Effectively Manage CxO Relations

Make relationship management a daily habit with a personalized action plan.

Analyst Perspective

"Technology does not run an enterprise, relationships do." – Patricia Fripp

As technology becomes increasingly important, an organization's success depends on the evolution of the modern CIO from a technology evangelist to a strategic business leader. The modern CIO will need to leverage their expansive partnerships to demonstrate the value of technology to the business while safeguarding their time and effort on activities that support their strategic priorities. CIOs struggling to transition risk obsolescence with the emergence of new C-suite roles like the Digital Transformation Officer, Chief Digital Officer, Chief Data Officer, and so on.

CIOs will need to flex new social skills to accommodate diverse styles of work and better predict dynamic situations. This means expanding beyond their comfort level to acquire new social skills. Having a clear understanding of one's own work style (preferences, natural tendencies, motivations, and blind spots) is critical to identify effective communication and engagement tactics.

Building trust is an art. Striking a balance between fulfilling your own goals and supporting others will require a carefully curated approach to navigate the myriad of personalities and work styles. A personal relationship journal will help you stay committed through these peaks and troughs to foster productive partnerships and expand your sphere of influence over the long term.

Joanne Lee
Principal, Research Director, CIO Advisory
Info-Tech Research Group

Executive Summary

Info-Tech Insight

Highly effective executives have in common the ability to balance three things: time, personal capabilities, and relationships. Whether you are a new CIO or an experienced leader, the relentless demand on your time and unpredictable shifts in the organization's strategy will require a personal game plan to deliver business value. This will require more than managing stakeholders one IT project at a time: It requires an action plan that fosters relationships over the long term.

Key Concepts

Stakeholder Management
A common term used in project management to describe the successful delivery of any project, program, or activity that is associated with organizational change management. The goal of stakeholder management is intricately tied to the goals of the project or activity with a finite end. Not the focus of this advisory research.

Relationship Management
A broad term used to describe the relationship between two parties (individuals and/or stakeholder groups) that exists to create connection, inclusion, and influence. The goals are typically associated with the individual's personal objectives and the nature of the interaction is seen as ongoing and long-term.

Continuum of Commitment
Info-Tech's framework that illustrates the different levels of commitment in a relationship. It spans from active resistance to those who are committed to actively supporting your personal priorities and objectives. This can be used to baseline where you are today and where you want the relationship to be in the future.

Work Style
A reference to an individual's natural tendencies and expectations that manifest itself in their communication, motivations, and leadership skills. This is not a behavior assessment nor a commentary on different personalities but observable behaviors that can indicate different ways people communicate, interact, and lead.

Glossary
CDxO: Chief Digital Officer
CDO: Chief Data Officer
CxO: C-Suite Executives

The C-suite is getting crowded, and CIOs need to foster relationships to remain relevant

The span of influence and authority for CIOs is diminishing with the emergence of Chief Digital Officers and Chief Data Officers.

63% of CDxOs report directly to the CEO ("Rise of the Chief Digital Officer," CIO.com)

44% of organizations with a dedicated CDxO in place have a clear digital strategy versus 22% of those without a CDxO (KPMG/Harvey Nash CIO Survey)

The "good news": CIOs tend to have a longer tenure than CDxOs.

Source: "Age and Tenure of C-Suites," Korn Ferry

The "bad news": The c-suite is getting overcrowded with other roles like Chief Data Officer.

Source: "Chief Data Officer Study," PwC, 2022

Info-Tech Insight

The digital evolution has created the emergence of new roles like the Chief Digital Officer and Chief Data Officer. They are a response to bridge the skill gap that exists between the business and technology. CIOs need to focus on building effective partnerships to better communicate the business value generated by technology or they risk becoming obsolete.

Create a relationship journal to effectively manage your stakeholders

Info-Tech's approach

From managing relationships with friends to key business partners, your success will come from having the right game plan. Productive relationships are more than managing stakeholders to support IT initiatives. You need to effectively influence those who have the potential to champion or derail your strategic priorities. Understanding differences in work styles is fundamental to adapting your communication approach to various personalities and situations.

Summary of Insights

Insight 1: Expand your sphere of influence
It's not just about gaining a volume of acquaintances. Figure out where you want to spend your limited time, energy, and effort to develop a network of professional allies who will support and help you achieve your strategic priorities.

Insight 2: Know thyself first and foremost
Healthy relationships start with understanding your own working style, preferences, and underlying motivations that drive your behavior and ultimately your expectations of others. A win/win scenario emerges when both parties' needs for inclusion, influence, and connection are met or mutually conceded.

Insight 3: Walk a mile in their shoes
If you want to build successful partnerships, you need to understand the context in which your stakeholder operates: their motivations, desires, priorities, commitments, and challenges. This will help you adapt as their needs shift and, moreover, leverage empathy to identify the best tactics for different working styles.

Insight 4: Nurturing relationships is a daily commitment
Building, fostering, and maintaining professional relationships requires a daily commitment to a plan to get through tough times, competing priorities, and conflicts to build trust, respect, and a shared sense of purpose.

Related Info-Tech Research

Supplement your CIO journey with these related blueprints.

Executive Brief Case Study

• Industry: Community Services
• Source: Scott Lawry, Head of Digital

Conversation From Down Under

What are the hallmarks of a healthy relationship with your key stakeholders?
"In my view, I work with partners like they are an extension of my team, as we rely on each other to achieve mutual success. Partnerships involve a deeper, more intimate relationship, where both parties are invested in the long-term success of the business."

Why is it important to understand your stakeholder's situation?
"It's crucial to remember that every IT project is a business project, and vice versa. As technology leaders, our role is to demystify technology by focusing on its business value. Empathy is a critical trait in this endeavor, as it allows us to see a stakeholder's situation from a business perspective, align better with the business vision and goals, and ultimately connect with people, rather than just technology."

How do you stay committed during tough times?
"I strive to leave emotions at the door and avoid taking a defensive stance. It's important to remain neutral and not personalize the issue. Instead, stay focused on the bigger picture and goals, and try to find a common purpose. To build credibility, it's also essential to fact-check assumptions regularly. By following these principles, I approach situations with a clear mind and better perspective, which ultimately helps achieve success."

Key Takeaways

In a recent conversation with a business executive about the evolving role of CIOs, she expressed: "It's the worst time to be perceived as a technology evangelist and even worse to be perceived as an average CIO who can't communicate the business value of technology."

This highlights the immense pressure many CIOs face when evolving beyond just managing the IT factory.

The modern CIO is a business leader who can forge relationships and expand their influence to transform IT into a core driver of business value.