With the role of CIO in full swing, effective leaders should have completed the first 60 days by following the previously outlined steps from orientation and reconnaissance in the first 30 days to vision and planning in the following 30 days. Now that these steps have been completed, a new CIO will need to dig in and start executing real change within the organization. With the previously defined mission in place, this is the time to start making your mark as a new CIO.
After the first 60 days, a CIO should have assessed their current situation and created a plan for how to mitigate weaknesses and execute new priorities to achieve organizational goals. In many cases, a new CIO is hired because other members of the c-suite believe that he or she will be able to make a positive change in the organization. Taking the time to focus on visible changes that make an immediate impact is crucial in a short time; however, this likely means the CIO will be very busy as they start driving multiple initiatives.
Getting Down to Business
To get started in the period following the first 60 days, a CIO will need to get their core team mobilized and engaged with the new plan that is in place. During this period, it is important to establish regular rapport with the team to ensure they are aware of how their contributions can contribute to the overall goals of the department. Throughout the next months, it is important for a CIO to reinforce the team’s responsibilities and how they will affect the overall goals outlined in the mission to create a sense of teamwork among the department.
Once a CIO has established a high-performing team that is enabling the growth of the business, it is important to ensure that they continue to contribute to the success of the organization overall. This can not only improve morale but create a sense of achievement and satisfaction among members of the department. It is important to note, however, that the ongoing execution of the plan will have its unexpected challenges. Clarifying the steps established in the first 60 days can help reinforce the core goals when something goes wrong and provide solutions on how they can be achieved.
At times, it may seem like the roadmap to being a great CIO isn’t always clear, and that is perfectly normal. Although, if the steps outlined in this toolkit are followed, any new CIO should have a great foundation to build upon and grow both within the position and the organization. This personal growth as a CIO should be reflected in the organization and department as a whole since success should be bilateral instead of one-sided. If either is suffering, the CIO needs to determine why and remedy the situation as soon as possible. Creating this team mentality will further mobilize the department to achieve greater levels of success. Although, this will require the skills of a strong leader in the CIO position.