SEATTLE, Wash.-Information Technology stinks of systems and processes, but it should smell more like the credit union business.
That's just one of the aphorisms served up by Butch Leonardson after 10 years as SVP and CIO of $9-billion BECU here.
IT can smell more like the CU by hiring people from different business units, such as lending, explained Leondardson. That way, IT gets a clear picture of business-unit dreams, instead of getting lost in IT fantasy, he said.
Leonardson's aphorisms are more than folk wisdom; they're seasoned suggestions as to how IT leaders can cope with today's business demands. "Most IT is stuck in a 20-year-old management lens," he suggested. Leonardson has three decades of IT work in the financial services and healthcare industries under his belt; the "Boom Generation" leader has carved his well-known profile into the consciousness of CU technology (also see related story about the "MTV Generation" of IT leaders).
"I believe I have a good reputation for IT leadership in the credit union industry and am asked to speak frequently," he said.
"Focus outward, not inward." -Poor Butch
Technology folk should take field trips, Leonardson continued. "At BECU, we have a lottery system where people have to go to a branch or the call center, watch them do their jobs and report back with what they've learned. It's fun, and it's low overhead."
When the tech folks talk with the lending, CUSO, call center and branch folks, it's easier to select software that makes business dreams come true, he said.
The big payoff: IT people build relationships with people outside of IT, said Leonardson. "It takes a lot of time, but it's the best way to address the perception that IT is isolated, that we're a bunch of control freaks."
Relationship skills become more important as you climb the executive ladder, he added, whereas technical skills become less important.
"There's no such thing as an IT strategic plan anymore." -Poor Butch
Instead, "you need a credit union strategic plan that gets enabled by IT," said Leonardson.
"Don't have cupcake parties over 99% uptime." -Poor Butch
"Get over it-99% uptime is your job," Leonardson suggested. "Don't spend too much time deciding which Cisco router to buy. Make sure your conversations in IT are about business."
"IT should be one of the happiest places in the CU." -Poor Butch
The IT team should believe it's part of something vital, Leonardson explained. That feeling can come from being "intellectually engaged with creating an unbelievably memorable experience for members across all channels," Leonardson said.
Leonardson expects his team to deliver what the credit union needs, and treats everyone the way he wants to be treated, he said.
"Everyone should be asking, 'how can I get a job in IT?'" he said.
"Get rid of apathetic employees." -Poor Butch
"We need people with great attitudes," Leonardson said. If IT employees are apathetic about the credit union mission, then "get rid of them the same way you get rid of your call center representatives. Too many leaders avoid the tough conversations with their employees."
In terms of an employee's IT skills, "reasonable" aptitude will be enough to make the CU run, he added. Techies should be good at integrating systems, not building software. "Buy stuff-don't make it."
In the early part of his IT career, Leonardson was a consultant.
"During those 12 years, I observed both successfully and poorly lead IT organizations," Leonardson offered. "From that experience, I developed a leadership model that has proven successful."
MORE@CUJOURNAL.COM
Read more about IT staff and leadership at cujournal.com and search the following bolded terms in the archive:
What If CIO Goes MIA?
From The Back Room To The Board Room
For info on this story:
www.becu.org
www.fortleecu.org
www.ohiovalleycu.org
