Two keys will communicate your competence and reinforce your credibility. But it all starts with one major difference maker.

We understand change leadership. We don’t talk as much about turnaround leadership. There is a difference, and it shows in whether you stay and leverage or leave and start again.

CIOs are leaders, but not all are high-performers. The difference isn’t what they do themselves but what they do for themselves.

Urgent requests and unreasonable timelines are normal. Accepting those requests does not need to be the norm. Five responses will help protect your team to stay focused and your technology vision to be fulfilled.

CEOs want their CIOs to be of greater influence, especially where they don’t have decision making authority.. That means the CIOs need to invest and leverage three critical assets their CEOs have been utilizing for years.

You will run into CEOs who do not have right expectations. They will run over you if you don’t know how to manage their expectations. How do you lead CEOs who have unrealistic expectations of IT while remaining an integral team player?