With help from the CIO Executive Council, we tap into research about successful executives. Read on to learn more about the competencies CIOs need to develop to take the corner office, where CIOs fall short—and what CEOs expect from CIOs.
June 25, 2007 — CIO Executive Council — Do you know your Executive Quotient (EQ)? By figuring your EQ, you can determine how well you’re positioned to be the strategy-oriented CIO that businesses are demanding.
Your EQ can be measured across a set of executive leadership competencies that are essential for any well-rounded C-level executive —including IT leaders who want to move beyond the limits of Function Head and its focus on operations, alignment and order-taking. It’s also a success indicator for CIOs who are taking on formal or informal responsibilities in non-IT aspects of the business or moving up to the CEO role. (To measure yourself, see this link at the CIO Executive Council.)
Your CEO sets the benchmark for performance across all executive competencies. The good news is that the best CIOs stand up well against their bosses and even outperform them in many competencies. The bad news is that they underperform significantly in competencies unique to strategic business leadership. This gap defines the development goals IT leaders need to set in order to advance their individual EQ, their careers and the CIO profession as a whole.
Level 2 - CIOs can describe what the industry is doing and the basic forces of the market, including typical customers and obvious competitors.
Higher Levels - CIOs know their market well enough to spot, anticipate and capitalize on trends. The highest performers make an impact on the marketplace by creating new businesses or new products through their understanding of technology, customer needs and market trends. Unfortunately, Market Knowledge, according to Kelner’s (Egon Zehnder International) six years of accumulated data, is, compared to CEOs’ competencies, a weak spot for CIOs.
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