If you are reading this, there’s a good chance that you were recently offered a position as a new CIO at a company or, maybe, you just aspire to reach that level in the near future.
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.
Once the initial 30 days have been completed in your journey as a new CIO, you should have completed the goals outlined in the previous articles and gained a deep understanding of the organization.
Now that the initial 30 days of your journey as a new CIO have been completed, there’s a good chance that you have a clear understanding of how the IT department is viewed at your organization.
Much like you would find with any other management position, a CIO must surround himself or herself with a team to deliver on the goals and objectives that have been set.
Demonstrating leadership and declaring a department mission is important as a CIO. Technical teams are often perceived as employees that take orders from the organization but feel otherwise disconnected from the overall business strategy.
As a CIO, one of the core duties you will have is managing other team members and the performance you give at this can quickly determine your success or failure in a position.
The modern CIO role requires individuals to know the technology they are working with and knowing when it is time to push for new equipment or software to replace outdated options currently in use.
Although the core facets of a new CIO job may have been outlined in a job description or the interview that followed an application, you may not truly know the reason the role is being filled.
As a CIO, there’s a good chance that you already know who your boss is; however, the person you perceive to fulfill that role may not actually be the one that truly evaluates your performance.