How to Go From CIO to CEO

How to Go From CIO to CEO

Think in terms of profit and loss now, not just cost. The latter is a functional way of thinking. The former is a strategic way of thinking.

When you can speak insightfully about identifying—and deploying—key business growth drivers, you sound like a CEO.

By the nature of the position, CIOs gravitate toward analysis. But under pressure, top-level company leaders must segue to a quicker, decisive style characterized by swift action.

It’s natural for a CIO to constantly adapt to changing technologies, trends and such, but a CEO is paid to steer their organization, as opposed to simply adjusting to events.

Given the significance of technical standards in what you do, you’re wary of the uncertain. However, CEOs make big decisions based upon the unknown all the time.

CIOs are often designated to deliver the bad news. But CEOs are admired for their ability to energize the troops through their optimism.

When you drive activity that makes other departments and individuals shine on key objectives, you gain a reputation as a difference-maker whose impact extends beyond “just tech.”

That’s right. The easiest way to shred that “supporting player” stigma is to demonstrate repeatedly how you expand ROI opportunities for your company.

Study up on all organizational fiscals, so you can hold your own during discussions with the CFO. No one ascends to CEO status without a firm grasp of the organization’s financial house.

Find ways to engage board members—outside of formal presentations when an IT project is proposed.