Back in the Saddle

Fiona Balfour had taken on what many people saw as the biggest CIO challenge in the country when she accepted the role of Telstra CIO in January 2006, just as her contract as Qantas CIO was drawing to an end. In February 2007 she resigned from Telstra for professional reasons.

She was suddenly out in the marketplace and not quite sure of her next step.

Balfour chose to leave Telstra of her own volition but other CIOs find themselves looking for their next role after being retrenched or after their role shrinks following a decision to reorganize global IT or to outsource. Still others are looking for a sea change, find themselves the loser after a merger where the "other" CIO assumes the position, or are quite simply sacked.

"It's likely to happen to everyone at some time," says one ex-CIO, who is now contracting. "That's the nature of globalization." Jobs for life are history.

Finding yourself without a job resonates differently for everyone but particularly differently for the executive who chooses to leave, than it is for the CIO who leaves involuntarily and might not have had time to think through the next step of the career. As another ex-CIO notes: "I believe that, like divorce, it is a very different feeling if you have made the decision to leave than if a company makes the decision for you. I've done both and I'm not sure you can compare the two experiences. While in both cases the outcome is just fine, when it's not your decision you need to come to terms with it. If it is your decision you have processed it and have your next steps planned.

"So assuming you get the bullet, I think the most important thing to do is not panic and remember that change is growth and that usually makes us happy. Off the back of that I think it is really important to do something you haven't been able to like take a trip, time off, a course . . . anything to give you the space and thinking time you will need to make the best decision."

Whether pushed or jumped, for many ex-CIOs there is a period of readjustment: a time to recharge batteries run down after a long spell in the CIO saddle, to consider how to spend or invest any payout. Relatively quickly though - often in just a matter of weeks - most CIOs who are still a way off retirement want to get back on the horse.

Balfour herself would love another executive CIO or COO role - "a diamond role", as she describes it. "If the right, big, meaty job comes along with the right boss in the right company I'll go and do it." And the gig would have to be in Sydney. But she understands that is a tall order and because she is imposing limitations, "that diamond role may not come up". If in a year or two it still hasn't, she'll reconsider her options, and is already canvassing the possibility of directorships.

The need to rethink your options after a period out of the workforce was echoed by another ex-CIO. "If you are on the backburner for a while then it might be the time to rethink the career and broaden the scope - take a course or look at a new niche. If you are a senior person then you should have those options."

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Time to Smell the Roses

Since leaving Telstra, Balfour has been on an interesting personal and professional journey, reconnecting with family and friends, and for the first time in many years actively planning what she wants to do next in her career rather than following a lead when opportunity knocked.

During the first fortnight after leaving Telstra she fielded 400 phone calls from university chums, people she'd worked with at DMR Group 20 years ago and a big London job offer. The flurry of interest buoyed Balfour's wellbeing and sense of self-worth. "I was on a big emotional wave and you do crash down," Balfour acknowledges. But she had already recognized that rather than race after the next big gig she needed to take some time out to regroup her energies and thoughts.

And to work in her son's school tuckshop.

Although she describes herself as diligent about ensuring she maintained her work-life balance even when in high profile jobs, Balfour says she was surprised at the effect on the family when she did step down, saying it quickly became a lot more relaxed. "I was probably a bit shocked at the degree to which I'd regimented myself. It's only quite recently I've learned to sleep past 6am," she admits.

After a couple of months off and a family holiday in New Zealand, Balfour was ready again to hang out the shingle. She contacted a handful of head-hunters at the top end of town whom she had got to know during her time at Telstra and Qantas. Initially they all wanted to put her forward for directorships. "I'm 49 though," she says, adding that going on boards was something she'd prefer to consider in her mid 50s, although she is already on the board of the National Breast Cancer Foundation and the Council of Chief Executive Women.

Out of the blue she received a call from George Savvides, the managing director of Medibank Private, asking her to consult directly to him on how the health insurer should take its IT into the future. She has been working there two days a week, admitting that, "frankly, if I'm there more than that I drive them nuts". Although it's a very different role from those she had at Telstra or Qantas, she has found that the technology and change management challenges are remarkably similar, and has found the Medibank role rewarding.

She has consulted directly to the CEO on IT and organizational issues, reshaped the CIO role, helped recruit the new CIO, Terry Snyders, redesigned the IT department and overseen the rationalization of telecommunications suppliers. With the new CIO in place, she's keen to push back a little from the role but maintain links with the company and hopes to attend monthly steering group meetings to continue to contribute to the company.

She acknowledges that she's had to adjust her approach when working in smaller companies in a consulting role. "I've yet to find a problem I haven't found before. At this stage in my career I can say that I've solved these problems in three different ways and pick the best solution.

"The hard thing is that because of the deep experience it puts you in a slightly different position. I have to consciously remind myself to take people on the journey with me. I can make these big jumps but have to mentor people through the process."

Like Balfour, Hemant Kogekar has left two high-profile CIO roles - one when he was CIO of Franklins supermarkets and a second when he was CIO at Suncorp. He's still looking for his next position but believes it is not wise simply to race into the first role that comes along. Kogekar says it is important to take some time to figure out what you want to do. "What are your skills? What are you enjoying? It's like leaving any job," he says. "You have the opportunity to look at what you want to do next. Some people may want to start a business, to consult, to travel."

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Balancing Act

The trick seems to be finding the balance point between giving yourself time to think and being out of the public eye so long it is hard to get back in the game.

"You always expect it to take six months to a year. But I talked to Simon McNamara and he said it took him two years between his last role and getting Westpac. So it's not unusual," Kogekar says. "But you do need a cash flow. You may get a redundancy but it won't last forever.

"The biggest worry is that you'll never make the role you want," he admits. "But I left Franklins and got a better job and was promoted there. Just because there is a lapse of time it's not about your skills or abilities, it's just that the right opportunity hasn't come along.

"It's a long road so you need to take care of personal things, to take the time to re-establish relationships with a partner or children, to use the time to create more balance in your life and regain your energies."

But how much time is the right time to be out of the market?

One ex-CIO who has been contracting for more than a year now isn't sure that, after such a long break out of the firing line, he wants such a high-profile role again. "Finding a CIO role isn't easy at the best of times, and after you've been retrenched maybe people look at you as damaged goods. I've had two interviews where it went right up to the wire - and the last question is: 'Well, if you're so good why did they let you go?' It plants a seed of doubt."

Looking for other permanent roles hasn't been easy either. For some he was told he was overqualified, while for others he didn't have the requisite experience. His CIO networks weren't especially helpful either. "As a CIO you have very senior contacts. I found that when I went door knocking those contacts weren't as good as I had thought - I was perceived as a threat.

"I actually don't know now if I ever want to do the role again. I could still do it and I would love to walk into a Qantas or CBA. It was dispiriting at first but once you get used to it, and you get a contract, then you make sure it's the best project. Maybe you don't want to run yourself into the ground building up someone's IT department," says the ex-CIO.

"There's not a big, strong fire down there saying that I've got to go out and be a CIO. I can handle 50 projects and work 18 hours a day - but I'd really walk around it before I took it."

Another CIO, after taking a year off, decided it was time to get back on the horse. "I was afraid that if I stayed too long out of the market I wouldn't get back in. I was thrilled to find myself pursued by a number of companies. So foolishly I joined one but at least had the wherewithal to go in on a short-term contract - three months. They wanted longer but I wasn't sure. Anyway, I left after the three months and did the big trip.

"By the time I returned I didn't care about work; the change had happened. I was confident something else would happen, which it did. After two years in another role - and I've just left that, which was my decision to get my work-life balance back - I didn't really mind what happened because it was my plan and I had thought it through."

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A CIO Through and Through

Kerry Holling had not thought it through when he was offered a redundancy from HP. He was CIO of Digital Equipment Corporation, then Compaq, then HP following a series of mergers and acquisitions. After a restructure at HP Holling opted to take a redundancy package. Although he could have taken a different role at the company, he wanted to be a CIO, so he took the package on offer and left in mid 2006.

By February 2007 he'd resurfaced as the CIO at the Department of Community Services (DoCS) in NSW. Having accepted the role in November 2006, Holling negotiated a February start so he could have a two-month break with his family to play house dad.

He admits that having never actually been in the CIO job market there was a point where his confidence suffered a bit. "I'd always been promoted internally. I wasn't brimming with confidence and I'd never really written a resume for a prospective employer."

Having secured the retrenchment package from HP he felt comfortable enough to take a couple of months rest initially, and refused even to consider what he might do next. "I learned I'd handle retirement really well," he says, "but then it's different having a few months off compared to the rest of your life." Two months into the break he decided he was ready to start thinking about the job market. "The concern was that I didn't know whether it would take two months or two years. I'd had no approaches."

"Outplacement services were part of the retrenchment package and I could get advice, get my resume ready and have a base in the city. I'd highly recommend that as a jolt back into an office environment," Holling says. "On advice I'd ramped up a lot of networking and was seeing a lot of friends, acquaintances and colleagues in the industry, people who had been customers or partners of HP. That led me to other people and it became a cascading process."

While Holling never overtly asked for work, he did get two interviews with the managing directors of large companies who were interested in at least an exploratory meeting to see whether his skills would fit their needs. "The other thing was I arranged meetings with the recruitment companies, all the usual suspects, and I was applying directly for specific roles, which I preferred because I felt more in control."

Although Holling had considered executive contracting work as a fall-back position, he never actually needed it. Also he'd never considered a career change or direction shift. "If I didn't want to be a CIO I'd have stayed with HP, there were other opportunities."

It was his application to an advertised position with DoCS NSW that led to his appointment, admittedly for a lower package than he had enjoyed at HP. However, he says, he is not motivated by money. "That's not my primary driver. I wanted an interesting job where I do want to get out of bed. The base salary between the private and public sectors isn't significantly different - it's the other opportunities and bonuses that make the difference." DoCS, with 4000 seats and in the middle of a reform process, pushed all the right buttons for Holling.

He knows he was relatively lucky in landing a job he liked quite quickly. But he thinks that those people who do find it tougher are going have to "have backbone and realize that there will be peaks and troughs. You can't take it personally. It's a serious decision on an organization's part to find a CIO. The fact that they don't think you're the right person doesn't mean you don't need to maintain confidence in yourself. That's where the networking is very important because it keeps you in touch."

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Staying in Touch

Networking and keeping in the loop is cited by just about everyone as hugely important.

To keep current, Kogekar uses his network of colleagues and vendors. "Networking does play an important role because there are the positions that don't get advertised. You hear of changes and you can approach the company - or the company that's doing the search.

"The main difference in a CIO position is that you are in an area where there are not a huge amount of jobs and people are looking for specific skills so there are fewer opportunities and sometimes internal promotions," says Kogekar.

And while Balfour hasn't attended IT industry conferences since she resigned from Telstra, "IBM has still invited me to the global CIOs' meeting". She is also careful to maintain the strong personal links she has developed with other CIOs and senior executives in a range of industries. Being a board member of the Chief Executive Women group hasn't hurt either. Keeping connected is critical, she believes, as is having a good handle on what is going on in terms of technological and corporate developments.

"I tend to attend conferences," says Kogekar, "and talk to people in thought leadership roles and learn about their challenges. The Internet is a good source too. For example, at the moment [I'm reading] all about service-oriented architecture and how to manage Generation Y. It's never as good as being in the hot seat but you can be thinking about how you'd tackle something."

"I think if you don't want to fade from sight - although I think you can make a decision to fade for a period of time - you need to keep in touch with people, go to industry events and start networking," says another ex-CIO. "Just don't act desperate and don't ask people for work.

"I was between jobs a number of years ago. I treated getting a new job like it was a job. I put some time into thinking what story I wanted to tell - how I would explain why I left without looking defensive or sounding like a loser - in other words, put a real positive spin on things. And every day I did one thing to progress my job search, whether it was applying for a job, making one call, meeting one person. It's amazing how things just start happening."

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Sidebar: You're Fired!

What a high-profile termination means to a career and tips for rebounding from controversy

Getting fired in a very public manner the way former Microsoft CIO Stuart Scott was late last year can have a devastating impact on an executive's career but doesn't have to be the end of it, say recruiters.

Executives looking to rebound from a termination scandal must be honest with potential employers about the circumstances surrounding their departure, recruiters unanimously say. They also need to adopt a liberal definition of "rebound" to keep their career options open: It may mean relocating, switching industries or moving into an entirely different profession.

If the executive had a good reputation prior to the termination - was admired for his performance, projected a positive leadership personality - his professional history will aid in his recovery.

"There's a long list of people who have had pretty terrible ousters and not recovered from them," says Martha Heller, managing director of ZRG's IT leadership practice. "But executives can recover if they play their cards right," she adds. (Heller is also a career columnist for CIO.)

Tips for Recovering from a Firing

To rise above a high-profile termination, redeem one's reputation and ensure one has a career moving forward, an executive has to handle the aftermath and the consequences of the termination with care.

1. Tell the Truth

Executives who've been fired often try to keep such negative facts about their work history secret because they know how difficult landing a new job will be. But not being honest with executive recruiters and potential employers will backfire. The truth always comes out; executive recruiters say executives should fess up to the truth, no matter how unsavoury it may be.

Harvey Nash's Gordon knows of a CIO, whom he declined to name, who lost his job his first day because he never told his new employer during the interview process that he had been fired from his previous job. The employer found out about the termination when, that day, an IT employee searched the Web for information about the new CIO and uncovered the circumstances surrounding the CIO's departure from his last company. Gordon says the company retracted the job offer because executives there felt they couldn't trust the new CIO.

2. Don't Point Fingers

Of course, there is a dignified way to present the unpleasant facts about your career, and that's by taking the high road and avoiding finger-pointing, says ZRG's Heller. Blaming others won't earn you much respect, she says. "Everybody understands that it takes two to tango, and getting fired does not necessarily mean that the executive [in question] is at fault," adds Heller.

3. Take Responsibility for Mistakes

Some "mistakes" are easier to rebound from than others. For instance, if a CIO has to play the scapegoat for taking a risk on a technology investment that had a potentially high upside but that didn't play out, he can walk away from the experience with his dignity intact, says Gordon. But if the CIO's integrity comes into question or there's any hint of a scandal surrounding his actions, a recovery will be much harder, he says.

4. Keep All Options on the Table

Whether a CIO has botched an ERP implementation, burned political bridges or violated HR policies, his best bet for finding a new job is relocating (possibly to a new country, depending on the extent of the damage) and/or switching to a new market sector, says Gordon.

5. Keep That Network Humming

The strength of an executive's relationships with individuals in his network can also help him weather a storm and transition to his next position. People who know the executive well can vouch for his character, expertise and ability to learn lessons.

Gordon also has advice for companies doing the firing: "If it's not handled delicately, and they don't let that person go with their professional dignity intact, it's going to reflect badly on the company and reduces their chances of hiring someone of high calibre into that position in the future."

- Meridith Levinson

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Sidebar: Cutting Loose

Tim Cope left his role as CIO of the University of NSW in June last year. He's currently engaged in a mix of strategic consulting assignments, business development and new business ventures. At the moment it's a mix keeping him well occupied but, as Cope notes, "The unknown of course is whether I decide to stay with and develop these business interests, as opposed to going back into a corporate role".

CIO: What are some of the most important things to do when you first cut loose from an employer?

Tim Cope: If you have been in a role for an extended period, I think that the most important thing to do is give yourself time, finances permitting of course. You need to properly assess previous roles and work out what you are really good at. This can take weeks, months or even years in some cases.

I have heard people talk about a period of "grieving" when you leave a role but I think that terminology may be a bit misleading. For many people, I suspect that it is the loss of the work routine with its early starts and long hours that is the biggest challenge. Even though many people complain about this aspect of their work life, it is surprising how hooked on it you become.

Who are your most important allies during this period?

Head-hunters are good for giving you feedback on your skills and experience and helping you to work out where to focus. Apart from skills and experience, your business network is your most important asset. Don't be afraid to use it. Don't underestimate the value of your network and the feedback you get from talking to people in the market. You should take charge of your own destiny and not wait for the market to come to you. If you do, you could be in for a long wait.

Some colleagues have had success with executive coaching and talent firms that assist in both helping you to determine the right career step and in some cases [give] access to potential future employers.

What should you be doing so that you don't fade from sight when you're looking for a new role?

Keep in regular dialogue with your business contacts and head-hunters. Use industry forums and, of course, the media, to comment on topical issues and develop your profile.

How important is your CV at this stage? Should you really be polishing it?

The CV is always an extremely important marketing tool for your skills and experience. I'm not sure "polishing" is the right word, but you should certainly revisit your resume and ensure that it is succinct and expresses your achievements in ways that prospective employers can both understand and value.

Sometimes it's hard looking for work. How do you keep your spirits up?

It may sound a bit cliched but executives that find themselves in this position have a wonderful opportunity to spend more time with their family, and it should not be missed. Also, there may be a number of personal interests which cannot be pursued due to corporate work commitments and I think that engaging in some of these at this time can be very cathartic.

Is it worth looking at opportunities overseas or interstate, or is this a fairly parochial market?

A lot of people will tell you that the Australian IT market is a small one and that can be a limiting factor when seeking career opportunities. If international assignments really interest you, then there are a number of multinational executive recruitment firms that you can approach. Failing that, professional networking Web sites such as LinkedIn or even Google can generate some interesting leads. Bear in mind though that a move overseas is not for everyone and it is as much a personal, family decision, as a professional one. I speak from experience on this one.

- B HEAD

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Sidebar: Wisdom from the Wilderness

1. Don't go to every Tom, Dick and Harry with your resume or you may be seen as desperate.

2. Don't go asking your contacts for a job - ask for advice or information, find out what skills are important in this sector.

3. Get yourself known and hopefully the word will spread.

4. Remember that recruiters are more focused on the client than the candidate - they're not working for you.

5. It can be a lonely experience because as a CIO people are clamouring for your time and all of a sudden the phones aren't ringing. Don't take it personally.

6. Read What Colour Is Your Parachute? to get a range of suggestions of what to do in these circumstances