I’ve been at UChicgao for long enough now to really know about our organization. I often tell people one of the perks of being in the CIO chair is the opportunity to learn the organization in a very complete way. Having to help the leaders across ITS solve problems has made me learn the complete functioning of the team and it has given me a very good idea of who we are as an organization. I’m sure most of us can talk about what our make-up is — we know we are 265 or so people who work together. But I wonder if we actually know and understand that we are also much stronger together?
Yesterday I was at a session at the EDUCAUSE Connect Chicago event where the presenter was talking about how he had implemented a skill inventory for his organization. What was interesting to me is that he went further and added the idea of an “internet inventory” so people could indicate how interested they were in various skills. It produced some interesting results and lots of good follow up conversation. When I asked how big his group was he told me it was under 25, so naturally my next questions was how does it scale to something like ITS’s size?
I asked that not to make sure he knew our organization is bigger than his, it is because one of the things I see everyday in ITS is that we so often don’t take advantage of the intellectual strength we have as a collective. What I mean is that I see parts of our organization struggle deeply with solving a problem or delivering a creative solution because they think they are going it alone and they don’t know there are people in other parts of ITS who have the answers to their own questions. We have to stop that and learn about our collective strength, not just our individual skills. We need to lean on that.
Related to the skill and interest assessment question is that in an organization the size of ITS I do not believe members of our team really know about other parts of the org. For example, I could easily see someone rate themselves very highly as a developer, but have little interest in applying it in the context they are currently in and getting down and frustrated not knowing they can apply that same skill in a totally different part of the organization. You need to take the time to know what we do from one side of the house to the other and understand that there are novel contexts to do your work. If you don’t know what someone in ASTS does, take a minute and find out. One, you may realize you want to do work in an area that focuses on something different. And, two, you might find the person who will help solve that next problem you are going to encounter.
I feel like ITS is at its strongest when we learn enough about each other that we are willing to lean in together. And leaning in together often means leaning on someone to get to where we need to be.