Peer-Driven Insights

New to Role

About this topic

Onboarding refers to resources and support designed to help individuals transition smoothly into new positions or responsibilities. Effective onboarding for new roles accelerates productivity and integration.

New to Role

About this topic

Community Posts

Community Posts

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?

What is the single most crucial action that you believe a CIO should take during their first 90 days in a new role?

How can new executives succeed when replacing a beloved leader?

How do you build trust with your team when you’re taking over as a new leader?

When starting a new leadership position, how do you avoid misjudging talent capabilities and overestimating -- or underestimating-- what the organization is capable of?

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?

Ethics and responsible AI are principles wonderful on paper, but so hard to have in the loop especially where ROI is a major driver. How do you feel that? Are you trying to enforce a commitment for the implementation of such pillars in the AI governance? Can you please share your strategies!

What’s your strategy for managing up – especially when your CEO or executive peers have unrealistic expectations of what IT can deliver?

When stepping into the CIO role, how do you balance addressing your CEO’s high expectations with the reality of IT’s current constraints without risking early misalignment?

Have any of you in a leadership position struggled with delegating tasks to your software team? How did you get more comfortable letting others do the work instead of doing it yourself?

What advice do you have for a CIO coming into an organization where the CFO historically has viewed IT primarily as a cost center and is demonstrating more resistance to change that you anticipated during the interview process?

Those of you who have held a software leadership position for a while: Do you still struggle with imposter syndrome? Can you share any stories of how you get past it?

What’s the first thing you’d recommend a software leader do when starting a new role in a new industry?

During your initial months as a CIO, how did you balance the need for quick wins with the pursuit of long-term strategic goals? What approaches did you take to ensure that early successes didn't compromise your broader vision for the organization?