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.

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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?

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

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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 33%

Yes but I have difficulty to enroll in 36%

I know them but I don't believe they are a must be32%

Our business is focused on the ROI, period.16%

I am not sure, let's discuss in the comments.2%

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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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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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Which hurdles were the hardest to overcome when you first began your current CISO position? (Pick your top 3 toughest challenges)

Gaining executive/board support24%

Understanding org’s culture and politics60%

Addressing resource constraints36%

Building trust/credibility with IT or security teams24%

Building trust/credibility with non-technical teams36%

Navigating tech infrastructure/environment20%

Aligning to compliance needs4%

Managing stakeholder expectations12%

Something else (explain in a comment)

Can’t remember…

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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?

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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?

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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?

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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?

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

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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 - Comprehensive13%

Good - Covered the basics70%

Fair - Lacked structure11%

Poor - Limited resources5%

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

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What’s the most effective way to get an in-depth understanding of an organization’s architecture when you’re new to the company?

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As a new software engineering leader, how quickly should you begin updating processes? Those of you have successfully made changes to your org’s way of working, how long did you wait before you made major changes?

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Looking for some seasoned advice for a new CIO – What are your go-to strategies for quickly demonstrating value and building credibility with your new colleagues in the C-suite team?

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