CIOs balance technical skills, business skills and leadership skills all at once.
Here are ten mistakes CIOs should try to avoid, presented by Tech Republic.
1. Being too task-oriented. Instead of becoming completely immersed in projects, what the article calls "heads-down management," CIOs should try to move away from a task-oriented work approach and maintain a broader focus.
2. Being too technical. CIOs should try to avoid getting into the technical details of IT projects and submit adequate time to the business environment in which they are working.
3. Not checking the status of projects. CIOs should be proactive about updating themselves on project statuses.
4. Not giving adequate praise. People respond well to praise and recognition, which is something CIOs can often forget to voice, according to the report.
5. Communicating in IT jargon. A key tenet of great leadership is communication, and if CIOs are using technical jargon that everybody won’t understand, it can hinder their leadership capabilities.
6. Not learning business skills. CIOs need to know the business end of operations to be successful in their roles and develop professional relationships with others.
7. Not developing key relationships. One of the most important things CIOs can do is forge relationships with other executives and business influencers, according to the report. Doing so can establish a cooperative foundation for IT projects and boost the odds of success.
8. Not being objective in IT platform selection. CIOs should remain objective when looking for IT platforms and vendors, even though it can be more comfortable to return to a vendor they are familiar with.
9. Not recognizing staffers' capabilities and limitations. Knowing which staffers excel in which areas and which need extra training in other areas can help ensure project success.
10. Micromanaging. CIOs should avoid jumping into projects that aren't going as planned. Instead, work with other project managers and delegate responsibilities to help keep the project moving forward.
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The life of a healthcare CIO: Sparrow Health System's Thomas Bres