Peer-Driven Insights

Internal CXO Relationships

Active Ambassadors in This Topic

Tia Smith

Collaborative Solutions, LLC (acquired by Cognizant)

Services (non-Government), 1k - 5k

Nihar Malali

National Life Group

Insurance (except health), 1k - 5k

Wayne Banks

SAP

Finance (non-banking), 10k+

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Community Posts

Does anyone ever find themselves in a situation where you need to delegate a task laterally, instead of down to a direct report? Curious how others handle having to make a request where success depends on needing to rely on a peer outside IT.

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When the business comes to you with an unrealistic request, how do you turn that “no” into a strategic “yes, here's what we can do instead”? Can you say “no” while also giving the business what it wants?

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Any advice for navigating outsized expectations when starting a new role? How can you manage expectations so that the business doesn’t lose confidence in you?

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Is there a disconnect between security leaders and the businesses they serve?

Yes, most security leaders.26%

Yes, some security leaders.60%

No10%

Not sure2%

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Have you been in situations in a new company or role, where you needed to assess the current technical debt, but did not want to appear to be critical of your predecessor? How did you navigate this?

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How do you adequately explain "opportunity cost” to stakeholders during IT budget conversations, so that budget priorities are successfully financed?

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What do you think: do C-suite execs need to be educated about the finer details of generative AI before they can make good decisions about it?

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“Stakeholder engagement is more often a hindrance than a help to project timelines.”

Strongly agree4%

Agree54%

Neutral20%

Disagree15%

Strongly disagree5%

Other (please specify)

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What can you do to protect your cybersecurity team (CISO included) from burnout?

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CIOs: How often do you meet one-on-one with your CISO each week?

Daily3%

Once or twice a week38%

Once a week28%

Rarely22%

Never2%

We don't have a CISO3%

Bonus: Share how often and why in comments

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Do you find that IT initiatives that have been driven by business units face a higher standard of success? How do you make sure expectations are realistic and maintain a culture of curiosity around “failed” initiatives?

Have you ever taken on a CISO role where your predecessor didn’t collaborate well with business leaders? What tactics did you use to rehabilitate the security organization’s existing image so it’s no longer seen as the department of “no”?

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Non-security IT leaders - how do you make sure you and your infosec partners share the same risk appetite? How do you handle disputes?

When it comes to defending your team’s priorities as CIO, when do you say “no” and when do you say “yes, and…” to non-critical work?

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If you’re a CIO who came from outside IT (or didn’t have a traditional IT background), how did you demonstrate your credibility early on?

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As CIO how do you “command the room” remotely/virtually?

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