Jane Connell
VP, Global I/T Operations
Johnson & Johnson
More from Jane...
On tackling a tough challenge:
“When I was first moved into I/T, I was responsible for revamping and creating a new strategic sourcing organization within J&J. Taking on this challenge was risky because the CIO of operations was leaving and her successor was unknown, so there was no way of knowing whether my ideas would be aligned with my new colleague. A lot of my own skin was on the line, but it ended up being a turning point in my career.”
On seizing the moment:
“If you are coming off a high-exposure win, seize the moment. Be confident and use it as an opportunity to build your network. This new access may lead to new alliances and contacts. Take advantage of the resources that you might not have otherwise had.”
On climbing the corporate ladder:
“I have never looked at my career from a ‘ladder’ standpoint. I have always asked, ‘is this next move going to broaden me as a business person?’ For me it’s about growing my leadership, expanding my knowledge base, and being introduced to areas I’m unfamiliar with. If one of those components is present, I gravitate towards that opportunity.”
On her leadership style:
“I call my style authentic leadership, which means bringing me into it and being true to who I am. It’s not about trying to emulate someone else-- that’s when you lose yourself.”
Build Strong Alliances
December 2010
As a young girl, Jane Connell made the headlines of the local paper after making the all-boys baseball team. She’s come a long way since her little league days, and is now the leader of a much larger team, directing the development of strategic partnerships and contracts with technology giants like Microsoft and IBM.
At work or at home (she’s the mother of two teenage boys), Jane focuses her energy on building strong teams. “It’s about empowering my folks, being there when they need me and helping them grow. Strong teams carry all the weight together. A support system is something you build, it doesn’t happen by chance.” Here are Jane’s strategies for creating strong alliances in the workplace:
Align your team
“Prior to engaging with an outside company, make sure your own team understands your role, power and what you stand for. This way, the external company you will be working with knows that your team is behind you and supports your approach, thereby you’ll be negotiating from a position of strength.”
Don’t avoid tough issues/conversations
“One of the most important elements of any relationship—be it with a vendor, organization or colleague—is maintaining an open dialogue. Leaving anything unsaid may result in frustrations or what I call ‘finger pointing.’ Successful communication isn’t about avoiding or sugarcoating tough issues—it’s about picking up the phone, having meetings and dealing with those concerns.”
Don’t exaggerate or “oversell”
“When you reach out to someone for their knowledge, expertise or a service they provide—whether it is a peer in the workplace or the president of another company—you expect them to provide what they said they can bring. So it’s important to be clear and honest about what you can bring to the table. Promising a service you can’t provide, or claiming expertise that you don’t have is a waste of everyone’s time. If the abilities of both parties are known, then it will be a lot easier to hold someone accountable if something goes wrong.”
Deliver the goods
“Stay true to your word. After you have said what you are going to do, you earn credibility by following through and delivering it. Every scenario is different and some may require you to make tough calls—regardless, be sure to stay true to your word and live up to the expectations that you set forth. Once you’ve established your credibility, you foster trust.”
Maintain trust
“Taking positions like, ‘You must do as I say’ or ‘You better give me everything I want,’ does not promote strong relationships. When both parties understand where they are going and know that they are going there together, they will collaborate effectively. It is always a risk to rely on another’s integrity, but if there is good communication and honesty, trust will be a by-product. If there are disconnects within the party, don’t throw your hands up and give up. Just because one element is not well aligned doesn’t mean the whole transaction is a failure. Figure out where the anomalies are and work through the issues as a unit.”
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