Do you believe that executives and information-technologists (I.T.) have a good partnership? Think again. In most organizations, there is a gap – and sometimes a chasm – between the perceptions and priorities of technologists and the executive team (or other managers throughout the enterprise). What causes the disconnect? One key reason is what we'll call "organizational culture worldview" – the way that each group "sees" the primary objective of the enterprise.

For organizational leaders, the business is the bottom line and technology is a means to an end – one facet of a successful organization. For the technologists in the I.T. department, the technology is the point and, too often, the business bottom-line is viewed as a hassle or limitation. In some companies, a randomly surveyed I.T. employee may not even know there's a recession, for example, or that market conditions are affecting the company that employs him.

See if the following conversations and perceptions sound familiar to you:

"Implementation takes time, lots of time; and money, lots of money."

"I.T. costs are out of control and ROI is questionable. We have to cut back. NOW."

"The technology is the solution. Besides, our opinions are fact. They don't know what they're talking about."

"They think communication is about talking louder, or sending a mass e-mail. For them, technology is always "the solution." We see technology as a delivery vehicle – a means to an end – not the message or end itself. They just don't understand our needs."

"I'm an expert and you're a fool. You don't understand anything about technology."

"I.T. people don't convince me of how technology helps me do my job or meet company goals."

What Information Technologists need to do:

A new breed of technologists needs to emerge. Strong technical skills combined with business knowledge, communication ability, and a client-centric idealism would be perfect. Barring that (and it's unlikely, given the current reality), most organizations would prize a person or two who have the skillfulness and fluidity to act as "translators" between front-line technologists and the rest of the world! The first option is unlikely, and the second – while more likely – taps a very unique skillset. Why?

Often, the skills and mindset that makes for a great technician are different from that which make for great strategy or communication. Think of the proverbial the engineer who can plot how to build a bridge but can't safely cross the street; or the scientist who can work with complex formulas but is socially inept. These are contrasts between technical aptitude and emotional intelligence. Most technologists have forged solid pathways in their area of expertise, but – if they've sheltered themselves within the I.T. community – may be under-developed in other areas of intelligence (this is true for many people, of varying talents).

As an I.T. employee, you can make your work life easier by spending more time listening to instead of lecturing non-technologists. Change your vocabulary from "I know..." to "I think...," and stop talking at business people. Look for ways to increase your basic-level communication skillfulness. That you're a technology adept should not preclude you from being functionally literate from an interpersonal- communication perspective. And watch the superiority trip! Your superior knowledge of technology is unquestioned, and no doubt appreciated in the company, but the bottom line is that you're employed by a business that needs the technology to serve a purpose that extends beyond the I.T. group.

For every I.T. project, include a user advocate on the team to help you comprehend how the product will be used and help you create a better product. They can also help you build the end user into the product up front rather than forcing the end user to fit the technology later. Also, include a communication strategist on I.T. project teams well before the project rollout affects others. This will reduce support and maintenance costs, down the road, as well as decrease costly backlash and productivity swoons, which helps to free up valuable I.T. resources for more creative endeavors. (Not to mention that senior management may hear glowing reports about the formerly trashed I.T. department.)

IT managers will also have a better time getting budgets approved if they learn to show how technology supports business goals, using the language and terminology that business people use. The mutual exchange of information will benefit both of you.

There is no doubt that I.T. people have a huge and difficult job; they must serve the business 'vision' through technology. Trade perspectives with your business units, learn to speak their lingo, and for heaven's sake, remember who the client is (hint: it's NOT the technology, and it's rarely the I.T. department!)

What business leaders need to do

Stop chronically chastising the I.T. department for not giving you what you want. Instead, learn to work with them in new ways.

One way to do this is to be part of the I.T. team that puts a project together, or assign this important task to someone who is interpersonally skilled, and speaks the languages of both business and technology. Don't just submit a request to the I.T. group and wait for them to do it, and don't give a big-picture vision and expect a timely and accurate translation into action. You need to be an integral part of the plan design. Gather information on how people will use the product, communicate the features you know are important and provide a sound business perspective. Remember that I.T. people won't ask you a lot of questions; most technologists are data- and process oriented – they have clear procedures for writing programs and maintaining networks – but many talented technologists don't deal well with abstraction, the "big picture," politics or diplomacy, or the chaotic world of running a business.

Help them out and provide clear direction on what you want. Think of it like building a house. First, describe all the features you want built in, including minute details like color choices and lighting preferences. Then let the architect present you with a plan. If you clearly communicated your specs in the beginning, everything you wanted should be part of the blueprint.

If things are missing from the blueprint, ask yourself if you were expecting the architect to read your mind. Did you clearly communicate your desires? It's the same thing working with the I.T. department. Share information, discuss ideas, and take it upon yourself to confirm they understand your expectations.

With every I.T. request, you should also communicate a clear economic justification. Will it save money? Will it generate profit? This information helps the I.T. department make reasonable decisions about which projects get top priority. Otherwise, precious I.T. resources are being spent working on projects that have no apparent payback.

Finally, business managers need to understand the I.T. side of the house better. It's too important to the success of your business plan to ignore. Like it or not, you need technology to do your job, and you better get comfortable with the issues facing your I.T. managers. After all, they affect you, too.

Circle the wagons, folks

When early settlers crossed this land on the Oregon and Santa Fe Trails, they didn't have a whole lot of knowledge about what was around the next bend. They did, however, recognize the absolute need to stick together. They circled their wagons at dusk to present a unified force to the dangers lurking in the darkness. Some people were good hunters, others were good navigators. Everyone did what he and she did best, and all shared collectively. The choice was simple. Those who went alone often perished.

Business managers and technologists should remember this history lesson. Think about all the things your two groups have in common. Both groups have a vested interest in reducing costs, keeping productivity high and making sure the business stays successful. Both groups also want to use technology to leverage the best product for the right jobs, minimize production problems, reduce end-user woes and keep technology running smoothly. Running a business is like crossing a vast, unknown frontier. There's a promise of a better life once you get there, but substantial effort and collaboration among team members are a prerequisite.

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