EMBRACE YOUR SOFTER SIDE . . .
(AND MOVE FROM GOOD TO GREAT AS A RESULT)
The CIO of a Fortune 200 company, who asked us not to use his name for reasons that will become clear in a minute, headed one of the highest-performing IT organizations by any objective standpoint. All the data showed that his department did the most with the least and had solid end-user customer satisfaction numbers.
Yet the CIO, let’s call him John, was perplexed by having both his reporting relationship suddenly changed—he went from working directly for the CEO to answering to someone theoretically his peer on the org chart—and suboptimal support for his department. He ...
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