Commit to leadership first and everything else second.
CIO leadership requires more than strong skills in IT management. You must also cultivate relationships that enhance a sense of "followership" within your tech teams and internal/external business partners, according to the book, The CIO Edge: Seven Leadership Skills You Need to Drive Results (Harvard Business Review Press/Available now). Authors Graham Waller, George Hallenbeck and Karen Rubenstrunk shed light on how the pursuit of these relationships can be executed in the same, systemic approach as the administration of tech systems. "CIOs understand they need to manage IT processes in order to deliver results," Waller says. "They also understand the need to lead people in order to deliver on these goals. However, what many don't understand is the incredibly important interplay between the two." Waller is vice-president/executive partner with Gartner Executive Programs. Hallenbeck and Rubenstrunk are, respectively, current and former executives with Korn/Ferry Leadership and Talent Consulting. Here are selected highlights:
It's people - as opposed to systems - who are primarily responsible for your department's success.
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