Published: 21 November 2022
CIOs must develop future-proof organizations that can evolve in the face of increasing global uncertainty and rising digital demands. Yet many CIOs are fatigued by tactical obligations that limit their leadership potential. CIOs must adopt delegation methods that enable them to focus on strategic priorities.
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Many CIOs assume that they’ve delegated enough, but in reality have only addressed a fraction of their workload that is suitable for delegation.
CIOs don’t always have the employee headcount or skill sets to meet business needs, and tend to limit delegation to just one level within the organization — usually their IT leadership team.
Employee context, such as interest, experience and capacity, aren’t always considered in the delegation process.
Micromanagement and excessively detailed directions can overwhelm employees and compromise intended outcomes, as well as create a pattern of learned helplessness.
CIOs looking to delegate effectively should:
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