To be the master of your time, you need planning and prioritization skills, communication and expectation-setting skills, and the support of strong direct reports.
Furthermore, the direct reports should be able to speak for the CIO in almost any workplace situation, giving the perception that IT management is always in synch and speaks with one voice. That perception goes a long way in building IT credibility and integrity. However, it requires, at least initially, that CIOs and their direct reports spend enough time together to be totally in synch philosophically in terms of how IT will operate. It is well worth the time investment, as the return toward the time-management effectiveness of the CIO far exceeds the initial time invested.
Time is a limited commodity. For CIOs, it’s the most precious of commodities—and one that should not be squandered. For CIOs, effective time management should serve to create found time, or time opportunities, that should be used for strategic and operational planning, assessing new technologies for potential matches to the organization, and for building, maintaining, and extending relationships with crucial IT stakeholders.
Once CIOs put themselves in a position to do that, time is on their side.
About the Author
Formerly CIO at Amerisure, Frank Petersmark is CIO Advocate at X by 2, a Farmington Hills, Mich.-based technology company specializing in software and data architecture and transformation projects for the insurance industry. He can be reached at fpetersmark@XBY2.com.
To read Petersmark’s previous CIO Insight article, “Picking Your Successor,” click here.
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