After less than a month in the role of CIO at a large national holding company, I decided to leave the position and the organization. This decision was driven by the misalignment between the CEO and C-suite dynamics compared to what was discussed during the initial interviews. Tina's points in her Gartner research highlight similar issues that resonated with my experience. Despite positive impressions during interviews and personal meetings with the CEO, it’s crucial to understand that these interactions are not always fully accurate. CEOs often excel at presenting themselves favorably, but the true dynamics of the C-suite can only be understood from within. I would like to add two key considerations for prospective CIOs: 1. Ensure that the CEO’s personal values align with your own. At least one significant value should match. Without this alignment, working for that CEO can become extremely challenging. 2. Assess the CEO’s expectations for your role and the goals they set, comparing them to the actual capabilities of the organization and the contributions of other C-suite members. It’s not uncommon for CEOs to be overly optimistic about their team’s abilities. The CEO should be flexible, and you should have sufficient influence to make necessary adjustments.
After less than a month in the role of CIO at a large national holding company, I decided to leave the position and the organization. This decision was driven by the misalignment between the CEO and C-suite dynamics compared to what was discussed during the initial interviews. Tina's points in her Gartner research highlight similar issues that resonated with my experience.
Despite positive impressions during interviews and personal meetings with the CEO, it’s crucial to understand that these interactions are not always fully accurate. CEOs often excel at presenting themselves favorably, but the true dynamics of the C-suite can only be understood from within.
I would like to add two key considerations for prospective CIOs:
1. Ensure that the CEO’s personal values align with your own. At least one significant value should match. Without this alignment, working for that CEO can become extremely challenging.
2. Assess the CEO’s expectations for your role and the goals they set, comparing them to the actual capabilities of the organization and the contributions of other C-suite members. It’s not uncommon for CEOs to be overly optimistic about their team’s abilities. The CEO should be flexible, and you should have sufficient influence to make necessary adjustments.
Spot on myself... bleeding in a wolf pack leadership team...