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CFO as MIS boss

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by greenmozart

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I began work for a non-profit organization last May as Network Administrator and have come to greatly enjoy the work and environment. I have one problem, however, that seems to cloud my overall job satisfaction.

My boss is the CFO. He has little technical background and virtually no concept of IT support or management. This normally wouldn't bother me, as I usually am able to work with all kinds of people regardless of their background or technical knowledge. However, in this case it is a problem for two main reasons.
1) My boss makes random and arbitrary decisions about all IT-related issues. One minute he'll agree with a proposal, the next he'll forget the reasons behind it and change his mind on the spot. He has made several decisions about who and what to support on an individual basis and doesn't believe in creating an overall policy for support, but rather deciding when he wants to deal with it.
2) My boss does not allow me to interface with other departments or managers in the agency. His feeling is that ALL IT issues should go through him. But because he rarely responds to requests for support or IT solutions people are reluctant to rely on the MIS department for anything and inevitably do their own thing which usually does not comply with any standard and still is expected to be supported by the MIS staff (basically ME since I'm the only one).

My question is what can I do to change the existing hierarchy, if anything? Ideally I'd like to take on more responsibility as an IT Manager/Technical Lead so that all IT-related issues come to me. I'd like to stay with the agency for several reasons, but cannot figure out how to work in an environment where there is seemingly no rhyme or reason to how things are managed or implemented. Can anyone offer a suggestion or two? Thanks!

9 replies

by mjolnir001

I would start looking for another job. I worked at a company for 3 years the first year was great then they put the CFO in charge of the MIS we took last place at everything the CFO made promises which could not be kept and the MIS department was always the scape goat, even when we were never included in the decision process. I hung around thinking things would get better but they never did so instead of staying and being miserable I found a better job more money, better treatment and my ideas and descions are valued. It sounds to me that you have a very bad buffer his mind is on controlling the company finances (which is what his job title entails) and for you to just keep things running. I have been through what you are going through twice in my career 12 years just start looking for another job no company is worth staying at if you are not happy. Remember the best time to look for a job is when you have one. Hope this helped

by mlayton

I don't know if that is a common situation for non profits, but when I worked in a non-profit it was very similar. The problem becomes worse when non-profits usually don't have all the money they need and are run by a board of people who are not upto date on technology. I handled it by finding two allies on the board (i.e. in charge of the CFO) and explaining the situation to them "to get their ideas on how to proceed and ensure the IT is meeting the growing needs..." I don't know if that applies to your situation, but you must do something to gain allies in other areas. Also, develop an "annual report" for your department and distribute or post - by documenting some of your achievements and roadblocks it will be harder for CFO to "change his mind" on a whim because others will know what is going on.

Hope this helps

by greenmozart

I am always keeping an eye out on the job market in my area and will certainly not ignore a potential opportunity if it appears to be a positive move. Of course with the current economic environment there is a dearth of IT jobs in my area and I am not willing to relocate AGAIN after finally finding a nice place to settle down.

I appreciate the suggestions to ally with other key players in the organization. I have started down that road and have been fairly successful in the early stages. I am committed to making things work as they should and I believe I have a good opportunity and some strong allies that can help to realize that goal.

Thanks for the responses!

by tomsal

My official title here is Systems Engineer, that's what you'll find on my business cards. However I am the IT Manager/co-director of MIS. My direct boss is the VP of MIS and then we have a data entry/entry level data base clerk (our department has 5employment "slots", we are hiring for another developer now and planning on getting another tech person on board during the 3rd quarter - when our new fiscal year starts).

My experience is similar to yours with a few differences...1) we are not non-profit and 2) in my case it isn't my direct boss (we get along and understand each other amazingly well in fact) its the top guys...the Executive VP, the President and the CEO who we are trying to "educate" on IT management.

by tomsal

After nearly 6 years of frustration, much like you described - our company's top 3 players are not technical people by any stretch of the imagination, their background is sales. Which if you've been in business for a while you probably know what kind of mix an IT department and company run by salesmen are. ;) (Hint: we keep our own bottle of Advil in our department).

Its tough, trying to protect the company from disaster (disaster recovery planning), implement efficient and cost effective network design (network admin), maintaining the heart of the business (database administration), developing new solutions to drive our productivity (custom in-house software development) AND deliver quality support to the end user (help desk/tech support...*ALL* exclusively handled by me at the moment btw). While doing, or attempting to do these things, you have constant obstacles in your face about costs and just a lack of taking issues seriously. For example, my boss and I had to do a presentation a few years ago about why you need to pay for software licenses! Until then they thought it was ridiculous to pay such amounts of money for software "we bought". Or the other time they didn't want me to "waste my resources" on developing a business continuity plan, "we just need to back up our data and store it off site".

That's just two simple examples, there are droves and droves of examples I can sight. Now we document everything and relate it with a "cause" and "effect" tone. The topic is then formally delivered at a meeting and the document is handed out to the "top dogs". We are STILL fighting for total understanding and cooperation of what IT really means, but at least now we feel progress is finally being made.

Hang in there, its tough but if you are like me I don't like walking away from a challenge too easily. IF it does get unbearable then I would say step up your job hunting.

by generalist

Many moons ago, having the CFO or equivalent being in charge of the MIS department was a very traditional approach. Of course, PCs were at best something for tech geeks with soldering irons.

You might consider pointing out this historical note, especially if your organization could benefit a lot from improved technology.

You might also figure out how to train the CFO on the essentials of IT. That might have the best long term return on investment for both you and the organization.

by http://stobie.home.sprynet.com/work/

I would suggest

(1) You document everything particular what the CFO agrees to when he agrees to it.
(2) You forward all requests for support that you get to him, along with what you want to do about it. This includes the adhoc solutions implemented without your support.
(3) You let others know that you want to be supportive and to demand replies to their requests daily.
(4) You need to explain in writing the costs of the alternatives and demonstrate how not having a common policy is costing money.

Either he will be overwhelmed and ask you to relieve him of the MIS work or he will be seen by others as ineffective in his role and be removed (eventually).

by lance.gillis

What is it you really want? Answer that one and youre on the way to a fulfilling life. Look at how you are approaching the issue. There is a lot more to life than the job. You could just put in your 40hrs, go home and engage in a satisfying hobby. But since you seem to be one who really cares,(that's admirable) you better start making a stronger impression with the CFO. Dazzel them with your brilliance - baffle them with your BS, in short convince them that you are a high level expert andthey should come to you for advice. BE ASSERTIVE. Not aggressive. You are the professional. You are the expert. You know what you know. Exhibit confidence. Exhibit courage. Be strong! Be the best you that you can be and you will be in the position that you desire. (Whew! Take that Tony Robbins!)

by greenmozart

I certainly do enjoy the challenge, so long as there is a glimmer of hope that there will be results. Our heretofore named "Interim" Exec. Director was just named to the position permanently so there may be a motive for change in the air. My problems with management are not exclusive. My colleagues and I are working on a restructuring plan for the entire Operations department that we hope will win support from the new CEO. It's a long shot that we'll support with documentation as much as wecan.

So far everyone's suggestions (and especially reassurance) have been much appreciated. I find a bit of usefulness in every response that I expect will benefit me in my efforts... not just now but in the future as well. Thank you all.

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