You have more than enough to do, not enough funds to do it with, and the insight to know that all that you are doing isn't the best that you could be working on. The difference between the status-quo and effective advance is in the skill of executive persuasion.
A variety of projects may be vying for executive attention and the resulting support. Without a strong endorsement, and the resources that come with it, your project may not be approved. And if approved, could miss due dates, budget goals, and not achieve the overall objective.
These sessions will have two key sections. First, we will give you the understanding and the tools to create your own internal process to influence project decisions. Then, we will cover the skills required to develop a clear, defined project sponsorship process. The end result will help enable you to create the necessary autonomy to get buy-in for the projects that will help you in your leadership towards your vision.
CIO Mastermind confirms the concept of using external advisory to solve intra-company challenges because in your role you don't have anyone in-house to review with.
It is helpful to network with cross-industry CIOs. A lot of the problems are common and contrasting different approaches helped to broaden my insight.
I like having an opportunity to help colleagues address challenges that they are facing. Making a positive difference is important to me.
By just listening to the questions and suggestions during bottlenecks opens up new ideas and strategies that can be directly applied to my current challenges.
Members gain understanding and plan for implementation in how to identify projects, gain agreements, present plans and persuade toward action and implementation.
