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CIO feedback

By jalex ·
How does a CIO get helpful feedback from peers and subordinates?

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Feedback

by mjd420nova In reply to CIO feedback

We hold weekly meetings to discuss the past weeks
endeavors, everyone participates, even if to just tell a joke. Then we look at the week ahead
and try to coordinate to avoid any problems.
The next thing is the week after nexts schedule
and any problems that might arise. If neccesary
we'll hold daily meetings if we have an important
issue or ongoing problem. Communication is the
key. No News is not good news, it is a failure
to communicate.

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Network...

by f-4076287 In reply to CIO feedback

When you attend industry seminars, its sometimes a good way to meet other CIOs.

Getting subordinate feedback is tricky. You must maintain an arms length relationship, even with close-in Directory level reports. If your org is larger say above 100 you may justify hiring a senior utility person you can also confide in, that is, this person would not have direct reports, but would be sent out to take care of troubled areas in your stead.

Finally, there is your boss. A good CEO or CFO may not be technical, but they are sharp on the business, and half your job is to also be sharp on the business.

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No mystery

by amcol In reply to CIO feedback

We ask. Then we listen.

One of the most critical success skills any CIO has is communication. This is not a job in which you can sit behind your desk and wait for information to come to you, you have to go out and actively seek it.

It isn't hard, it's just basic anatomy...knowing the true function of various body parts such as the thing between your nose and chin and the two things on the side of your head.

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MBWA

by DC Guy In reply to CIO feedback

"Management by Walking Around." People in your position tend to be trapped in a loop between your office and conference rooms. Do your subordinates even recognize you when they see you? If one obviously does but also obviously feels a bit awkward and doesn't know how to handle the encounter, do you smile disarmingly and say, "Good morning" or are you lost in thought pondering your next meeting?

Our CIO and CEO both make a point of strolling through the halls regularly and making small talk. I know it takes a lot of time out of their hectic schedules. But it's an ice breaker and they can depend on people being reasonably candid with them. The staff is also very loyal to people they feel like they know, which can come in handy in a crisis.

Our CIO appears at every direct-report's full staff meeting occasionally. Half of his time is talking to us, but the other half is to listen. He even puts up good-naturedly with the stupidest remarks from people at the maturity level of the propeller-headed IT people of my generation.

It all comes down to a sincere desire to actually have that communication instead of just wishing for it, the willingness to spend the admittedly hard-to-find time to cultivate it, and the "people skills" to foster it.

Good luck.

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How is your "net" working?

by tektalent In reply to CIO feedback

To get a good gauge of how you're doing, you need to have key people in all of your "success groups" -- colleagues, subordinates, (several levels of) bosses, even vendors -- inside your "net." Then, you have to use your net.

Too often, tech people (including execs) limit their focus to the work and the upper level bosses. When they do that, they deny themselves the bigger picture visible when their key success group representatives (the "net") chime in -- either on their own, or because you've asked them to. Everyone deserves to have these "listening posts" active.

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Listen, listen, listen and other sage advice

by csettle In reply to CIO feedback

The most important thing you can do is to listen. If you find yourself talking, shut up. Ask open-ended questions, ones that get people talking.

Don't be harshly judgemental about what you hear, unless you want your subordinates to shut up forever. This doesn't mean that you shouldn't question things when it's appropriate, just do it in a non-judgemental fashion.

Create forums for them to talk. Status meetings are okay, but do one-on-one meetings with your direct reports at least monthly.

Be available to your team. Your door should be open, unless you are in a confidential meeting or are working on something of a sensitive nature.

You should walk the floor to show that you are present. Connect with team members by providing compliments on things they have achieved, or asking questions about what they're working on - it shows that you know who they are, what they do, and what they've accomplished. This will help them to feel more comfortable with you, and makes you appear more approachable.

And share information with them, particularly with your direct reports. If you show that you trust them, they will begin to trust you.
After all, information travels both ways.

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