Why does this phenomenon seem to afflict CIOs more than other C-level executives? Based on many years of consulting assignments with CXOs we believe the answer is surprisingly simple. Organisations are generally diligent in seeking CIOs whose professional backgrounds suit their new roles, but less diligent selecting candidates with appropriate behavioural traits. Accordingly, there are lessons to be learnt by organisations as well as aspirants.

Observations: When seeking a new CIO, organisations are generally clear about performance expectations which we shall refer to as their primary needs. They are usually less focused on behavioural traits, other than expecting a good cultural fit. For the purposes of this article, these shall be referred to as secondary needs. In our experience, even CIOs who largely satisfy primary needs may still be perceived as unsuccessful if unable to fulfil the organisation’s secondary needs.

Primary needs – overt success drivers: Whilst the selection process may not always spell it out, key success drivers can usually be drawn from the following list, though not all will apply in every instance.

• Effective execution. The ability to get things done with special emphasis on running projects to TCQ (time, cost and quality) parameters

• Can move with agility. A subtle variation on the preceding point, this reflects the capability to move quickly when warranted, avoiding bureaucratic entanglement

• Strategic leadership. Can inspire others with a vision

• Builds strong and credible teams. We find CXOs express concern about CIOs whose teams may be competent technically but lack the gravitas expected at senior levels

• Manages costs. This may concern IT costs alone or as the CIO’s contribution to a broader cost-reduction and productivity improvement agenda

• Delivers robust infrastructure. The usual need is for infrastructure that is well-suited to business needs and backed by a strong service ethic

• Innovates pragmatically. Maintains currency with technological advances and can be opportunistic in selectively bringing these to the organisation

Secondary needs – acceptable behavioural traits: An ideal CIO would exhibit the majority of, if not all characteristics, outlined below. Unfortunately, in many cases the CIO’s suitability is often assessed post factum.

• Organisationally aligned. What is it that attracts the incoming CIO to the organisation? Do the CIO’s personal values and standards closely match those of the organisation? For an incumbent, does the CIO understand the underlying subtleties that drive the organisation, discerning what is really important to it as an entity?

• Politically adept. A good CIO is often a good politician, able to understand and work with differing organisational interest groups. Whilst the CIO may not necessarily be able to fulfil the needs of all stakeholders, politically adept CIOs will proffer explanatory details sufficient to keep stakeholders on side;

• Able communicator. We frequently encounter a wide gulf between good work done by IT and the performance perception of its clients. Indeed, we believe most CIOs under-communicate. Good CIOs communicate as an intrinsic part of carrying out the job, continually building confidence in the capability of IT, where warranted. Beyond the tedium of Powerpoint slide shows, the CIO will have an established armoury of communication methods and the good judgement to know the modalities and frequency of getting the right messages to the right people;

• Influential. Just being a good communicator is not enough. Frequently CIOs need to sell concepts or initiatives across many organisational levels. Sometimes these concepts will be alien or at least unfamiliar to many, necessitating superb influencing skills;

• Strong relationship builder. To be successful, strong but assertive relationships are essential with other CXOs and with vendors. CIOs should avoid getting too close to either cohort and thus seen as ruled by personal rather than organisational motives;

• Non-technically focused. Effective CIOs use the language of business by choice, reverting only to technical language when meeting with peers and staff. To do otherwise is to be marked as an outlier in business circles;

• Can contribute beyond the IT agenda. To avoid being stereotyped as a technocrat, effective CIOs focus on broad organisational issues and make an effort to become actively involved in discussions that transcend technology;

• Flexible, when occasion demands. Most IT people are logic-driven. They tend to work through problems step-wise, proudly comforted that they have deduced the right solution. However, many business decisions are not based purely on logic. We have observed situations in which CIOs have become intransigent, doggedly fixed on their solution when organisational opinion had moved toward a less satisfactory, but still viable alternative. Good CIOs are attuned to go with the flow when necessary.

Next Steps: The cost, disruption and collateral damage resulting from having a poorly-suited CIO cannot be over-estimated. We would thus counsel as follows.

For employers:

• Document the personal qualities expected of the CIO

• Apart from the formal interview process, be prepared to have one or more informal meetings with shortlisted candidates to ascertain their fit

• Consider psychometric assessments. These tend to fall in and out of fashion but can signal warnings that may otherwise be overlooked

• Be prepared to look outside the sector for candidates with the right personal qualities who can adapt to sectoral issues

• Picture the intending CIO in another senior (CXO-level) role. If this causes difficulty, then perhaps the candidate is unsuitable

• For incumbent CIOs who aren’t measuring up, weigh the costs and benefits of replacement versus rehabilitation. If the latter option is chosen, consider internal and/or external coaching and mentoring programs

For CIOs and aspiring CIOs:

• Gain more personal insight by undergoing MBTI¹ or similar testing which can be a useful instrument not only in gaining deeper personal understanding, but in improving interactions with others;

• Ask yourself these questions: Has the organisation changed since I joined (this is especially relevant given GFC stresses) and have I adapted to these changes? How could I be easier to manage? Am I really cut out to be a CIO? Why do I want to be a CIO?

• A CIO’s role can be isolating. Consider using an external mentor as a sounding board (such as for issues with difficult executives and under-performing suppliers) and use the opportunity to grow professionally and personally.