOs assumed the Chairmanship of the Social Security System, he took her with
him as VP of Management Services. She rose to be Senor VP.
3.
MegaLink
At MegaLink,
I created two business units: Operations and Business Development. I recruited
two people I identified as future leaders from my I/ACT days and waited for who
between them would emerge as my deputy.
It was a
time when IT professionals went abroad for greener pastures and the Operations Head
did just that. When I was recruited as Deputy Commissioner of the BIR, the Business
Development Head was ready to become General Manager.
4.
SAP
Philippines
When I
returned to the private sector after the BIR, I had a bigger problem at SAP.
The technical team was fine, but the sales team needed more to meet the
challenges of introducing the German ERP software into the market. I had to
recruit from outside the company.
Although she
was not a well-known salesperson in the industry, one of them proved to be an
outstanding recruit. Later she rose to become the Country Manager. She moved on
to found Third Pillar, a successful SAP Business Partner. When she sold it to a leading telco conglomerate
for a profit, she was retained as Chairman/CEO.
Lessons
on Identifying and Nurturing Future Leaders
Similar stories can be told for the other four future leaders I found. From this rich experience, I can share the
following tips.
1.
Use
Behavioral Assessment
I looked for
people who exhibited similar traits that made me successful as a
leader and if possible, did not have my weaknesses. I didn’t use leadership
assessment tools to discover adaptability, resilience, communication skills,
and teamwork.
The 360-Degree
Feedback principle, from peers, superiors, subordinates, and external
stakeholders, complemented my observations. I got a complete view of the person’s
performance and potential.
2.
Do
Things Together and Involve Them in Stretch Assignments
They are the
kind of people who did not hesitate to join me in working towards excellence. Like
me, they were not content with just getting by. We did things together. Instead
of formal leadership programs, mentorship and coaching were the norm.
I assigned
them activities and projects that required them to step outside their comfort
zones and develop more skills. For example, they were exposed to board members
of MegaLink and BayanTrade.
3.
Make
them Boss-Whisperers
This
perspective came from them: how they viewed the process.
One said she
considered herself a "boss-whisperer." The term is used informally to
describe someone who sustains a close, influential relationship with a leader.
They act as trusted advisors and provide confidential counsel and operational
support.
Another
called herself a virtual chief of staff. A chief of staff is typically a formal
position within an organization responsible for operations oversight, staff
coordination, and smooth functioning of the leader's office. I usually did not
have such a formal position (except in BIR) but this was how the
“boss-whisperer” acted.
While working
closely with me, they gained a deep understanding of my goals, challenges, and
personality. This understanding allowed them to provide valuable counsel,
influencing my decisions and actions. It became the stepping stone to taking
over my role or preparing for future leadership positions.
However,
it's important to note that while these roles can provide opportunities for
advancement, they are not guaranteed paths to leadership. However, identifying
them correctly in the first place ensures they have the potential and the
traits necessary to achieve success. These roles then become a good track to
leadership.
