What makes a great CIO?

It's about much more than technical knowhow

Nash Squared CIO Ankur Anand and Harvey Nash executive director Helen Fleming discuss the essential qualities for a modern IT leader.

The CIO holds a critical position in most companies as businesses look to modernise, digitise and embrace AI. It’s both an operational and a strategic role, with the postholder frequently sitting on the executive board. Where they are not a board member, nevertheless they’re likely to be in the boardroom on a regular basis, discussing strategic initiatives and updating the executive team on the progress of major projects.

But what qualities are really key to be an effective CIO? The new Harvey Nash 2024 Global Tech Talent & Salary Report throws some interesting light on this. Based on the views of 2,700 technology professionals from 44 countries around the world, it shows us what technology team members themselves think.

Communication is king

Their verdict? It may come as a mild surprise that when asked to rank the key qualities of a CIO, it wasn’t deep technology knowledge that emerged at the top of the list. Rather, it was strong communication skills that was the most prized asset (55% of respondents citing it in the top three). This was closely followed by the ability to create a positive culture (51%), with a deep understanding of technology third (48%).

Should we actually be surprised at this? In fact, these results make good sense and reflect what we are seeing in the market. In our work with many different organisations that come to us for help in hiring a new CIO, the key qualities they are looking for that come up time and again are that their CIO should be a great communicator and use this as an integral part of their leadership skills.

An understanding of – and a passion for – technology is of course another key criterion, but businesses recognise that it’s the ability to lead the tech team, communicate the vision, and interface successfully with stakeholders across the business that will bring it all together. After all, there will be deep technical experts within the team. The skill of a good CIO is to have a sound general understanding and be able to ask the right questions of their technical experts, applying their acumen and business understanding to make sure that delivery will meet corporate needs and priorities.

This reflects the fact that, in today’s fast-moving and evolving landscape, CIOs are really change enablers for the business. They are trying to help steer the organisation towards the vision of where it wants to be, most likely powered by increased use of the cloud, digitisation and AI solutions. To do this requires creating consensus amongst multiple stakeholders and decision makers. Diplomacy, influencing skills, adaptability and patience are all required attributes.

Culture is the glue

It is notable that creating a positive culture was ranked as the second most important quality. Without doubt, it’s a key factor that acts as the glue in a successful technology team. This is really about focusing not just on the ‘what’ (what are we trying to achieve) but also the ‘how’ (how are we going to do it).

The best results come when team members feel trusted, empowered and valued. A good CIO will therefore invest time and effort in ensuring there’s a strong sense of team and togetherness.

There’s crossover here with communication. It's important to communicate how the work the tech team is doing relates to, and supports, the wider business strategy and objectives. When people can see the real impact and value of the work they’re doing – for example, how that dashboard they’re creating will actually be used on the ground by sales teams to make decisions and drive profits – they become hugely more motivated and inspired.

A strong culture is also about clarity: everyone in the team should be crystal clear about their key responsibilities, and what and when their deliverables are. In this way, the team will almost run itself – you could say, in fact, that a good CIO should strive to make themselves redundant!

Top tips across communication, culture and technical understanding

Here are some key examples of how communication skills, culture and technical understanding can be harnessed by the CIO to achieve great results:

Communication

• Soft Skills and Adaptability: The role of a CIO requires strong soft skills and the ability to adapt the leadership style based on the audience, whether it's senior leaders, peers, team members, or the board/executive committee.
• Influence Across All Levels: The CIO role involves influencing the board, executive committee, technology team, and other stakeholders. Build strong relationships and look for business partners who will become vocal advocates for your strategy.
• Practice Humility and Patience: It's crucial to set ego aside. Listen actively and be patient with others.

Culture

• Coach and Delegate: A successful leader delegates responsibilities effectively, building trust and providing opportunities for team members to develop.
• Focus on the 'How': While achieving results is important, it's equally crucial to focus on how those results are delivered. Ensuring that the organisation works together harmoniously and ethically is key to long-term success.
• Foster a Culture of Innovation: CIOs should encourage a culture of creativity and innovation within their team. This not only drives business growth but also keeps the team motivated and engaged.

Technology understanding

• Stay Ahead of Technological Trends: With the rapid evolution of technology, especially AI and GenAI, CIOs need to stay informed and provide clear guidance on how these technologies can be deployed and scaled within the organisation.
• Embrace Ambiguity: As a CIO, you'll often switch between different tasks, from dealing with technology in the morning to brainstorming business strategy in the afternoon. Stay focused on your strategic plan and always keep the customer in mind.
• Champion Initiatives with Patience: When championing new initiatives, understand that business support may not always be immediate. Address business challenges, build trust, support your approach with data, and be patient. If your efforts still don't gain traction, it may be best to move on. The last thing you want to do is burn bridges.

CIOs perform a critical and exciting role – they are right at the heart of emerging technologies and aligning them with strategy to create business value. It’s a team endeavour, though, which is why strong communication and the ability to create a positive culture are must-have qualities for any CIO if they are to drive optimal outcomes across the business enterprise.