Diary of a CIO headhunter: Why some CIOs and CEOs fail to see eye to eye
...discuss with you. In fact, CEOs are usually focusing on external issues such as how to persuade customers to buy more things for more money and come back for more tomorrow.
Or perhaps they are worrying what City analysts are saying about the company, whether banks will lend more money and how to scrape through the next FSA audit. Or they may be wondering what their peers on the board think of them, whether they will last until the end of the year and get a full bonus. Perhaps they are simply thinking, "Can I, in all conscience and with our share price at an all-time low, squeeze in a round of golf without being slated?"
The CEO's personal motivations
You will have noticed that the last two issues were rather personal. Do you think of your CEO as a human being with human personal drivers? Given the external pressures and personal issues going on in CEOs' lives, we can see that the internal business issues they worry about are likely to relate to politics and their own careers.
Those preoccupations leave little time to chat to you about IT or business process re-engineering. BPR is an operational issue and the CEO has a team that deals with that stuff, just as you have a team that deals with technology. No wonder CEOs and CIOs often don't feel connected.
The internal focus of CIOs is evident when you read the average CIO's CV. A CV is a short summary of how you see yourself, so it's an interesting barometer for the issues I've mentioned. Have you got a copy of yours to hand? You might like to read it with a different lens and ask the following question.
Have you described the companies you have worked in as if you are one of the few people shaping the company strategy, outlining the key challenges the board was facing during your tenure - be it striving for world domination, the fight for survival despite harsh external factors, globalisation, rebranding or restructuring?
Provide background to business successes
Have you ensured that your achievements relate directly to these challenges rather than presenting a series of programmes isolated from the real challenges you've outlined? As well as covering what you've delivered, have you given a little background on why the programme was critical to business success at this point?
In addition to providing the clear metrics of what the programme delivered, have you explained how it affected your company's customers and shareholders? Is the main focus on generating business value and innovation, or on cost-cutting? Is that appropriate to where your business is today? What have you delivered that your CEO can talk to the City about? What would make you a more attractive investment for a bank or venture capital or private equity firm?
Cathy Holley is partner and co-head of the CIO Practice at executive search firm Boyden UK. Founded in 1946, Boyden World Corporation has more than 70 offices in over 40 countries, specialising in high-level executive search, interim management and human capital consulting.