686 views8 Upvotes37 Comments

Director of Technology Strategy in Services (non-Government), 2 - 10 employees
It's a team and people that understand that change is constant. What was a key priority on Friday may no longer be a key priority on Monday. People themselves are going to have to adapt and adjust and work in a grey evolving area. A team that sticks to hard and fast rigid rules is highly valuable in certain circumstances, but that may not be the right team to have around depending on the scenario.
CTO in Software, 201 - 500 employees
Many things and they would often depend on the circumstances. One thing, however, stands out for me and that is - Purpose! Remember, that "he who has a why, can bear almost any how."
Director of Information Security in Energy and Utilities, 5,001 - 10,000 employees
Leading by example. If you lead with trust/honesty the rest of your team will pick up on this and culture will be built according to those principles. if you engage in constant politics and putting I before We the culture will be accordingly weak and the team will act accordingly (meaning you will have a bunch of mercenaries, ready to backstab each other at moments notice to gain favor with the boss). Working in first org is a far more enjoyable experience for most people.
Director of IT in Finance (non-banking), Self-employed
Chief Techical Officer in Software, 11 - 50 employees
The team!
Director of Product Management in Media, 501 - 1,000 employees
Honesty. Honesty engenders trust and you can’t have a great team culture if people don’t trust each other.
CEO in Manufacturing, 11 - 50 employees
One of the most important to me is transparency, especially at the executive level. Share everything you can frequently. The more informed the team is, the more they feel like part of the team. This leads to ownership, dedication, creativity and increased productivity.
CIO / Managing Partner in Manufacturing, 2 - 10 employees
Honesty, involvement and compassion. Treat people right, get them involved and help them feel part of decisions being made.
Enterprise Interaction Architect in Hardware, 10,001+ employees
Respect, Integrity, Teamwork
6 1 Reply
CFO Advisory Director in Finance (non-banking), 10,001+ employees


Managing Partner, Partnerships & Strategy in Software, 1,001 - 5,000 employees
If I may add to the great answers here already...

**Accountability** both at the individual and team level really cements a team together to get important things done.

Our leadership team expects each staff member to embrace being accountable not only for their individual work but also for the success of their team.

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One thing I do is include them in the meetings about the changes that will take place and get their opinion.  I also lay out the pros and cons of the changes and how it will effect us as a team moving forward.

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Very difficult28%

Somewhat difficult69%

Not at all difficult3%

We're not looking for IT staff with cloud skills0%


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