How one CIO got the extra resources she needed while learning how to help young IT professionals shine
For more than 20 years, I'd coached youth soccer. I took immense pleasure in developing, guiding and motivating young players, both on and off the field. In turn, their enthusiasm energized me.
Six years ago, unfortunately, I had to put my coaching on hold to deal with my mounting responsibilities as CIO of a growing national law firm. But when a series of mergers led to a significant increase in my department's workload, I saw a new way to help young people learn and develop their potential. I initiated a summer university internship program to fill the resource void and, at the same time, help young women pursue careers in IT. At Nixon Peabody, only about 40 percent of the IT staff are women, and this percentage continues to shrink as it gets harder to find women with technical skills. Mentoring female summer interns, I thought, could draw more women into my department and into IT. I had no idea what lessons were in store for me over the next several years.
It was as if I were stepping onto the soccer field for the first time in my life.
What I Learned from Anna
Anna, our first summer intern, joined the department in 2001 after she completed her first year as a computer science major at Rensselaer Polytechnic Institute. Her first week of orientation included an overview of the firm and its technology tools. Her first assignment, reporting to the supervisor of desktop support, tested her knowledge of hardware and put her on the front line with the internal customers. Anna adjusted quickly and appeared to enjoy the work. She was technically competent, a natural. But in checking with both her and her supervisor, I learned that something wasn't right.
The supervisor felt Anna was too shy, and the independent nature of the work did not suit her. Anna, in turn, wanted more challenges and more feedback, and she wanted to be more connected to the organization through group projects.
I dropped by Anna's office one afternoon and asked her to join me for ice cream at the mall next to our building. As we chatted about her sports activities from high school, her shyness melted. I learned quite a bit about how differently her generation views school, work and careers. We sat for two hours, laughing about stories from my generation (for instance, how my friends thought it would be funny to shuffle a sequence of computer punch cards so that my program would not run correctly). Her stories were similar in tone, except the tools and venues were IM, chat rooms and mobile phone photos.
With only six weeks left before Anna returned to school, we had reached a fork in the road. I discussed the situation with my managers and we decided to reassign Anna to a Web development project, working closely with another developer and a business analyst. It demanded that she "come out of her shell", relate to users as a member of the IT team, and act more independently and creatively. Before returning to school, Anna developed a Web-based BlackBerry request form as part of our service request system that both improved service request efficiency and enhanced her internship experience.
Anna had changed from a shy, quiet individual to an energized contributor to the team. She relished the experience and looked forward to returning to our firm the following summer. And these five lessons I learned from her about the next generation remain etched in my brain.
1. A structured work environment that clearly links the interns' assignments to the overall objectives of the organization reinforces the idea that the work matters.
2. Working in teams is far more desirable than working independently.
3. Demanding that interns think creatively makes the work much more rewarding.
4. Communication is essential! They thirst for feedback.
5. The personal touch and a social environment are important aspects of their work experience.
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