At work, difficult people exist; they may make everything about themselves, obsess over details and assume you are out to get them. As senior executives' duties become more interrelated, communal and overlapped, they must develop effective strategies for coping with these individuals and the stress they may bring to the firm. In this session, we'll look at how to spot a difficult personality and what to do about it to prevent a disruptive confrontation.

CIOs spend much of their day influencing others – peers, bosses, employees, vendors – to do the right things for the organization. Or to stop doing the wrong things. But a well-articulated argument, bolstered with data, is not as impactful as one would like it to be. Learn the four tactics that are easy to use and surprisingly impactful at influencing others.

CIO’s opportunities and responsibilities are expanding, with a greater focus on delivering business outcomes. CIOs need to orchestrate peers, partners and the IT organization toward the business objectives. With a small, but powerful set of practices, CIOs will be the outcome-driven leader the organization needs.