Do you lead company efforts to integrate new technology? If not, then you shouldn’t call yourself a leader, says technology strategist Scott Klososky.

“One of my greatest frustrations is that we live in a time where we have a lot of new tools, capabilities, and concepts,” Klososky told attendees at AEM’s Annual Conference. “What holds us back is leadership – leaders who don’t understand technology or don’t have the courage to change or invest in it.”

“If your answer to technology leadership is ‘I’ll hire a CIO,’ then you really shouldn’t call yourself a leader,” he said.

Hanging Out with IT

Often, Klososky said, the C-suite doesn’t want to get involved in developing technology strategy. They want the CIO or a consultant to bring it to them.

“Leaders need to make a conscious effort to learn about technology,” Klososky said. “They have to set aside time each week just to learn about what’s going on.”

In many cases, he said, leaders will hang out with their product development and marketing teams while ignoring the technology function.

“I think they need to hang out more with the technology people, the IT people,” he said.

Finding the Right Balance

Leaders must also understand humology, Klososky said. Defined as the integration of humans and technology required to complete a process, he said a good leader should be able to look at the processes in an organization and say, "Are we at the right place on the humological scale?"

“As a leader, you have a chance to leave a legacy,” Klososky told conference attendees. “When you retire, will they say ‘Wow, I’m glad he’s leaving’? Or will they be impressed by how you integrated technology into the organization over the last 5-10 years?”

Klososky is the principal at consulting firm Future Point of View.