The hidden skills no-one teaches new CIO’s
When a newly minted CIO arrives, there is an expectation from the executive colleagues that they will fit in. However, that is often not the case. This can show up in one of two ways.
The new promoted CIO struggles at the executive level – a surprise for all because they were so good at the ‘heads of role’.
A new CIO is appointed from outside - the executive does not see the Acting CIO or Head of IT good enough for what they want.
This is because the executive skills are not taught and practiced therefore putting successful internal promotion at risk. Often their lack is not even recognised, the candidate is just not there – has no executive presence.
We have seen this issue also with CIO’s who go from company to company only staying a very few years because they don’t have these ‘presence’ skills.
I’ll outline them.
Recognising the CIO role is about the business first and technology second. Engaging in business and business outcome conversations and being able to explain in business terms, why a particular technology would be best.
Understanding the organisation, the business and the industry as well if not better than anyone else at the executive level and being able to discuss potential strategic advantages, revenue opportunities and key wins for the organisation.
Anticipate geopolitical shifts that may affect the organisation and be able to discuss the organisation’s potential responses.
Able to communicate clearly at all levels of the organisation.
Represent the organisation at external conferences promoting the organisation including its technology credentials.
Identifying stakeholders from Board to Basement and determine how to build quality professional relationships with them, delivering on their key wins.
Manage strategic partners, building mutually successful relationships that encourages the partners to work with the organisation in difficult times.
Recognise the executive’s risk appetite and ensure that the executive and the board have a realistic sense of risk and risk reduction.
Effective participation in the vision, mission and purpose of the organisation in everything the CIO does as a leader.
Ultimately the CIO needs to be a trusted strategic partner to the rest of the Executive and a trusted and inspirational leader to the direct reports and others throughout the organisation.