Technology leaders don’t always get their way right away because of who gets in their way. Three practices will help you settle down and move forward constructively.
Leaders look to IT as a Savior. CIOs know better than to live in that shadow, and they ask three powerful questions to help business leaders face reality and effectively allocate technology resources.
It takes a lot of work to become a CIO. It takes even more to lead well in the role. Three areas of focus will increase your leverage and pave the way for what you want to get done. You are always selling yourself. Here is how to sell well.
Every leader sells, and as the CIO portfolio broadens, selling ideas becomes an even more critical skill. Three insights will help you reduce friction and be seen as an advocate rather than an adversary.
The one thing CIOs and technology leaders can’t get away from is the need to deliver. Today, that need is overwhelming. The answer to overwhelm is four essential dynamics that keep leaders well-ordered and able to work above the overwhelm.
IT staff are frustrated in five common areas. The CIO and IT leader needs to understand what is wearing on their staff, and how to respond in two substantial ways.
A recent roundtable of your CIO peers exposed six common frustrations CEOs have with IT and six practical responses that help you calm the storm.
CIOs and leaders commit four errors when speaking that fuel the frustration that they are not being heard and feed the belief that people are not interested in what they have to say.
People have fears, uncertainties and doubts that drive their decision making and perception. The effective CIO and IT leader knows how to uncover what is driving a person in order to help and in order to protect their career. It’s not a soft skill, it’s an essential, executive strategy.
Technology leaders and marketers are “seated next to each other” at the table. Both share mindsets, points of focus and communication needs. The effective technology leader will expand their professional skills to nail sales insights and strategies.
Public perception of the CEO matters, and members of the C-Suite misrepresent the CEO in subtle but daily ways.
The CFO and CIO maximize the value of their relationship when the CIO recognizes three key considerations: the common ground you share, the collaboration you need, and the communication you can have.
Anger is healthy for the workplace. CIOs need to master it as a leadership skill for the sake of their team, their work and their selves.
Leaders deal with email on a daily basis. Four little shifts and the email you send will be opened and more effective.
Feeling that you can’t get through to the CEO can be demoralizing. Fortunately, a simple recognition of how they are oriented can lead to overnight change with just a couple of adjustments on your part.
To lead wider, CIOs need to think better. They do so through assessment, inquiry, focus and engagement.
Masterful speaking is not in the show but in the flow. Focus on these four elements of speaking, and you will accomplish more than any speaking aid can deliver for you.
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.
The CEO and CIO want things from each other. Four areas are critical needs that often are overlooked: what each wants as it regards risk, networks, business exchange and team mastery.
Effective CIOs need to come alongside each business line to explore the best path forward. Thinking through six questions will better prepare the CIO for the conversations and work ahead.
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.
I’m all for networking. I have met incredible people doing so. I was also lonely. No matter how much networking I was doing, I still felt as if I was working in isolation. You can be surrounded by people, but unless you have others in your life who advocate for you, you feel very much alone.