The CIO Program CIO-in-Residence

As CIO-in-Residence, John Marcante provides valuable insight and practical advice to help today’s tech executive prepare for tomorrow. In this role, John serves as associate dean and speaker at the Next Generation CIO Academies, mentor and coach to technology executives, facilitator for CIO Transition Labs, and a WSJ CIO Journal contributor.

Lessons in leadership from our CIO-in-Residence

Much ink has been spilled about the evolving role of the CIO. Many of those discussions have been about the range of responsibilities modern CIOs should take on. But what does it take to become someone who’s capable of taking on those responsibilities? Here are a few observations based on my own experience.

1. Appreciate the lateral moves. My own career was filled with movement among projects, departments, companies, and even industries. Some moves were internal to the technology function while others took me between IT and the business. Either way, they gave me a true understanding of how to run the businesses, meet with clients, and connect technology with strategy.
2. Get comfortable with discomfort. I often found myself in circumstances I wasn’t prepared for but had to deal with somehow. You may never get used to the risks or stepping outside your comfort zone, but you do get used to being brave and telling the truth. When opportunity knocks, answer it by taking the leap.
3. Be in the moment. It’s human nature to second-guess yourself. But when you know what’s right, don’t worry about the hierarchy. Trust yourself and forge ahead.
4. Form a personal board of directors. These are people in your career who are truth tellers. Think of the former subordinate, the old boss, the peer who you could go to when you have a question. They’ll listen and offer helpful advice when you’re facing a tough challenge.
5. Remember that you don’t know everything. Humility distinguishes good leaders from great ones. A good rule of thumb is to spend twice as much time listening and understanding as you do talking. Your role is to be a good teammate, no matter how senior you are.
6. Know the power of vulnerability. It’s how you build trust and lay the groundwork for productive debate. Be candid about the gaps in your knowledge. This also helps encourage others to take the lead in those areas and make you successful, and the reverse is true as well.
7. Kick competition off the team. Reward systems are often set up so that employees must compete with one another for their raise or bonus. Make sure your employees know that the competition is out there in the marketplace, not in here on the team.
8. Make yourself board-ready. The purpose of the board of directors is governance, not management. So, write your presentation to their concerns, which include risks, client outcomes, and business outcomes. Keep it concise, and be sure to solicit feedback