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Avoiding The Savior Complex: How CIOs Help Leaders Of Business Face Reality With Three Powerful Questions

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.

Joe Woodruff

How Creative CIOs And Their Teams Increase Productivity In Hybrid Work Settings

CIOs and their team must have creative moments to be productive. Too often, those creative opportunities are crowded out. Three key practices will restore and increase productivity.

Scott Smeester

The Only Three Insights CIOs Need To Sell Their Ideas

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.

Joe Woodruff

Why You Are Not Getting What You Want Out Of Executive Coaching

Executive coaching is only valuable if it is not being masked as mentoring or consulting. Great coaching will always lead you through assessment, clarity, conversation and action.

Joe Woodruff

Uncover What Your CEO (and others) Hesitates To Tell You

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.

Scott Smeester

Three Reasons The CIO Must Nail Sales

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.

Scott Smeester

How To Help Your CEO Help You

The best leaders know what their strategic needs are. They know specifically what the CEO can do for them. No CIO should be caught unaware. Knowing your needs in four areas will ensure that you are always prepared with a great response.

Scott Smeester

Three Overlooked Practices To Successfully Lead Vendors And Manage Stakeholders

Vendor contracts often place the CIO in the squeeze between contract fulfillment and stakeholder expectations. Three carefully crafted practices will keep you in the lead and in favor.

Scott Smeester

The CIO As Visionary Leader: What Your Marketing Team Knows That Will Make You More Effective

The CIO as a visionary leader can learn a lot from the marketing team. Understanding a person or group’s level of awareness, and how much and what information to impart is critical to communicating vision.

Scott Smeester

Three Dynamics For The CIO To Improve Any Office Relationship

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.

Scott Smeester

To Remote Or Not To Remote

The benefits of remote work are without question, but that still doesn’t mean it is best for your company. How do you know if remote work is for you? A number of questions here will help you work through to the answer.

Scott Smeester

3 Shifts a CIO Must Master In Order To Provide Value

You always have been more. Your love of what technology has longed for others to see its value. That day is here. But you must make some shifts, and you can’t wait to be invited to make them. You must demonstrate your value, or the thing you always knew technology could do will be entrusted to someone else.

Joe Woodruff

Together Beats Alone

Peer learning, leading practices and supportive community is irreplaceable in today’s currency of gaining advantage and staying ahead. Without the insight of others, waste of time, energy, ability and money accumulates. No leader today will survive under the burden of expectations weighed down by less than best execution.

Joe Woodruff

Two Sets The C-Suite Executive Must Choose Between To Move The Organization Forward

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.

Scott Smeester