“I am trying to move someplace a bit larger and am not afraid of taking a risk in a turn-around environment. Thanks for any help.”
So wrote a CIO buddy of mine, in one of those requests I’m flattered to receive. When I read it, the section quoted above did not stick in my mind, largely because it was part of a longer message and did not impact my next step. I have one of those brains that, for good or bad, discards all information except that which pertains to the required action. However, luckily for me, my brain seems to retain such extra content in a hidden corner for future reference.
Fast forward a few days and I’m having lunch with a friend of mine.
“They are looking at offshoring in a big way over the next year,” he said.
“Really? You’ve been there a long time. Do you think you’re safe?”
“Well, my job is not strictly transactional — that stuff is definitely going, but they are looking at everything, so I don’t know. Anything could happen,” he said.
“Well, I’m sure they’d give you a nice package,” I said, trying to sound reassuring.
From there, the conversation turned to the job security that government employees often have, especially teachers who are largely invulnerable to being dismissed after they achieve the mysterious status of tenure. (“I’ve panned out for three years so now, of course, you must sustain me for the next 40 regardless of my performance.”) Those of us in the private sector shake our heads at this arrangement and suspect it may have something to do with underperforming schools.
“How much of your salary would you give up for such a guarantee?” I asked my friend, seeing in his eyes a serious case of tenure-envy.
“Probably 30 percent,” he said.
My jaw nearly hit the floor. “Thirty percent?” I stammered, “Really? I had no idea you’d put that much value on it.”
And in that one moment, I came to truly understand how different people are when it comes to risk tolerance, for I do not think I would give up one dime for such a promise. I will take what I am due today, and if tomorrow’s opportunity kaleidoscope should cast a different pattern, I will study it, find a new route and go forward. To hell with security and guarantees.
I know myself — as of yesterday, we have spent 40 years together — and I know what drives me. In short, it is to be master of my time; for once you taste this elixir, it is impossible to forgo. For the last four years, I have been accountable to no one but my conscience — the final arbiter of whether I’ve worked hard enough and on the right things each day, week, etc. To maintain that situation, I have taken on a level of risk or uncertainty that many would find intolerable, especially my friend. In my situation, success must be earned every day and the cries of those who defend tenure fall outside the range of my sympathies.
My friend knows himself too, knows the type of environment in which he thrives — steady, secure, strong. Thus, he has pursued a sensible career in a stable industry in a solid company and feels deserving of such treatment in kind. But when you don’t receive it back; when all your conservative choices leave you on the precipice of unemployment, it can be frustrating, disorientating, depressing.
Many CIOs today are looking at other positions — looking to move up, over and around. Some are even looking at consulting (independent or with a company) or to the vendor side. These are all good options and, depending on the person and the situation, just as good as staying put. The bottom line is this — before you can know what to do, you must know yourself, know what makes you tick and thus know your risk tolerance. Without such knowledge — much like a kaleidoscope that won’t stop turning — all seems confused, jumbled and disorienting. With it, you cannot help but make out the path ahead.
Jorge Grillo says
Anthony:
Interesting thoughts. You hit home especially in a rural market. Many of my employees have cycled through one or more of the local hospitals just to stay in the area. With the looming presence of mergers, failing hospitals, acquisitions, and other cut backs I think a good portion of my tenured staff would prefer less pay over guaranteed job. As I get older I sometimes feel the same way. As a CIO, I think most of us at this level are realistic enough to understand that we are likely to move to another facility every 5-8 years. For me at least, this often puts me in a limbo situation like not adding onto or making major home improvements so that I don’t price myself out of the market should I need to sell. Also a lot of CIOs reach a point that family becomes less of an issue when considering a move and we start to explore more challenging openings. Again looking at myself, I like the turn-around challenge with both the risk and opportunities that holds. I sometimes find a greater sense of accomplishment having overcome those kinds of challenges. That having been said, I think as a CIO, I also need to be in tune to my employees career desires and fears and for those that want opportunity elsewhere as part of growth. I need to help them find it. For those who aren’t looking for such a challenge, I need to keep them challenged enough that they continue to feel safe, valued, while still growing their abilities and skills.