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Wed, 6 Jan 2016 17:36:16 -0500 |
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Thanks for some off-list feedback on the above post. An element I did not
elaborate on but might add is that underlying many RIMgrs progression up the
ladder is a sense that their experience may not compare equally to that of
others whose background fits the norm within their specific context.
If one approaches RIM as a foundation of organisational capacity, then
exposure to how information grounds everything becomes an in-depth learning
opportunity that can equip the RIMgr far better than the siloed exposure
most execs get—even when they are rotated through various exec posts.
The RIMgr can skilfully reveal that greater depth of understanding of the
organisation as a differentiator. My own personality and background (& MA)
in servant (rather than dictatorial) leadership means that I do this through
honestly helping others.
Each must find her/his own path. It is fair to say, however, that proving
your worth relative to others—which is the game after all—is not without
risk or repercussion.
A grounding in what makes the organization tick is simply a knowledge
advantage—if we choose to develop that. When the game is afoot, other skills
and abilities come into play.
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