Four practices will bridge the generational gap you face.

CIOs and their teams suffer from fatigue and fight against natural drags of complacency. One overlooked dynamic is key to restoring the fire and the push you need.

I’ve been seeing a lot of mergers taking place, and with it, inheritance of another leader’s team. The work that follows between yours and theirs isn’t always smooth and often is troublesome. Unless you pay attention to one key factor effective CIOs agree has been their key.

Intelligence Firms like Gartner have their place, but they alone may not best serve your purpose or be the first place to look. What must have first place in your leadership is a community of peers who get behind your purpose and bring practical answers to your pressing needs.

Tech debt is a real cost. But there is a greater debt companies should fear, and on the flip side, it’s the one investment that must be made regardless of economic conditions.

IT has been transforming business. Now it's time to transform itself. To do so, you have to get away from organizational thinking, and see IT as a living organism and recognize 8 areas of focus that will promote health and growth.

Revenue generation and financial savings are not the guides to how you prioritize work. Six areas are, but they all depend on answering the same one question.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.