Neil Pullen explains how CIOs can make the leap to
CEO
Today’s CIO is generally a talented, ambitious individual with
an excellent grasp of the business world. But CIOs have often found
it difficult to reach the very top of an organisation. If you are
aiming to move up from CIO to COO/CEO, here are some useful
insights that we have gathered from people in the CIO community
attempting that final leap.
Promote yourself
Typical CIOs can be reticent to blow their own trumpets. But
being shy and retiring will not get your name on the CEO shortlist.
If you want to be CEO, you have to get people’s attention,
demonstrate the benefits of your projects and plans to the
business, and talk yourself up.
Move out of your comfort zone
For many people who work in IT, there’s a temptation to stick
within the safe confines of technology. To broaden your experience
outside the IT field, why not take yourself out of your usual
environment? Take charge of a change programme that is business-led
rather than IT-led. Or, if you are feeling extremely confident,
transfer to a function such as sales or finance to get a non-IT
perspective on the business. Success outside IT will strengthen
your profile immeasurably and silence many doubters.
Improve your visibility
Few CIOs sit on the main board, and this is a serious obstacle
to being promoted. Also, they often report to the finance director,
who is ahead in the pecking order. So is it possible for the CIO to
become the finance director? A qualified yes. An FD doesn’t
necessarily need an accountancy background - the huge support
structure, both internal and external, is often enough. You are,
after all, a known quantity.
Become more decisive
IT directors are not always the most decisive people. Bear in
mind that frequently the right decision is to make a decision. Take
inspiration from the example of CEOs who hire executives on the
spot on the basis of their gut feel. Be confident and know your own
mind.
Think strategy, not support
The IT department has traditionally been perceived as a support
rather than a strategic function. However, IT pervades every aspect
of the business and is essential if any business is to grow and
prosper. To promote the strategic value of IT, you must focus on
the business benefits of IT, improve communications between IT and
other departments, and help improve senior managers’ knowledge of
technical matters.
Sharpen up your office politics
It’s one of the most endearing aspects of IT people that
generally they call a spade a spade. However, this may not be the
best way to climb the company hierarchy. It’s not a question of
being Machiavellian or selling your soul. It’s about observing the
“power map” of office relations, understanding what other people
want, and influencing others more effectively. That way, you will
cultivate good relationships with people who can help you rise
higher in the organisation.
Embrace the joy of networking
Networking doesn’t always come naturally to a CIO. But it’s
vital if you are to create connections with people in other
organisations who could help your career. If you cringe at the
concept, think of it as giving, not taking. When you meet someone,
think about what you have to offer them in terms of a contact, an
idea or a client referral. The aim is to encourage people to talk
positively about you when you’re not around. And you never know
when a casual conversation could give you an invaluable job
lead.
Be proactive
The nature of IT makes the CIO a problem solver. Someone arrives
with a problem, and the CIO has to find a solution. However, a
potential CEO needs to develop a proactive approach. Why not
identify how IT could make your business more successful,
streamlined and competitive, and present your ideas to the board?
Offer solutions, promote your argument and – while you’re at it –
promote yourself. This will also help you to position yourself as a
leader with vision – an essential quality for the aspiring CEO.
Talk about benefits, not IT
It can be tempting to talk about technology, focusing on the kit
and using IT jargon. But this approach risks alienating people. Get
people on your side by using accessible language they will
understand and by talking about the benefits of technology for the
business rather than about the technology itself.
Recruit business-minded people
Surround yourself with people who talk business as well as they
talk technology. By recruiting and encouraging similarly minded
people who can present the benefits of technology projects, you
will help everyone in the business to understand the importance of
IT.
So how are you going to make the move? Set a realistic
timeframe, consider how you are viewed within your organisation,
get close to the current CEO and challenge yourself.
But then, of course, as a future CEO you know all this
already!
Neil Pullen is managing director of interim management and
executive search firm
Freestone
Comment on this article:
computer.weekly@rbi.co.uk
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