E36 - IT Strategic Tech Planning: Communicating with Leadership Effectively

Mastering Strategic Tech Planning: Communicating with Leadership Effectively

In this episode of 'Off the Wire,' we dive deep into the essential topic of strategic technology planning and the importance of effectively communicating these plans to CEOs, executive leaders, and board members. Hosts Anthony and Tanner discuss their personal experiences and approaches to planning, including the facets of building on previous years, incorporating feedback from all company levels, and ensuring alignment with company goals and strategic plans.

They emphasize the significance of clear communication, especially avoiding technical jargon when conveying plans to non-technical stakeholders. The episode also tackles the critical aspects of cost, risk, and impact assessment and underscores the importance of a feedback loop post-approval to track progress and continuously refine strategic initiatives. Tune in to learn actionable insights on how to gain trust and buy-in from your organization's leadership for your tech proposals.

00:00 Introduction and Episode Overview

00:42 Importance of Strategic Planning

01:38 Building and Updating Technology Plans

02:46 Involving Other Departments

04:23 Leadership and Strategic Partnerships

07:07 Communicating with Leadership

12:12 Feedback and Continuous Improvement

14:54 Presenting to the Board and CEOs

18:15 Effective Communication Strategies

25:47 Final Thoughts and Tips

Episode Transcript

(00:00):
Welcome back to Off the Wire everyone.

(00:01):
Today we're gonna be talking about a subject that, I think is really close to Anthony and I's heart, and that's.
Taking, our plans and, our proposals I guess, in it, and figuring out how to translate that and present that to, either our CEOs or other executive leaders.
.5and definitely to a board of directors, if you have that at your business, but before we do that, if you're not already subscribed to us, please subscribe on whatever platform you're listening to us on. 5 00:00:27,527.5 --> 00:00:35,797.5 Now, we do have video podcasts available, so if that's your thing, you can do it on YouTube and obviously available on all the other audio platforms as well. 6 00:00:36,667.5 --> 00:00:41,797.5 And if you like what you hear today, share it with a colleague or a friend, and help the podcast grow. 7 00:00:42,227.5 --> 00:00:46,477.5 so Anthony, this is something, as I mentioned, it's, it's really important to us. 8 00:00:46,477.5 --> 00:00:48,577.5 I think we've both lived it. 9 00:00:49,67.5 --> 00:01:01,607.5 we're, trying to take a technology plan or a proposal and kind of talk to our leaders about it and kind of the things that are important to have, when you're having that conversation. 10 00:01:02,417.5 --> 00:01:04,577.5 but I think, you know, a lot of people kind of get. 11 00:01:05,147.5 --> 00:01:17,127.5 They go a little bit to that second step, right? Which is like, oh, okay, I need to propose, whatever it is, to, to a board, to an, maybe a senior IT leader if you're in a larger company or to, uh, A CEO. 12 00:01:17,647.5 --> 00:01:23,972.5 and before they even get that far, they don't really have a fully, complete, well thought out plan in place. 13 00:01:23,972.5 --> 00:01:42,562.5 So, When you guys plan, and I know we're, I wanna talk a little bit about how each of us plan, but like how do you guys plan from a technology perspective? Like where do you start? or do you just kind of build on what you did last year? how does that look like, with you guys? Yeah, it's a, I guess it's kind of a multifaceted, approach. 14 00:01:42,992.5 --> 00:01:46,532.5 we're always building upon what we did the previous year or the previous years. 15 00:01:47,52.5 --> 00:01:57,622.5 but we're also our company, and I know your organization does it too, but as a company we do strategic planning and information technology or technology has its own section. 16 00:01:58,162.5 --> 00:02:02,436.25 And, we're looking to that as guidance along with, some internal goals. 17 00:02:03,111.25 --> 00:02:13,351.25 We meet internally quite a bit and we talk about the stuff that's working, the stuff that's not working, and how we can get better, in all directions. 18 00:02:13,921.25 --> 00:02:16,981.25 And, that has a lot to do with what we plan. 19 00:02:17,341.25 --> 00:02:23,581.25 But the, I would say the big thing is really just, and this has been really formalized in the last few years, is the company's strategic planning. 20 00:02:24,316.25 --> 00:02:33,676.25 And like from a, a company part, there's things such as like, enhance our defense in depth, which we probably need to update to, implement zero trust. 21 00:02:34,136.25 --> 00:02:35,346.25 that's the old school in me. 22 00:02:35,626.25 --> 00:02:40,36.25 we've got several cyber strategies for the organization we're building on that. 23 00:02:40,156.25 --> 00:02:43,156.25 And we do update the, those items, every year. 24 00:02:43,486.25 --> 00:02:45,916.25 And some of 'em kind of get carried over from year to year. 25 00:02:46,604.58333333 --> 00:02:50,354.58333333 And then the other thing is just, getting feedback from the other departments. 26 00:02:50,414.58333333 --> 00:02:59,394.58333333 You know, it is there, I mean, from my perspective, I think this is most people's perspective is, we're there to make the people either more efficient or better at their jobs. 27 00:02:59,444.58333333 --> 00:03:07,894.58333333 that's the, the whole point of having information, technology and, not just people, also processes, make processes better, more meaningful and easier. 28 00:03:07,954.58333333 --> 00:03:09,244.58333333 And even automate stuff. 29 00:03:09,604.58333333 --> 00:03:16,94.58333333 So, we speak to the other departments, get input from them if they've got a direction they want to go into, we'll make that part of the plan. 30 00:03:16,561.25 --> 00:03:17,521.25 Yeah, I like that a lot. 31 00:03:17,971.25 --> 00:03:27,61.25 I think a lot of people, and even me, I think before I was in at least a manager level role, I think maybe you think about strategy a lot more. 32 00:03:27,61.25 --> 00:03:29,761.25 I think when you start getting into like that first leadership role. 33 00:03:29,761.25 --> 00:03:34,21.25 But I didn't really realize how much work goes into the process. 34 00:03:35,126.25 --> 00:03:39,365 And and if you don't have a process, obviously that's the first place you gotta start.

(03:39):
You need to have like.
An annual planning process at the very least.
ideally looking into the future, I think trying to look, a little further into the future than just the next year is a great place to start.
we have a very similar planning process, that we do with the group, just like you guys.
we kind of start with five years, in technology world.
I think that's maybe a little too long.

(03:59):
so I kind of think of the things in like.
kind of three year windows for the long term.
and then obviously to kind of break it down into, smaller chunks.
'cause you really gotta get into your next year's plan.
and I don't, I mean, it's been surprising to me in the time that I've worked in it, the amount of times that everyone's strategic plan has a technology element.

(04:23):
I don't know if that's something you've noticed too, but I remember when I first started, there were plenty of times where there was an initiative by another department.
and it really doesn't involve us.
Like we didn't have to be involved in the least and now it feels like we're kind of in everyone.
Is that, do you guys, do you feel that same way? all departments, whether they love or hate technology, like it or not, they've got us involved and yeah, even operations where just every aspect of our organization, they have to have someone from it, for the most part.

(04:53):
In any big project, I would say involved.
that's something we've really stressed too though with the leadership and the CEO, is that we need to be involved.
there's things like security, like we need to be involved upfront.
.5people can't just roll out or buy a new product without us evaluating. 54 00:05:10,222.5 --> 00:05:14,772.5 a lot of times they would reach out to us just to know if a system will work with our other systems. 55 00:05:15,142.5 --> 00:05:16,432.5 we need to get them in a mindset. 56 00:05:17,317.5 --> 00:05:19,147.5 It doesn't need to just look at it from that aspect. 57 00:05:19,657.5 --> 00:05:25,317.5 It needs to make sure that it's not gonna, bring risk to the organization, that we don't want to deal with. 58 00:05:25,997.5 --> 00:05:32,507.5 Yeah, and I mean, this is something I've been trying to do I don't think we're there yet, but I think it's something that I want to do. 59 00:05:33,57.5 --> 00:05:39,907.5 I think a lot of times, in the past, it has been like a checkoff box, right? Where it's like, okay, double check with them. 60 00:05:39,907.5 --> 00:05:40,627.5 Be sure it's good. 61 00:05:40,627.5 --> 00:05:41,497.5 All right, it's good. 62 00:05:42,7.5 --> 00:05:47,857.5 Instead of maybe like more of a strategic planner of technology at the co-op. 63 00:05:47,897.5 --> 00:05:49,307.5 when I first started again. 64 00:05:49,667.5 --> 00:06:05,267.5 There was a lot of, like a department would do something and then reference it for, basically like, Hey, I need your help on this and I've been trying to work our way there, whereas like, we're kind of strategic partners in this and like, I help guide where technology goes at the coop just like you do. 65 00:06:05,267.5 --> 00:06:06,647.5 Right? I mean, we're also. 66 00:06:07,407.5 --> 00:06:10,27.5 I think that's just the trust level that we're finally getting. 67 00:06:10,337.5 --> 00:06:17,852.5 we kind of sandwich ourselves in it a lot, thinking that, you know, and obviously we are a support department, we're an admin department, and we're there to help the business. 68 00:06:18,122.5 --> 00:06:24,132.5 But at the same time, we know a lot about technology and the more we understand the business, I highly encourage, those out there. 69 00:06:24,132.5 --> 00:06:28,92.5 If you don't feel like you understand the business you're in, that needs to be your like, number one goal. 70 00:06:28,522.5 --> 00:06:29,62.5 because. 71 00:06:29,692.5 --> 00:06:33,22.5 There's been many times where I was able to actually steer us in a better direction. 72 00:06:33,442.5 --> 00:06:35,2.5 there was a great idea by department. 73 00:06:35,452.5 --> 00:06:37,222.5 The initial design was this. 74 00:06:37,222.5 --> 00:06:47,456.25 I was able to kind of steer us into option B, instead of only helping with figuring out option A, but I was able to actually say option A is good, option B is even better. 75 00:06:47,456.25 --> 00:06:50,36.25 And we all kind of agreed, oh, well option B is better. 76 00:06:50,636.25 --> 00:06:55,56.25 And I'm not saying that's 'cause I have great ideas all the time, but just, I think. 77 00:06:56,136.25 --> 00:06:59,86.25 We need to go as technology, strategic thinkers. 78 00:06:59,146.25 --> 00:07:07,746.25 We need to go from, not only are we just helping out what people are asking of us, but we're also contributing in a strategic way to where the business goes. 79 00:07:08,746.25 --> 00:07:17,676.25 I a hundred percent agree with that, but I also wanna put that in the reverse, is that, when we roll out technology, we need to include. 80 00:07:18,591.25 --> 00:07:21,591.25 People from other departments get feedback 'cause they're gonna be impacted. 81 00:07:21,591.25 --> 00:07:22,11.25 All those things. 82 00:07:22,11.25 --> 00:07:28,136.25 I know we can't do that for everything, but if you're doing a major project, it's really good to get the feedback from the departments as well. 83 00:07:28,136.25 --> 00:07:41,411.25 But yeah, having it involved is definitely a good thing and I think a lot of organizations are seeing that and that's why You see people at the C level with it or a vp, having a seat at the table with senior leadership. 84 00:07:42,371.25 --> 00:07:45,191.25 And I think those companies tend to be the stronger companies. 85 00:07:45,191.25 --> 00:07:47,831.25 No, that's not a dis to anyone that doesn't have that. 86 00:07:48,401.25 --> 00:07:53,441.25 but I do think overall you'll see that those organizations are typically a little stronger when they involve it at the top. 87 00:07:53,732.91666667 --> 00:07:57,272.91666667 No, I agree with that and I'm seeing that more and more really regardless of industry. 88 00:07:57,632.91666667 --> 00:08:01,142.91666667 And I know we are trying, you know, our focus is on small to medium business. 89 00:08:01,142.91666667 --> 00:08:09,582.91666667 I think there's a lot of inherent weaknesses, I think whenever you have a smaller staff and you feel like you're kind of out of breath all the time, running it full a hundred percent. 90 00:08:10,242.91666667 --> 00:08:20,162.91666667 But I have noticed even in the small medium business world, that more and more, I'm starting to see, maybe not at the executive level, but definitely a sub-department, level. 91 00:08:20,582.91666667 --> 00:08:22,232.91666667 Definitely seeing that a lot more. 92 00:08:22,232.91666667 --> 00:08:36,332.91666667 And then a lot of executives as well, for those that are out there that maybe are just coming into that, role, either, you're kind of like leading a department, but you're still maybe right under another executive or you've become like a fresh new, technology executive. 93 00:08:36,852.91666667 --> 00:08:38,382.91666667 start with that strategic plan. 94 00:08:38,582.91666667 --> 00:08:40,232.91666667 I think that's such a critical thing. 95 00:08:40,617.91666667 --> 00:08:44,927.91666667 and work, what you do off of that? we have a tendency tech guys, we like shiny new toys. 96 00:08:45,387.91666667 --> 00:08:55,637.91666667 we have a tendency to see like, oh, what if I go down this direction? Instead of, taking that business, where the business is going, the goals, aligning ourselves with that, and then making sure that our technology. 97 00:08:56,87.91666667 --> 00:09:00,737.91666667 Not saying that we don't, wiggle a little bit as we go down the road, but that we don't get too far outta the lines. 98 00:09:00,767.91666667 --> 00:09:03,417.91666667 Maybe to use like a, a, coloring metaphor there. 99 00:09:03,727.91666667 --> 00:09:05,797.91666667 we want to kind of be close to the lines. 100 00:09:05,847.91666667 --> 00:09:11,727.91666667 we may, go a little bit each way, but, You know, we, we don't wanna get too far out of bounds on that. 101 00:09:11,727.91666667 --> 00:09:20,952.91666667 So Anthony, I know both of us do strategic planning, but you got your strategic plan, like how do you make sure you have everything that the business needs in that, I mean, you talked about interviewing people. 102 00:09:21,117.91666667 --> 00:09:23,952.91666667 Do you interview all levels? Do you interview like. 103 00:09:23,952.91666667 --> 00:09:31,422.91666667 executive leaders like your CEO and try to understand like, I mean, everyone is in, everyone understands like some of the technology that's coming. 104 00:09:32,122.91666667 --> 00:09:41,179.58333333 do you look to them and then say like, Hey, what do you want us to like be looking at as well? Really, we interview all levels of employees. 105 00:09:41,179.58333333 --> 00:09:49,224.58333333 Honestly, I think some of the best things I've got from some of the people that are, are in the trenches, They see a lot of things that don't make it up the chain. 106 00:09:49,304.58333333 --> 00:10:01,244.58333333 so like when we're, doing our, IVR interactive voice response system, basically the automated part that you get on the phone, like I'll talk to the managers and the supervisors, but I'll also talk to some of our member service reps. 107 00:10:01,604.58333333 --> 00:10:06,534.58333333 And a lot of times they bring a lot of stuff that, we all missed and, have great information. 108 00:10:07,449.58333333 --> 00:10:11,534.58333333 But really, I think you're better off talking to All employee types at the company. 109 00:10:11,549.58333333 --> 00:10:18,39.58333333 I know it takes time, but, really you can't go wrong by, you know, talking from top to bottom about processes and stuff like that. 110 00:10:18,339.58333333 --> 00:10:18,559.58333333 No. 111 00:10:18,589.58333333 --> 00:10:21,224.58333333 I've been having some meetings this week actually with our front office staff. 112 00:10:21,884.58333333 --> 00:10:22,484.58333333 It is tough. 113 00:10:22,529.58333333 --> 00:10:30,389.58333333 I mean, as any position, not just as a leader in technology, it is tough to take all that time 'cause it does take time. 114 00:10:30,539.58333333 --> 00:10:38,417.70833333 I mean, I've been, looking to go out and meet with some of the front office staff at our district offices and, some of our offices are a couple hours away. 115 00:10:38,917.70833333 --> 00:10:39,907.70833333 you gotta get up early. 116 00:10:39,967.70833333 --> 00:10:48,767.70833333 I mean, I think one of 'em, I'm like leaving at like five 30 in the morning, to get there so I can be there before they start work so that we don't impact kind of the normal work day. 117 00:10:49,667.70833333 --> 00:10:50,387.70833333 And that's tough. 118 00:10:50,867.70833333 --> 00:10:56,527.70833333 And that not necessarily something you want to, you know, at five 30 you wake up and you're like, I'm so excited to drive two hours now. 119 00:10:57,107.70833333 --> 00:11:01,167.70833333 but so far I've done two out of the four and it's paid a lot of dividends. 120 00:11:01,247.70833333 --> 00:11:10,127.70833333 been able to see, kind of, what they're experiencing, what's going right, what's going wrong, but also kind of talk about some of the direction, like I've been talking a little bit about AI with each group and. 121 00:11:10,992.70833333 --> 00:11:12,492.70833333 some people are nervous, obviously. 122 00:11:12,492.70833333 --> 00:11:17,892.70833333 I mean, everybody, I think there's some level of nerves, but some of these people are really nervous. 123 00:11:17,892.70833333 --> 00:11:22,752.70833333 They don't understand it, they don't understand the power of it, like how it can help them. 124 00:11:22,752.70833333 --> 00:11:24,822.70833333 But they also are scared of like what it can do. 125 00:11:24,822.70833333 --> 00:11:28,842.70833333 They're afraid to even use the technology because they're worried to death. 126 00:11:28,842.70833333 --> 00:11:30,612.70833333 They're gonna accidentally share something they shouldn't. 127 00:11:31,72.70833333 --> 00:11:38,332.70833333 so being able to have like a conversation and say like, this is where, as part of leadership, this is where we see AI going within the company. 128 00:11:38,812.70833333 --> 00:11:41,452.70833333 You can see, like it does, like you can even see it in their eyes a little bit. 129 00:11:41,452.70833333 --> 00:11:42,562.70833333 Like they were like, oh, okay. 130 00:11:42,802.70833333 --> 00:11:52,82.70833333 Like they understood a little bit more, but also they were like, they didn't have that like uneasiness of like, are they gonna try to replace us with technology or something like that. 131 00:11:52,922.70833333 --> 00:11:55,891.45833333 So, found that to be very useful and it is tough. 132 00:11:55,891.45833333 --> 00:11:57,811.45833333 I've tried to do as much as I can. 133 00:11:57,811.45833333 --> 00:11:58,981.45833333 I've been expanding it each year. 134 00:11:59,936.45833333 --> 00:12:00,836.45833333 but it is a lot. 135 00:12:00,836.45833333 --> 00:12:02,366.45833333 It is a lot. 136 00:12:02,366.45833333 --> 00:12:04,796.45833333 And I don't know, I'm trying to figure out a good way. 137 00:12:04,796.45833333 --> 00:12:12,206.45833333 Maybe you have a good way of trying to be able to collect feedback throughout the year too, so it doesn't feel like I have to take a month just going and talking to people. 138 00:12:12,206.45833333 --> 00:12:13,776.45833333 But, maybe there's a good way. 139 00:12:13,776.45833333 --> 00:12:35,51.45833333 Do you guys have anything, I mean, other than just conversations to have, do you have any like, way for people to give you suggestions throughout the year on what you, things you might want to do? So one thing, and we're actually looking at picking this up, this is for the company as a whole, but, the CEO will hold a brainstorming session and we'll kind of break up into smaller groups and then, meet as a big group and just. 140 00:12:35,666.45833333 --> 00:12:37,196.45833333 Talk about how things are going. 141 00:12:37,196.45833333 --> 00:12:45,66.45833333 Like, is there anything that is impeding people from doing their job? And just kind of brainstorming it as a group. 142 00:12:45,216.45833333 --> 00:12:53,166.45833333 And a lot of things come out, some good, some bad, you'll see the co-op become stronger, you know, after going through that and, making a few changes. 143 00:12:53,416.45833333 --> 00:13:04,936.45833334 And the other thing just to kind of touch on with communication, I think having those informal communications do a lot and, outside of getting ideas, I think it shows that you care and you respect people's opinions. 144 00:13:05,296.45833334 --> 00:13:06,796.45833334 So I think that means a lot. 145 00:13:06,806.45833334 --> 00:13:14,546.45833334 a lot of times I think we struggle with is people really just opening up to us and know that they can talk to us and communicate with us. 146 00:13:15,171.45833334 --> 00:13:26,151.45833334 even people that are having technical issues, like they're very reluctant to, reach out So we're, uh, try to have a lot of those informal conversations and, make sure people feel comfortable communicating with us. 147 00:13:27,276.45833334 --> 00:13:27,516.45833334 No. 148 00:13:27,516.45833334 --> 00:13:32,846.45833334 I mean, and I think if you're listening or watching us out there, and maybe you're an entry level position still. 149 00:13:33,341.45833334 --> 00:13:35,51.45833334 Don't think that you can't do this as well. 150 00:13:35,121.45833334 --> 00:13:40,283.95833334 I don't think this is only like something that your IT leadership should do, when you're having this conversation. 151 00:13:40,381.45833334 --> 00:13:43,283.95833334 In fact, you almost have better opportunity than anyone to do it. 152 00:13:43,283.95833334 --> 00:13:55,963.95833334 when you're having those conversations with people like, Hey, how are things going? Like, maybe you fix a problem and you're like, how's everything else? this says little things that can help you, gain some information, be able to share that maybe with your supervisor and say, Hey, like people, I'm hearing this. 153 00:13:55,963.95833334 --> 00:14:05,953.95833334 I'm hearing that like X, y, Z software isn't working as it should, or that they're having, um, and there is man, there is hardly anything more powerful than to hear input. 154 00:14:06,433.95833334 --> 00:14:12,13.95833334 From someone and that you on your own, go and try to fix the problem and then to find out about that later. 155 00:14:12,13.95833334 --> 00:14:15,233.95833334 I mean, I think that builds a level of trust that is gonna help you out. 156 00:14:15,283.95833334 --> 00:14:17,803.95833334 uh, I have kind of a saying with it is like, good service. 157 00:14:17,803.95833334 --> 00:14:19,573.95833334 Every day is kind of like filling up a cup. 158 00:14:19,603.95833334 --> 00:14:22,303.95833334 And then every once in a while we have to remove a little bit from that. 159 00:14:22,653.95833334 --> 00:14:25,143.95833334 maybe it's MFA, maybe it's something nobody really wants to do. 160 00:14:25,263.95833334 --> 00:14:26,733.95833334 I mean, nobody enjoys MFA. 161 00:14:26,943.95833334 --> 00:14:28,143.95833334 Nobody gets excited in the morning. 162 00:14:28,173.95833334 --> 00:14:30,303.95833334 Oh man, I get to two factor three times a day. 163 00:14:30,993.95833334 --> 00:14:33,463.95833334 but, it's what we are required to do. 164 00:14:33,463.95833334 --> 00:14:35,913.95833334 It's it's become part of kind of table stakes now. 165 00:14:36,403.95833334 --> 00:14:37,483.95833334 so that's a withdrawal. 166 00:14:37,483.95833334 --> 00:14:39,223.95833334 So we wanna make sure the cups are really full. 167 00:14:39,223.95833334 --> 00:14:45,701.45833334 And, one of the ways we can do that is by listening, number one, and then by taking input and putting that into action. 168 00:14:45,701.45833334 --> 00:14:46,691.45833334 So we have a plan. 169 00:14:46,691.45833334 --> 00:14:48,911.45833334 We've talked to leadership, we've talked to our front office people. 170 00:14:48,911.45833334 --> 00:14:54,56.45833334 We've kind of taken what we thought maybe, changed the plan a little bit and tried to refine it. 171 00:14:54,716.45833334 --> 00:15:07,446.45833334 but obviously when we're presenting a plan, a strategic technology plan, we have to do that, usually to a CEO or in our case, within our industry, to a board of directors that kind of oversees the company. 172 00:15:08,878.95833334 --> 00:15:13,596.45833334 What do we, I mean obviously we have the technology piece, like we want to use this technology, we want to use that technology. 173 00:15:13,596.45833334 --> 00:15:17,706.45833334 But like boards and CEOs don't always think in pure technology form. 174 00:15:17,706.45833334 --> 00:15:23,656.45833334 Like, what do we need to like, make sure that we put in our plans or our proposals to be sure that they get the check off? Yeah. 175 00:15:23,656.45833334 --> 00:15:45,536.45833334 When talking to your senior leadership or your board of directors, you can go on forever about some awesome technology or some tool and in the back of their mind they're thinking of what is this gonna cost the whole time? And, I think we have a tendency to cover that at the end, but I'm almost tempted to start flip flopping that because I, and I can't help it. 176 00:15:45,536.45833334 --> 00:15:46,716.45833334 I do this, myself. 177 00:15:47,136.45833334 --> 00:15:51,756.45833334 We're talking about some technology, and then the whole time I'm like, man, this sounds expensive. 178 00:15:52,566.45833334 --> 00:15:55,996.45833334 And like, that's what I'm repeating in my mind, the whole time. 179 00:15:56,386.45833334 --> 00:16:03,356.45833334 So, you definitely want to talk about the financial impact and the cost if you can do a return on investment, you wanna show what that is. 180 00:16:03,666.45833334 --> 00:16:07,86.45833334 you just want to communicate the financials to the leadership board of directors. 181 00:16:07,806.45833334 --> 00:16:11,616.45833334 Um, you know with risk and liability, that's what a lot of people ask me. 182 00:16:12,276.45833334 --> 00:16:18,756.45833334 And they don't really like this answer though, but they're like, you know, is this gonna increase our risk? And I do start off, I have a broad statement. 183 00:16:18,996.45833334 --> 00:16:21,736.45833334 Anything we implement, brings risk to our organization. 184 00:16:21,736.45833334 --> 00:16:32,66.45833334 It's just how much does it and what's the liability? if we don't do this, you know, what's the liability If we don't roll out two factor, what's the liability? I mean, we all know that's substantial. 185 00:16:32,496.45833334 --> 00:16:35,740.20833334 leaders, they wanna know, how it's gonna impact them from a risk and liability. 186 00:16:36,805.20833334 --> 00:16:52,375.2083333 Then also the, leadership and the board of directors, they care about the employees and, they wanna know what the impact is gonna be, when you're talking about technology and if you're going down all the technical things it'll do, you know, in the end they really just wanna know how's it gonna impact the people that you're rolling it out to. 187 00:16:53,91.270574 --> 00:16:57,451.270574 Yeah, I mean, especially boards of directors, they have a lot of thoughts about risk. 188 00:16:57,451.270574 --> 00:17:05,681.270574 Like we, um, recently presented, kind of on this topic and, one of the things we learned, we did a little survey before, but one of the things we learned is like, I. 189 00:17:06,161.270574 --> 00:17:07,751.270574 boards are very defensive. 190 00:17:07,891.270574 --> 00:17:08,431.270574 in mindset. 191 00:17:08,431.270574 --> 00:17:10,351.270574 They wanna protect what's there at the company. 192 00:17:10,351.270574 --> 00:17:15,291.270574 Obviously, they want to grow, right? whether it's a board for a non-profit or a for-profit, they want to grow the company. 193 00:17:15,781.270574 --> 00:17:23,201.270574 but at the same time, they wanna protect what's there, right? I kind of think of it like, they're like the castle guardians, right? And they wanna make sure that like, there's no holes. 194 00:17:23,201.270574 --> 00:17:23,801.270574 We don't gotta. 195 00:17:24,111.270574 --> 00:17:27,51.270574 and kind of so risk and liability, that's just such a key thing to them. 196 00:17:27,541.270574 --> 00:17:29,251.270574 and obviously cost always plays a role. 197 00:17:29,561.270574 --> 00:17:41,151.270574 you talked about that and I always think it's kind of funny sometimes when we are proposing a technology, we want people to not care about the cost, and yet whenever we're listening to a demo, the first thing we're thinking about is the cost. 198 00:17:41,951.270574 --> 00:17:48,671.270574 So, Anthony, you and I have talked a lot about, kinda, when you're presenting, you've got your plan, right? The actual technology parts of it. 199 00:17:48,701.270574 --> 00:17:50,801.270574 Then you've got like the things you need to include. 200 00:17:50,801.270574 --> 00:17:56,611.270574 We just talked about costs, the risk, the impact that's gonna happen, especially your customers members. 201 00:17:57,101.270574 --> 00:17:58,381.270574 also employees, as well. 202 00:17:58,381.270574 --> 00:18:05,836.270574 But me and you have talked a lot about, like, how you say something, is a big deal, right? you've mentioned it to me a lot about how. 203 00:18:06,496.270574 --> 00:18:07,486.270574 It's tough for you. 204 00:18:07,486.270574 --> 00:18:14,656.270574 It's also tough for me to like, take the technical stuff out of what we're trying to say when we're reporting or we're trying to get something approved. 205 00:18:15,236.270574 --> 00:18:16,196.270574 talk a little bit about that. 206 00:18:16,196.270574 --> 00:18:29,887.9372407 Like, how much technical, I guess kind of, technical talk, do we need to include, or do we need to stay away from being pretty technical when we're presenting these kinds of things? Yeah, actually our, uh, interview we did with Fletus. 207 00:18:30,452.9372407 --> 00:18:31,982.9372407 Just a few episodes back. 208 00:18:32,102.9372407 --> 00:18:34,652.9372407 One thing that he mentioned was the curse of knowledge. 209 00:18:34,652.9372407 --> 00:18:36,992.9372407 I never heard that term, but that's a hundred percent what it is. 210 00:18:37,622.9372407 --> 00:18:44,512.9372407 And I used to think I was in particularly bad when I worked at Heel Packard, it was nothing but it people, that I worked with. 211 00:18:44,602.9372407 --> 00:18:50,12.9372407 We were all technology people, but I learned that it's really not, it isn't just me, it's the. 212 00:18:50,327.9372407 --> 00:18:55,437.9372407 The whole industry, when we talk to each other, it, talking to it or, just technical people. 213 00:18:55,437.9372407 --> 00:18:56,637.9372407 Talking to technical people. 214 00:18:56,907.9372407 --> 00:18:58,137.9372407 I think we do a great job. 215 00:18:58,287.9372407 --> 00:19:06,927.9372407 But when you're talking to the CEOs, the other departments, and your board of directors, you really need to step back and think of things from their shoes. 216 00:19:07,367.9372407 --> 00:19:10,547.9372407 I know, everyone's heard this, try to stop using acronyms. 217 00:19:10,547.9372407 --> 00:19:12,227.9372407 If you have to use an acronym, spell it out. 218 00:19:12,837.9372407 --> 00:19:14,367.9372407 keep jargon to a minimum. 219 00:19:15,12.9372407 --> 00:19:19,47.9372407 If you've ever heard any IT person, like, we're not good at doing that. 220 00:19:19,107.9372407 --> 00:19:24,867.9372407 So I know we all hear it, but you really, you need to think about that with every single thing you do. 221 00:19:25,447.9372407 --> 00:19:26,227.9372407 I'll give an example. 222 00:19:26,227.9372407 --> 00:19:36,77.9372407 So If I went up to the board of directors and say, we're doing a budget and say, Hey, we're wanting to roll out this MDM so we can maintain and update your iOS devices. 223 00:19:36,507.9372407 --> 00:19:39,567.9372407 I guarantee there's someone out there has said that to a board of directors. 224 00:19:39,567.9372407 --> 00:19:41,517.9372407 like that's definitely been said at some point. 225 00:19:41,907.9372407 --> 00:19:44,877.9372407 Like, they're not gonna understand what the heck you're talking about. 226 00:19:45,337.9372407 --> 00:19:49,337.9372407 you need to break it down into, smaller things and just, one of the. 227 00:19:50,312.9372407 --> 00:19:54,812.9372407 My CEO he brought to my attention and it's that whole curse of knowledge thing. 228 00:19:55,122.9372407 --> 00:20:00,882.9372407 I was talking about network switches and, I just take for granted that everyone knows what a switch is. 229 00:20:01,362.9372407 --> 00:20:04,32.9372407 Well, and this isn't any, it isn't an issue. 230 00:20:04,32.9372407 --> 00:20:14,82.9372407 It's just, it's, my issue is, you know, like I've got board members that, are farmers, have been farmers their whole life, and the only smart device that they've ever had is the iPad that we issue them. 231 00:20:14,862.9372407 --> 00:20:17,122.9372407 Do they know what a switch is? they probably don't. 232 00:20:17,857.9372407 --> 00:20:19,837.9372407 So, even simple things like that. 233 00:20:19,837.9372407 --> 00:20:21,457.9372407 I know that's kind of like a basic thing for it. 234 00:20:21,937.9372407 --> 00:20:26,857.9372407 Like we deal with network switches every day, but you need to break those things down and explain those. 235 00:20:26,857.9372407 --> 00:20:29,17.9372407 So if you're gonna use jargon, it makes you explain it. 236 00:20:30,447.9372407 --> 00:20:40,147.9372407 when you're communicating with people, if you can put yourselves in their shoes, it'll help you give you a leg up so, if kind of know a little bit of their background and what they're looking for, it'll help you communicate with them. 237 00:20:40,667.9372407 --> 00:20:46,627.9372407 if I'm speaking with a, uh, you know, a gearhead or a car person, I know I can use car analogies with them. 238 00:20:46,937.9372407 --> 00:20:50,897.9372407 if we're talking about troubleshooting an item, I can say it's just like a car that won't start. 239 00:20:50,897.9372407 --> 00:20:52,697.9372407 It's either air, fuel, or spark. 240 00:20:53,672.9372407 --> 00:20:56,582.9372407 It'll just help you communicate with them if you put yourselves in their shoes. 241 00:20:57,152.9372407 --> 00:20:59,942.9372407 And then just going into the appropriate level of detail. 242 00:20:59,942.9372407 --> 00:21:08,972.9372407 I know we've all been around someone, there's always someone out there that we know that, goes into the such detail that everyone that talks to 'em checks out. 243 00:21:09,212.9372407 --> 00:21:11,622.9372407 I think we've all got, one of those people that we know. 244 00:21:12,75.4372407 --> 00:21:15,165.4372407 but with it, you definitely need to know where that's at. 245 00:21:15,345.4372407 --> 00:21:17,645.4372407 And that's really just, knowing who you're communicating with. 246 00:21:18,440.4372407 --> 00:21:29,850.4372407 So for like at my organization, our CEO, years ago, like he rolled out a camera system and you know, camera systems are very technical and very IT oriented. 247 00:21:29,910.4372407 --> 00:21:40,85.4372407 And so if I'm talking with him, like, if I'm talking about the network, I can go into a decent level of detail, on the flip side, if I'm presenting to the board of directors, I can't go into that detail. 248 00:21:40,85.4372407 --> 00:21:40,955.4372407 I need to keep it. 249 00:21:41,300.4372407 --> 00:21:50,720.4372407 To where, you know what I'm speaking with them about? How does it align to the business? What's the impact of the business? really just focus on that, or, bring it to a risk level or something like that. 250 00:21:50,720.4372407 --> 00:21:53,600.4372407 Something that they're interested in and want to hear about. 251 00:21:54,75.4372407 --> 00:22:00,60.4372407 Yeah, that's, that's tough for us, right? I mean, we have a ton of acronyms in our world, and it's tough. 252 00:22:00,540.4372407 --> 00:22:07,60.4372407 I will say, on the acronyms front, over time you can educate, your board or your CEO or whatever on an acronym. 253 00:22:07,530.4372407 --> 00:22:09,360.4372407 But just know it's not gonna happen one time. 254 00:22:09,360.4372407 --> 00:22:13,180.4372407 Like to your point, that cursory knowledge, you know what MDM is. 255 00:22:13,180.4372407 --> 00:22:16,960.4372407 In fact, in our industry there's two and they're both relate to software. 256 00:22:17,870.4372407 --> 00:22:20,210.4372407 but you know what that is, right? They don't know what it is. 257 00:22:20,210.4372407 --> 00:22:22,520.4372407 But you can talk about it over time. 258 00:22:22,520.4372407 --> 00:22:28,865.4372407 If it is something like, I'm saying MDM is like maybe, critical to the technology strategy of the company, it's probably a piece. 259 00:22:28,865.4372407 --> 00:22:39,285.4372407 But if it is something that's really important, that's gonna come up over and over you can educate them along the way and just make sure that you do it in a way that everyone kind of keeps up. 260 00:22:39,345.4372407 --> 00:22:48,115.4372407 But eventually you can get to a point where you maybe can use an acronym, but, you gotta make sure that, you've explained it many, many times, to where everyone fully understands it. 261 00:22:48,965.4372407 --> 00:22:50,815.4372407 and that can, potentially help you down the road. 262 00:22:50,815.4372407 --> 00:22:51,620.4372407 I know with some of our. 263 00:22:52,40.4372407 --> 00:22:53,600.4372407 Some of our critical software. 264 00:22:53,650.4372407 --> 00:22:58,370.4372407 and our board members do have, there's probably four or five acronyms of some of our critical software that they know. 265 00:22:58,830.4372407 --> 00:23:02,930.4372407 but that only happened because of repetitive use for probably, years and years. 266 00:23:03,60.4372407 --> 00:23:05,350.4372407 so, that's just something to think about too. 267 00:23:06,370.4372407 --> 00:23:19,745.4372407 so I think we've talked a little bit about, having a plan, making sure that we have the pieces, the technology pieces, obviously that's where we start, right? making sure they're aligned to business, but also kind of, the cost, the risk, all those kinds of things. 268 00:23:19,745.4372407 --> 00:23:22,445.4372407 And then maybe making sure we're saying it in a way that's understandable. 269 00:23:23,405.4372407 --> 00:23:30,855.4372407 if something's not understandable, people are gonna forget about all that other stuff, the cost, the risk, and, so make sure it's understandable. 270 00:23:31,965.4372407 --> 00:23:40,500.4372407 But something that I'm pretty passionate about is what you do with it after you've gotten, so let's say you've gotten that approval of those plans. 271 00:23:40,500.4372407 --> 00:23:40,920.4372407 Right. 272 00:23:41,270.4372407 --> 00:23:52,910.4372407 a lot of times what we do is we take, and this happens not just on strategic plans, but I have this happen sometimes when I task others with, and I've had it happen when I was the person getting the task. 273 00:23:54,125.4372407 --> 00:23:58,385.4372407 You get the task, go ahead and complete the task, and then you just go about your day. 274 00:23:59,285.4372407 --> 00:24:01,775.4372407 And there's never like that feedback loop back in. 275 00:24:02,315.4372407 --> 00:24:10,275.4372407 as someone who's delegated a lot of tasks, at least recently, obviously in my role, that puts me in this weird spot where I'm like, okay. 276 00:24:10,905.4372407 --> 00:24:12,765.4372407 I think they did it, but I'm not sure they did it. 277 00:24:12,765.4372407 --> 00:24:14,125.4372407 But I care about the users. 278 00:24:14,195.4372407 --> 00:24:15,575.4372407 you care about the users. 279 00:24:16,115.4372407 --> 00:24:17,855.4372407 You need to verify that they did do it. 280 00:24:18,645.4372407 --> 00:24:23,215.4372407 but like, how long do I wait? Do I, give them a couple weeks? and then it just creates this extra process. 281 00:24:23,215.4372407 --> 00:24:25,975.4372407 So something that we need to make sure that we think about. 282 00:24:25,975.4372407 --> 00:24:33,985.4372407 We need to spend at least some time not only working the tasks that were at hand in our strategic plans, the proposals we've gotten approved. 283 00:24:35,25.4372407 --> 00:24:40,285.4372407 Figuring out how we need, how can we come up with a good feedback loop, maybe for you? It's quarterly for me. 284 00:24:40,285.4372407 --> 00:24:45,955.4372407 It's quarterly with our board, and probably more often with the other executives on the team, and our CEO of course. 285 00:24:46,445.4372407 --> 00:24:53,405.4372407 but figuring out what's a good feedback loop to make sure that you are keeping them in tune with those strategic plans, how they're going. 286 00:24:53,670.4372407 --> 00:24:58,50.4372407 What have you completed? What struggles have come up? Maybe there's been delays. 287 00:24:58,540.4372407 --> 00:24:59,50.4372407 all that stuff. 288 00:24:59,50.4372407 --> 00:25:01,840.4372407 Very passionate about that because I've been on both sides of it, right? Where. 289 00:25:02,245.4372407 --> 00:25:07,170.4372407 You're being the one tasked with a strategic task and then you're the one coming up with a strategic task. 290 00:25:08,70.4372407 --> 00:25:10,50.4372407 And that feedback loop is critical. 291 00:25:10,420.4372407 --> 00:25:13,270.4372407 to making sure that things work very efficiently. 292 00:25:13,520.4372407 --> 00:25:15,230.4372407 if you don't, you're gonna have a lot of check-ins. 293 00:25:15,590.4372407 --> 00:25:18,970.4372407 And we talked about project management we talked about that, in our last episode. 294 00:25:19,360.4372407 --> 00:25:21,10.4372407 That could be a way to create that feedback loop. 295 00:25:21,10.4372407 --> 00:25:22,0.4372407 Maybe you automate it. 296 00:25:22,190.4372407 --> 00:25:23,810.4372407 but there needs to be some sort of feedback loop. 297 00:25:24,350.4372407 --> 00:25:30,225.4372407 That lets people know whenever these strategic tasks are being completed and you're advancing toward your goal. 298 00:25:30,625.4372407 --> 00:25:30,955.4372407 Yeah. 299 00:25:31,45.4372407 --> 00:25:33,565.4372407 The one thing that I don't know how many times I've heard it. 300 00:25:33,785.4372407 --> 00:25:40,585.4372407 we did some major project and there'll be, and it, this isn't necessarily leadership, but I've seen it like, oh, I didn't even know that was done. 301 00:25:41,605.4372407 --> 00:25:43,355.4372407 I mean, that, that's something. 302 00:25:43,355.4372407 --> 00:25:47,825.4372407 So it's definitely important that you're communicating that and keeping everyone on the same page. 303 00:25:48,825.4372407 --> 00:25:56,355.4372407 Well, Anthony, I mean, I think strategic plans, I think it's something that's I'm pretty passionate about, especially now in my current role. 304 00:25:56,455.4372407 --> 00:25:57,895.4372407 I know you're passionate about it too. 305 00:25:58,625.4372407 --> 00:26:01,746.4372407 if you had to give anybody like a tip, like is there anything like off the top of your head. 306 00:26:02,450.4372407 --> 00:26:12,270.4372407 We talked about obviously the process that we work through, working through strategic plans, doing those interviews, presenting to our leadership and what we include on those, and then making sure we have that feedback path. 307 00:26:12,270.4372407 --> 00:26:27,40.4372407 Is there anything, any just like tip that comes off the top of your head that you're like, man, and just remember this little key tidbit, as we kind of wind down the episode here? yeah, the big thing I think is communications, you need to keep things simple and speak in a way that they understand. 308 00:26:27,40.4372407 --> 00:26:38,189.1872407 So, like if I'm talking with our networking folks, I'm gonna talk, about network switch, about, you know, hey, this is gonna give us, we're gonna go from one gig to 10 gig throughput on this backbone. 309 00:26:38,189.1872407 --> 00:26:39,839.1872407 if I'm talking to the Cs. 310 00:26:40,859.1872407 --> 00:26:43,329.1872407 they don't need to hear that, like they're not gonna care about that. 311 00:26:43,359.1872407 --> 00:26:49,189.1872407 and usually when we're rolling out any IT project, there's gonna be many reasons we do it. 312 00:26:49,189.1872407 --> 00:26:52,39.1872407 So, like with the network switches, I could spin it two other ways. 313 00:26:52,39.1872407 --> 00:26:58,571.6872407 I could say, Hey, these network switches are end of life and that means that they're no longer gonna get security updates. 314 00:26:58,821.6872407 --> 00:27:04,71.6872407 if you're talking to your CEO and board of directors, they're gonna most likely back cybersecurity items. 315 00:27:04,71.6872407 --> 00:27:06,901.6872407 And if you got, strategic planning, talking about cybersecurity. 316 00:27:07,246.6872407 --> 00:27:08,566.6872407 You can align to that. 317 00:27:08,596.6872407 --> 00:27:13,935.4372407 Or if you guys are focusing on disaster recovery, don't say, Hey, we're gonna go from one gig to 10 gig backbone. 318 00:27:14,276.6872407 --> 00:27:20,715.4372407 Say, hey, this will reduce our, recovery time by 75%, by implementing these new switches. 319 00:27:20,795.4372407 --> 00:27:24,365.4372407 the things that we do, think about how it impacts the business. 320 00:27:24,515.4372407 --> 00:27:29,165.4372407 Specifically think in terms that your leadership and your board of directors are thinking in. 321 00:27:29,835.4372407 --> 00:27:30,555.4372407 that's a great point. 322 00:27:30,605.4372407 --> 00:27:44,845.4372407 the only other tip I guess I would add, and this is something that I learned to kind of, or I kind of knew it, but someone really put it into a good perspective for me recently, was especially on the cybersecurity side, I think we get sucked into this a little bit. 323 00:27:45,695.4372407 --> 00:27:58,435.4372407 It seems like everything that we put out on the cybersecurity side, and maybe even in some other areas with ai, the first thing it feels like we come out with is a way to restrict it, to make it confined and make it, you know, a lot of that's protection. 324 00:27:58,435.4372407 --> 00:28:09,135.4372407 maybe with AI it's like we don't want to get our data out there in the public cloud or things like that, but make sure we're kind of framing things in a way that people understand, like why that has to happen. 325 00:28:09,545.4372407 --> 00:28:13,775.4372407 and that it's actually enabling them to do what they want in a better way. 326 00:28:14,45.4372407 --> 00:28:18,935.4372407 people want to understand from an IT group how they're enabling them to do more with their job. 327 00:28:18,935.4372407 --> 00:28:22,145.4372407 Like to make it more efficient, to have some sort of feature that they didn't have. 328 00:28:23,165.4372407 --> 00:28:26,765.4372407 People don't get really excited when we talk about how we're gonna restrict what they're doing. 329 00:28:27,455.4372407 --> 00:28:31,265.4372407 And we know that, especially in the cybersecurity side, that's part of it. 330 00:28:31,715.4372407 --> 00:28:40,185.4372407 And that sometimes we have to put in restrictions, but we need to figure out how to help them understand why the restriction is a benefit and not just here's a restriction. 331 00:28:40,185.4372407 --> 00:28:42,265.4372407 So, and that kind of goes for a lot of things. 332 00:28:42,265.4372407 --> 00:28:50,275.4372407 I know we've talked about maybe doing an episode on Shadow it, and I think it leads right into that as well, which is if you say no over and over and over. 333 00:28:50,780.4372407 --> 00:28:51,710.4372407 and there's a need. 334 00:28:51,800.4372407 --> 00:28:58,70.4372407 People are gonna figure out a way to do it, either within your environment, hopefully at least you might be able to detect it or on their own. 335 00:28:58,130.4372407 --> 00:29:03,430.4372407 So, when you're actually having to do something that's restricting, show how it actually can be enabling. 336 00:29:03,940.4372407 --> 00:29:14,220.4372407 and then honestly, I think a tip that someone gave me, especially, in the IT world, but not just the IT world, I think this works at every team, level, is talk to people about the why. 337 00:29:15,400.4372407 --> 00:29:18,130.4372407 if people know the why, they're willing to do a lot of things. 338 00:29:18,190.4372407 --> 00:29:24,902.9372407 But if you just tell 'em, this is how it's gotta be, without explaining the why, they start asking questions and they maybe potentially don't join you. 339 00:29:25,92.9372407 --> 00:29:28,242.9372407 and they don't get quite as on board as they would have. 340 00:29:28,242.9372407 --> 00:29:30,42.9372407 So I would, I would just add that. 341 00:29:31,42.9372407 --> 00:29:34,252.9372407 Alright, so, uh, Anthony I enjoyed talking strategic planning with you. 342 00:29:34,302.9372407 --> 00:29:35,192.9372407 it was, pretty neat. 343 00:29:35,197.9372407 --> 00:29:40,267.9372407 I know we both have, I wouldn't call it the exact same process, but we have kind of a similar process we go through. 344 00:29:40,897.9372407 --> 00:29:42,682.9372407 And again, anyone listening or watching. 345 00:29:42,682.9372407 --> 00:29:47,2.9372407 if you don't have that in place, that is like foundational ground zero, you've got to start there. 346 00:29:47,132.9372407 --> 00:29:52,112.9372407 if you don't strategically plan your technology, you're likely to go all over the place. 347 00:29:52,162.9372407 --> 00:29:56,172.9372407 and you want things to kind of, always be pushing you forward toward the business goals. 348 00:29:56,562.9372407 --> 00:29:59,652.9372407 So do that first, and then once you've done that, come back to this episode. 349 00:30:00,87.9372407 --> 00:30:02,757.9372407 And listen a little bit about some of the other things you need to include. 350 00:30:02,892.9372407 --> 00:30:05,422.9372407 and then to Anthony's point, he talked about this earlier. 351 00:30:05,422.9372407 --> 00:30:06,412.9372407 Do a lot of interviews. 352 00:30:06,530.4372407 --> 00:30:09,500.4372407 let your users and your leadership be part of the process of planning. 353 00:30:09,930.4372407 --> 00:30:14,830.4372407 and, and kind of every year include them and you're probably gonna get a lot more buy-in. 354 00:30:16,70.4372407 --> 00:30:19,790.4372407 if you have any episode ideas for us or just some feedback for us, shoot us an email. 355 00:30:20,130.4372407 --> 00:30:20,790.4372407 we do have an email. 356 00:30:20,790.4372407 --> 00:30:22,630.4372407 [e-mail]. 357 00:30:22,960.4372407 --> 00:30:25,930.4372407 or you can reach out to us on any of our social media channels as well. 358 00:30:26,400.4372407 --> 00:30:28,530.4372407 until next time, uh, this is episode Off the Wire.