The way businesses and their staff now engage with technology is forcing a profound shift in how we view the role of the CIO. We all use more technology in our jobs than ever before, which has placed the CIO at the bleeding edge of not only the IT department, but often the entire organization. And that means there's a new – very human – set of responsibilities that come with the job.
There was a time when the CIO could show up with a raft of technology knowledge and walk into the role, but that world's long gone. "Successful technology initiatives today rely on departmental cooperation, communication and relationship-building," says Harry Asche, CIO of How To Stream. "Besides extensive technical knowledge, a competent CIO comprehends and shows empathy for other stakeholders' needs."
That means an appreciation of not just the IT department's mission but that of the whole operation, says Eugene Klimaszewski, president of Mammoth Security. "Beyond technical prowess, a good CIO needs the foresight to align technology with overarching business goals. In the security sector, like ours, that means not just implementing solutions but orchestrating a tech landscape that enhances objectives."
The skills every CIO needs
Connor Ondriska, co-founder and e-learning expert at SpanishVIP, describes a modern CIO toolkit as having a combination of technical expertise, strategic vision, and leadership abilities. "[You need] a deep understanding of technology trends, possess strong problem-solving skills, and you need to translate business objectives into actionable IT strategies,” he argues.
Real estate investor Molly Haines describes essential CIO skills as 'a tech maestro with a touch of visionary flair'.
"They're not just fixated on the nuts and bolts of technology, they're visionaries, strategically steering the ship of IT to align with the grand goals of the entire company," she explains.
The new CIO also needs an appreciation – if not a working knowledge – of every other function in the company, simply because the role has expanded to include guiding digital transformation across departments.
However, there is one quality that comes up repeatedly in our conversations with experts on this topic: A CIO should be an effective leader of people – indeed, a mentor to a team.
An effective CIO should have the ability to consciously mentor others, fostering a culture of continuous learning and growth, according to Irene Graham, co-founder of Spylix. "Encouraging professional development, providing constructive feedback and sharing experiences can guide team members on their career paths," she says.
Such a culture may require formal, systemized structures and functions to encourage such mentorship. Loretta Kilday, senior attorney at Debt Consolidation Care, suggests coaching teammates in monthly one-to-ones on their personal growth paths, rotating assignments to bolster complementary skills, and publicly spotlighting their contributions. As she puts it, "mentorship manifests in many forms”.
There are even official mentoring programs in several industries, such as the The Regional Leadership Forum (RLF) programme of the Society for Information Management (SIM).
The CIO's secret weapon
Being engaged and passionate about the business and its employees is fundamental to the role of the CIO. In fact, ensuring you have a ‘human face’ is the secret weapon of every successful CIO, according to Vinika Garg, COO of Webomaze. "After some very diverse roles, I've discovered the ability to cultivate genuine empathy stands out as the key of effective leadership," he says.
Such 'soft' skills like emotional intelligence, adaptability, and effective communication are increasingly recognized as critical CIO skills, according to CIO and CEO coach Dan Auerbach. "[They] underscore the shift towards leadership that's as adept at managing people as it is at managing technology," he explains.
Some experts say the ability to plan and work as a team, think critically, and emotional intelligence are often harder to learn than the requisite technical knowledge. This makes learning-by-osmosis even more important, particularly when it comes to empathy, listening to and involving your team, and communicating effectively with other business units.
Which brings us to one of the newest, buzziest, but most important facets of being a leader in any capacity; supporting the mental health of your team, especially in such a high pressure, constantly changing environment like IT.
"CIOs can support mental health by promoting work-life balance, recognizing and addressing stressors, and fostering an inclusive work environment,” explains Max Williams, founder and CEO of HeroBot, adding that it’s “integral” to be aware and sensitive to these sorts of issues.
That means an open door and encouraging approach to not just technical questions but whatever support your staff needs. "It's about creating a safe space where team members feel comfortable reaching out for help when they need it," says Erman Küplü, co-founder and CEO, Analyzify.
It's also worth remembering – whether you're the CIO or work for one – that CIOs are people too. Share your own insights or challenges, talk about your own doubts, fears, hopes, and insights about your organizational objectives or the industry as a whole. By sharing one’s experiences, a CIO can encourage staff to open up about their own.
What’s clear is that the modern CIO role is as much about building connections with people as it is about IT proficiency, and the days of the IT team working in isolation are long gone.
"Technology is central to how every part of an organization operates now," says Daniel Wolken, a HR expert and talent acquisition specialist at DailyRemote. "CIOs must facilitate collaboration across departments, educating colleagues on the tech while they learn the business needs themselves.
“Effective partnerships, sharing knowledge, and stakeholder input means unifying solutions, and CIOs should champion it organization-wide,” adds Daniel. “The future needs IT and business units to work hand-in-hand."
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