What advice would you give to first time CIO, other C-Level?

Leadership Michael - the most important thing is to remember it's all about the business. Not your function/area of current expertise. It's all about value to the business. Lots of first timers (incuding myself in that - way back when!) make the mistake of continuing to be the best IT person they can be. While you don't want to lose that - the value you should now be adding is all around how we can help move the business forward - which sometimes takes very little technology and far more process/people to happen.

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Pulse User

Michael - the most important thing is to remember it's all about the business. Not your function/area of current expertise. It's all about value to the business. Lots of first timers (incuding myself in that - way back when!) make the mistake of continuing to be the best IT person they can be. While you don't want to lose that - the value you should now be adding is all around how we can help move the business forward - which sometimes takes very little technology and far more process/people to happen.

Pulse User

Build a strong rapport with your C-Suite peers as quickly as possible and also make sure that your direct reports are all "world class". If there is a chink in the first layer of armor, that will spread down throughout your organization and hamper both productivity and reputation.

Pulse User

Michael -Being a new CIO will come with challenges. You must not be the type of CIO that sits in his office all day. You must be that CIO that gets out of the comfort zone and makes rounds, talks to your employees. Understand their educational needs, be there as a sounding board for their good ideas and even listen to the ones you might think are not good ideas. I have always tried to be an example of good leadership and as you grow in your new role, you will become that leader as well. Good Luck!!

Pulse User

Agree with @MikeKail. Build your alliances and C-Suite support. Take it slow, listen and develop your plan and take a measured approach. Big bang changes generally don't work out well.

Pulse User

Agreed with all the prior feedback. I would also begin the process of formulating your strategy based on a combination of inputs from conversations / insights from C-Suite members as well as incorporation of the overall corporate strategy. Ideally, you want the C-Suite to feel as if they have their fingerprints on the strategy. With that comes buy-in and shared ownership. But, best to get it right and not rushed ;-)

Pulse User

very valuable input from all my peers. i would just add that don't start too many projects that you cant finish on time. your first few projects will get you a repute in your organization, they should be critical to business and close to leadership. do it and do it good.... let the work do the talking

Pulse User

Great advice from all my colleagues here! My mantra has always been that I would never ask my staff to do anything that I wouldn't do or try to do myself. It's so important to have integrity and trust with your staff because none of us are successful alone.