What are people unaware of when first stepping into an executive role in IT?

Top Answer : The need to build business relationships.

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12 comments
0 upvotes
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Green USB Stick
IT, Educational Services
The need to build business relationships.
3 upvotes
Yellow Monitor
IT, Arts, Entertainment and Recreation
That they need to invest much more time in stakeholder management than in technology management.
1 upvotes
Orange USB Stick
IT, Hardware
Its busines.. business.. business. Just think only about business
0 upvotes
Orange Server
IT, Software
The need to listen and not speak is critical. This helps determine where issues, risks, priorities arise.
1 upvotes
Red Charger
IT, Arts, Entertainment and Recreation
Need to build business relationships
2 upvotes
Blue Charger
IT, Software
Don’t underestimate the power and important of building and maintaining those informal channels to get things done!!
0 upvotes
Yellow Terminal
IT, Hardware
Understanding the current landscape (People, Processes, Technology) before implementing changes. 
0 upvotes
Black Charger
IT, Finance, Banking & Insurance
Crisp communication skills take a lot of work to develop for different audiences Selling ideas is essential
1 upvotes
Black Monitor
IT, Transportation and Warehousing
That you need to learn soft skills that you lack off.
1 upvotes
Yellow USB Stick
IT, Consumer Goods
Applying business perspective towards technology
0 upvotes
Blue Cloud
IT, Transportation and Warehousing
Business strategy
0 upvotes
Pink Processor
Engineering, Health Care and Social Assistance
The most rewarding thing as a functional leader or an engineering leader is you get to be in that spot where you’re finding the ways that your function can be uniquely valuable to the business. One of the things that’s been most rewarding, as I’ve gotten into more senior roles, is getting to think strategically about how engineering can be valuable, instead of only thinking of how we increase the velocity of the team. The strategic perspective is to ask, "what should engineering actually be doing?" And how should we balance between the operations team and the engineering team in different types of tasks? What ratio of headcount should be allocated to engineering and why? What would we have to actually see from that data and effectiveness perspective to justify our engineering investment that we’re making? I think these are the questions that became really powerful. Also, being in the data of the business and thinking about the problem is deeply rewarding as well. You can only have so many people spend most of their time thinking about the evolving business at an abstract level. Because you need most people to be thinking about it at a very concrete level. Having the privilege to think abstractly, which is one of my favorite ways to think, in a way that’s actually valuable is something I’ve enjoyed as well.
0 upvotes