Gautrey Unleashed

The Stakeholder Breakout Process

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Troublesome, battle-hardened people exist in most organisations. These high-ranking individuals wield great power and usually do not have the time, or the patience, to let others know where they are coming from or why they are making the decisions they are making. They represent an extremely tough road-block or obstacle. Unfortunately, they are also usually misunderstood and it is this which Read More

The Team Brand Implementation Process

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In order to maximise the impact your team can have on the world around it, and to gain greater results, you need to implement a strong brand that can be lived by the whole team, not just you or one or two team members. To begin, you need to do a little analysis. This forms stage one of the team brand development process (take a look at Developing and Influential Team Brand if you haven't already see it). In this article, I outline the next vital steps to implementing Read More

Top Ten Ways Bosses Annoy Their Team Members

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Having sifted through hundreds of responses and comments over the last few weeks, I am now able to reveal the top ten things that annoy people about their boss. You can use this list as a boss, to score yourself, do some self-reflection and perhaps, begin to mend your ways. On the other hand, you might be inclined to give yourself a nice pat on the back. If so, watch out for that old twin demons of delusion and complacency. Alternatively, maybe you are getting a little annoyed with your boss at Read More

How to Leave a Legacy as a CIO

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In the Deloitte Global CIO Legacy Report (November 2015), the most important capability for successful CIOs is influencing internal stakeholders. It is also the skill least cited as a strength by the 1200 CIOs who took part in the survey.
  • 79% of CIOs said that it was the most important characteristic of a successful CIO.
  • Only 55% recognised this as a strength they possessed.
Influencing internal stakeholders out-ranked Read More

Four Reasons Why You Struggle to Engage Stakeholders

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Few things are possible in large or complex organisations without buy-in from stakeholders. To get that buy-in, you have to engage them. So, you diligently reach out to them to bring them up to speed, get their input and elicit their support for your initiative. Naturally, you are convinced that it is in their very best interests to pay engage with you, they have a great deal to gain from this exciting project. And that is when the problems start. Your Read More

The CXO Guide to Influence

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Although originally stimulated by the CIO Legacy Report, this guide will be of value to any CXO, or aspirant CXO in need of boosting their capability to influence stakeholders, especially internal stakeholders. Right now, I don't intend to address the critical need for high levels of influencing skills, except to say that the less you have by way of natural sources of power, the more you need to be able to influence.  And by influence, I mean getting genuine buy-in from key powerful stakeholders who can help or hinder your progress. Based on my work with many executives and directors over the last 10 years, there are five key areas you need to focus on. All successful CXOs will score highly on each of these. Read More

Influencing Internal Stakeholders Checklist

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A little while back I wrote and published the CXO Guide to Influence. This was born out of a report last year by Deloitte which found that the largest gap in CIO/CTO skills was their capability to influence internal stakeholders. Since influencing stakeholders is a subject I'm quite passionate about, I wrote the CXO Guide and a companion checklist for those who are interested in learning how to make sure they are doing all they can to influence appropriately. Read More

A Rather Important Lesson about Influence

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During a recent interview I was asked an interesting question:   "Colin, what one thing, above all else, do you want people to learn about influence?"   Having been working in this field for a great many years, there were an awful lot of ways that I could answer this. The subject is huge, and I'm still learning. Which means, I've got plenty of things to choose from. But it didn't take very long, because in fact the answer is pretty central to my whole approach to influence, and why I am different from many others who work in this arena. Read More

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