Your CEO asks, “What can I do for you?”

How would you respond?

There are some poor answers:

• Asking if you can get back to them on that question
• Responding with a need that someone else could do for you
• Inviting them to get in the middle of a dispute with another leader
• Being vague
• Using it to complain, as in, “What isn’t there that you could do for me?”

Leaders understand needs. They have a pulse on situations. They can identify in a moment the strengths and weaknesses that they are working through with their team.

Leaders know what the CEO can do for them that would be high-leverage, the one thing that would make all other things not necessary or more easily accomplished.

So how do you know what the CEO can do for you?

The effective CIO is aware of four different areas the CEO can help in.

1 Needs that arose in your most recent assessment.

Every leader must know at any given time:

• What is right and must also be maximized.
• What is wrong and must be corrected.
• What is missing and must be added.
• What is confusing and must be clarified.

2 Challenges that require resources beyond what is at hand

CEOs find solutions. No CEO wants to be presented with a problem in which the solution already exists within your team, current resources or expected leadership ability. CEOs want a challenge, and they want to be a part of devising a solution with you. They do want to be the one pointing out what you should do with what you already have.

3 Training that the CEO can bring or make happen.

CEOs embrace development. They understand, especially, that the technology field must stay on top of changes and opportunities. They don’t want to waste money on ineffective training, but they will invest in training that has a strategic return.

As well, CEOs have experience and connections. They may be most suited to bring training or teaching, or they know ones who are. CEOs need a boost in their energy levels as well, and sharing expertise with others within their company fills their tank. Short of that, and my own work as CEO bears it out, the opportunity to bring in a friend and “show off” the company is its own reward.

4 Support that is outside the normal channels of acquisition

I don’t mean that what any CEO wants to hear in response to what you need is the answer of “money.”

However, resource-needs tied to specific business strategy that has arisen as an opportunity is the CEOs field of expertise.

“Money” is part of the budget process. Opportunity, in contrast, is to be taken advantage of. And how do you validate an opportunity? By demonstrating it as part of an assessment, unique challenge or training benefit.

I engage with both CIOs and CEOs. I keep on top of what is keeping each awake, and what is occupying their attention. The good news is that each desires to be of value to the other. The bad news is that neither often knows what that means.

You can change that.