The skills needed to succeed in an IT organization have changed over the last decade. What are the skills needed now vs. then?
Michael Kubit is a leader, technologist, innovator, educator and certified professional coach. He has been enabling and empowering the mission of higher education with technology for more than 30 years. Michael was most recently vice president for information technology and chief information officer at Penn State University. A new role for Penn State, Michael lead the development of a new vision for IT that included Penn State’s 24 campuses, 80+ IT units, and >$280M annual budget. Michael served in executive leadership roles in information technology at Case Western Reserve University (CWRU), where he led campus wide initiatives designed to strengthen cyber security and enhance support for the university’s faculty and students. Michael and his colleagues were internationally recognized for technology innovations in new media, online learning, learning spaces, next-generation network projects, and organizational development. Michael also worked as a freelance video engineer for the Cleveland Indians and Cleveland Cavaliers sports franchises. Over the course of his career, Michael has led multiple transformation initiatives. His role as change agent has afforded him the opportunity to coach and mentor leaders, build new teams, develop strategic and operational plans and lead numerous innovation initiatives. Michael is recognized nationally for his knowledge and expertise in organizational development, as well as contributions to the development of new leaders. Michael’s passion has always been leadership and the development of people and high performing teams. Michael’s hobbies and personal interests include hiking, camping, kayaking, yoga, golf, cooking, music, guitar and art
What steps can you take to prepare for the next level of your career? We hear from a variety of successful higher ed IT leaders on their best approaches.
Specialist to generalist: An individual's most difficult challenge moving into a new role has to do with shifting from leading a single function to overseeing a set of business functions. Adapting to the new responsibilities can be both difficult and challenging. Therefore it is imperative that a new leader avoid over-managing the most familiar functions and undermanaging the others. The new leader must learn and understand the new mental mod ...