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Community Posts

I'm curious to hear about your experiences with onboarding as you've moved into new roles or joined new companies. A smooth onboarding process can make a world of difference in how quickly we settle into our new responsibilities and feel like part of the team.

How would you rate your onboarding experience at your most recent role or when you last joined a new company?

Excellent - Comprehensive9%

Good - Covered the basics76%

Fair - Lacked structure7%

Poor - Limited resources6%

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What are some clear signs that a software team needs an organizational redesign? And how would you convince the C-suite that those changes are necessary?

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Can you share any tips for new security leaders to identify blind spots in their organization? How have you approached this when starting a new role in the past?

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

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Any advice for a new IT leader/CIO looking to ID blind spots about their organization?

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How long does it take for you to feel comfortable making fast, high-impact decisions when you’re in a new leadership role? What’s your secret to getting comfortable quickly?

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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!

Yes, it is part of my vision and mission 39%

Yes but I have difficulty to enroll in 39%

I know them but I don't believe they are a must be29%

Our business is focused on the ROI, period.12%

I am not sure, let's discuss in the comments.

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As a new CIO, you have 30 days to get a handle on your department’s landscape. You can only do TWO of the following activities - which would you choose?

Comprehensive IT audit15%

Meet with key IT team members individually64%

Review past IT project successes and failures45%

Collaborate with other department heads43%

Engage with external consultants for an objective assessment13%

Something else (comment)2%

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Any advice for a new software leader looking to ID blind spots about their organization?

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How do you establish yourself as a potential mentor for your direct reports and junior staff when you’re new in a leadership role?

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Roughly how much prep work do you put in when you’re interviewing for a leadership role at a new company?

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Where have you seen the most friction when starting a new role, and what advice would you have for making a more seamless transition in the future?

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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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What’s the most effective way to build relationships with non-IT business leaders to establish IT’s value?

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How should a new IT leader navigate cultural differences when transitioning between organizations with different maturity levels or management philosophies?

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What advice would you give a new IT leader on how to handle inherited problems or technical debt discovered during their first 100 days?

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