So, you want to be a CTO? (2024)

Sign up for the hard projects. Push your point of view even when it's uncomfortable. Don't shy away from delivering or getting critique. Embrace ambition and risk-taking. Shake off and learn from your mistakes. And never give up.

Those are just a few words of wisdom from technologists who reach the top of their professions the old-fashioned way. They didn't advance through New Economy companies. They didn't launch their own dot-coms. They made it to the top through hard work and time served.

Surviving and thriving in traditional businesses -- businesses that are reinventing themselves through information technology -- means facing and adapting to change, say Bill Godfrey, vice president and CTO at Dow Jones in New York, and Liane Wilson, vice chair of corporate technology at Washington Mutual Bank in Seattle (see below for key facts about their careers).

Commit to change

Being the lead technologist at a company where the delivery of information and services is key may appear less stressful than leading the technology department of a product-based business. But that couldn't be further from the truth, Wilson says.

Ensuring quicker corporate and customer service is one of the biggest obstacles in delivering information and services for Wilson. In fact, it's the most stressful part of her job -- the constant reach to deliver information and IT services faster in order to improve customer relations.

Breaking service speeds is akin to breaking down stereotypes for Washington Mutual's lead IT professional. For one, Wilson does not believe that most young, fresh-out-of college graduates begin their IT careers at newly established Internet startups. "Perhaps that was the case five years ago, but many experienced CTOs and CIOs are now at dot-coms," Wilson says.

Neither Wilson nor Godfrey believe that there is any one clear route to the top. Instead, they say certain character traits, such as a disciplined work ethic, are commonly found in the top technologists.

Wilson works long and hard and believes anyone who wants to steer the IT ship must do the same. Potential CTOs "need to be willing to put in many long hours," she says.

That means forgetting downtime. Discipline and dedication to their craft allows for little mental time off for dedicated CTOs. As CTO of Dow Jones, Godfrey works 75 to 80 hours a week. Even when away from the office, he's not really away; that's part of his work ethic. The CTO finds it difficult to "take a load off" because he's always thinking about work, always engaged in the field.

Because of the commitment needed from a CTO, Godfrey also recommends to those hoping to advance to the top of their field to make sure they truly have enthusiasm for their profession. An aspirant should have a "natural tendency to gravitate toward" the work that is involved, he says. It is this passion for the industry that will get you through the storm when problems begin to pour in, which they surely will.

Use risk as a career booster

Reaching the executive level isn't just about how many hours you can put in week in and week out. Wilson cites ambition and its key partner, risk-taking, as the reasons for her career success.

Taking calculated risks can stretch people's abilities and help them exceed past performances. Wilson embraces the opportunities that controlled risk provides.

"I've taken on new assignments when asked and thus broadened my experiences, which has increased my knowledge about thee business and led to jobs with increasing responsibility," she says. Wilson is also a strong believer in coaching and mentoring her staff and credits her close work with staff for their constant career growth.

With a mentor's wisdom, Godfrey advises introverts to "manage their careers in an extroverted fashion." This means a person must leave his or her usual comfort zone behind to take risks and move ahead.

Technologists, Godfrey says, need to become vocal and be seen as risk-takers. "Don't smother your ambition. Ambition is attractive."

Taking chances means sometimes living on the edge and living with the consequences. Not everyone can handle the adversity that comes with making risky decisions, nor with the possible outcome: mistakes.

"The path I've taken has been a good one. I've learned as much from my failures as from my successes," Godfrey says. Failures have taught the Dow Jones CTO to address performance issues earlier than he's comfortable with. For example, Godfrey says he should have pulled the plug on some loser projects much earlier than he did.

"I knew both from my gut and from the evidence that an approach or even sometimes a personnel decision was not working out. But I delayed my decision in hopes I could fix the problem and stay on course. My gut was always right. Delay simply meant putting off the inevitable," Godfrey says.

Overseeing a staff of a thousand or so and key projects that have transformed the way Dow Jones does business means performance is a key issue. Godfrey has found that humility can do greater wonders for staff morale and productivity.

"Be aware of your weaknesses and when you forget what they are, allow people to remind you," he says. Godfrey adds that an executive's general philosophy should be that there is plenty of glory for all.

Acquire experience

Holding the top technical position at Dow Jones is no easy feat. Looking after multiple projects and thousands of people can be stressful. Godfrey admits that overseeing such a large staff is "at the edges of my capabilities." To aid him in learning new management techniques as well as the latest technology, Godfrey turns to education and outside experts. "You can't be passive. You have to get out of your office," Godfrey says.

That same drive that gets CTOs out of their stable environments and into challenging courses is the same attitude technologists need to advance in their IT careers.

Image is important, too, says Godfrey. A technologist aiming for an executive position must be seen as a go-getter, otherwise don't expect the career-making opportunities to be offered.

"You have to consistently ask for more work. That is how you get ahead," Godfrey admits. The more experience a candidate has in both technology and non-tech-related projects, the more "attractive" that person becomes to fill a CTO position.

Godfrey says the biggest obstacles in his position are "linking business decision-making with technology decisions" while at the same time "simplifying the company's global infrastructure and improving economics."

When asked what type of advice he has for those wishing to fill executive shoes, Godfrey says he recommends taking on big, visible projects because it's an excellent way to develop management skills. "Projects are excellent vehicles to stretch you. When your work is visible and your skills are used, you will be noticed."

Get an education

Godfrey and Wilson agree on the characteristics found in CTOs, but disagree on one important facet: education. Godfrey is a strong believer of obtaining a college education. Wilson is not.

Godfrey says having an advanced degree is not necessary to climb up the ranks in the IT sector, but holding a four-year degree, in Godfrey's view, is an imperative. "Having good critical skills is impoortant, and that attribute is something only a well-rounded college curriculum can provide."

It is also important that future CTOs have a good understanding of macroeconomics. "You won't be expected to be the CFO, but you need to be conversant in cost-benefit techniques," Godfrey says.

Although Godfrey maintains academics is crucial, he also acknowledges the importance of being "street savvy."

No CTO fits that description better than Wilson.Washington Mutual's lead technologist insists that trade school or even high school training can be enough to be successful IT if a person "has a passion for the field."

Wilson is a firm believer in hands-on experience versus formal schooling. Formal education, Wilson says, doesn't guarantee success. Furthermore, she feels that certain characteristics determine if a person will flourish in the IT field, and one of those essential qualities is that of enthusiasm. "Each and every opportunity that was presented to me I took with enthusiasm and did my best. And I was successful."

Wilson says to be an effective chief technologist, a person needs not only good management skills but also the strategic vision to handle both the technology and business angles as well as the energy to execute and implement all that needs to be done.

Another essential trait, says Wilson, is the ability to oversee many tasks. Versatility is extremely important because CTOs work on many projects simultaneously.

How a person manages relationships may be just as important as how the technology is managed, says Wilson. Part of her success is due to the way she communicates. She deliberately speaks in business terms rather than technical jargon, making it easy for her non-technical colleagues to understand her. When she presents a proposal, instead of speaking about the technology, she explains how the business dilemma will be solved with the new applications.

Wilson gives a final word of advice to others vying for that top IT position: Ensure that any technical proposal you make has business value, otherwise it will be of no use to the company.

"It's not the technology," Wilson says, "it's what you do with it that counts." And, some might add, how you make it to the top.

This story, "So, you want to be a CTO?" was originally published by InfoWorld.

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