We think that influential leaders are the ones who have the best to say. It turns out, it’s the ones who have the best to ask. And asking the right questions is a skill not often or easily mastered, especially by those who think they already have it down.
Career stall and role-rut are within your ability to move forward from. Tech-leaders who keep growing are intentional to develop personal, relational, positional and vocational areas that make them better professionals, better leaders, better executives and better experts.
Technology leaders are in an opportune moment to move business forward from transformation into innovation. But there is one critical mistake that will prove costly. Effective technology leaders know how to lead in-between movements and avoid outpacing others.
An effective CIO shows us ways to invest in ourselves and dig deep the well of our identity, capacity and destiny.
Mentoring isn’t often taught in CIO leadership development. Four skills are needed: assessment, coaching, training and support.
Great leaders are multipliers. And you must be; it’s not just the company that needs you to do so, it’s your country and your legacy that needs you to do it.
Leaders are thinkers. But good ideas go to waste. For your idea to thrive, you need to avoid four pitfalls and traverse four avenues of idea fruition.
The answer to talent gaps, backlogs and shadow IT is Citizen Development. It’s not a fad, it’s a movement, and one you must lead and shape to resolve challenges you still face and will face more of in years ahead.
CIOs and CEOs need a cohesive strategy to counter the technology talent gap, backlog and shadow IT. Citizen Development is the framework that will get it done.
IT is a brand, whether you know it or not. You are regarded by others, and eventually compared to other departments. The CIO is the Brand Marshal, and there are four essentials you must employ to perfect your brand and to stand out from the rest.
There are no ends of opinions and conflicting reports about remote and hybrid work. Use this checklist to help you form your own strategy.
Public perception of the CEO matters, and members of the C-Suite misrepresent the CEO in subtle but daily ways.
Transformation is not an overused word. If anything, it is underused. Leaders embrace it and keep it in front of everyone.
The future of work isn’t in the changes we see coming. It is in the CIO who is leading. You must expand your capacity to lead in three critical areas: customer, culture and competition.
Office relationships don’t need conflict resolution. It won’t work. Some say ‘cart before the horse’ but I say you need the right environment before you do the right things. Three dynamics create the environment needed for healthy office relationships, and these three alone will improve any relationship: affirmation, acceptance and advocacy.
Too many CIOs know how to win in the realm of technology but then lose in the arena of political leverage. I’ve learned 7 insights that help me come out on top. The first is to engage it, not avoid it. What follows are the rules of engagement.
Leaders who find their own voice drive their organizations; leaders who fail to do so drag their organizations along. Do you know how to find your own voice?
Though most CEO’s and CFO’s didn’t rise through the ranks of tech mastery, they still see clearly the essential changes in front of them. They then enlist alongside them a whole new band of Chief technologists. Together, Digital Transformation is your shared vision.
Introducing LEFT brain thinking…Not the standard understanding that the left-brain is for analysis and the right brain is for creativity, but 4 commitments that will reduce waste and increase productivity, teamwork and morale.
Most companies are by definition a bounded set: You have a Board and policies and employees. Within the larger bounded set are any number of other bounded sets: IT, HR, Marketing, Finance, Production, etc. In other words, a typical company is defined by a number of boundaries. This is how a company exists.