Executives Leading Experts: An Interview-based Study of Best Practices

 
Request for Participation / Nominations

John Eggert, Ph.D., PCC

Participation / Nominations

If you wish to be interviewed as part of this study, nominate another executive to be interviewed, or learn more about this study, please email me directly at JohnEggert@IdeaLeadership.com or use the contact me form, or phone me at 832 330 2536.

Purpose

Identify best executive practices in technology-oriented organizations with respect to:

  • Executives with broad organizational perspectives leading professionals with deep but narrow perspectives.
  • Experts in one discipline leading experts in other disciplines.
  • Developing expert technology professionals into senior managers and executives.

Target Participants:

I wish to interview approximately 40 senior executives who provide leadership for expert professionals in technology-related organizations (e.g., engineering, science or health).  These leaders may have the title of Chief Technology Officer (CTO), Chief Science Officer (CSO) or Chief Information Officer (CIO), or they may have titles unique to their organizations.  The CEO or COO often plays this role as well.  In addition, I would like to interview a senior human resource executive in each of these organizations.

Previous Research:

This is a follow-up on the 2010 study of the challenges to collaboration between technologists and non-technologists from the perspective of each group. [See “Communicating the Value of Data Management to Non-Technical Stakeholders” and “Non-technologists’ Perceptions of Technology Professionals, and Vice Versa” ].  I have conducted related internal studies for organizations including Hewlett-Packard, Ericsson, Motorola, McDonald’s and Arthur Andersen.

Relevance:  

As senior executives approach retirement the question of who will be ready to take their place arises. It is generally acknowledged that the transition from the role of expert in technology to the executive leadership of such experts can be a difficult one.  Indeed, many technology-oriented organizations are finding gaps in their plans for succession to the executive ranks.  Thus, it will be useful to gather the insights of current senior executives as an aid to selecting and developing those who will eventually take their places. 

What’s in it for participants?

I have found that people enjoy the opportunity to share ideas in the interview process. In addition, all participants will be provided a final report and, if desired, a one-on-one debrief of the findings. 

 
© The Idea Leadership Company 2012