When IT leaders seek respect, retaining the regard of their C-level colleagues is crucial.
Achieving respect among enterprise leadership builds trust, strengthens engagement and fosters a positive culture that can lead to higher productivity and innovation. Meanwhile, a lack of respect can hinder a CIO’s initiatives and long-term strategies.
Constant demonstration of character and competence is the best way to build respect with C-suite colleagues, said Patrick Gardella, CTO and senior vice president of technology, Americas, at IT service management company Monstarlab. “Respect comes through service, not a job title,” he said.
The most effective way to achieve respect is to consistently frame technology decisions in business terms, not technical ones, advised Erez Tadmor, field CTO at network security firm Tufin. “C-level peers don’t need to understand architectures or tools — they need clarity on impact, risk, tradeoffs and outcomes.” He added that CIOs and CTOs build respect when they proactively connect technology initiatives to business goals, whether that’s growth, efficiency, resilience, compliance or risk reduction.
Achieving transparency is also critical, Tadmor said. “This means being clear about what technology can and can’t do to avoid unpleasant surprises,” he said. “Leaders earn respect not by having all the answers, but by being honest about uncertainty and offering clear options with their implications.”
First steps to earning C-suite respect
Adam Wachtel, CTO at HR software firm Click Boarding, said honest dialogue, clear communication and a mutual respect for colleagues throughout the organization open the way to building respect with C-level colleagues. “Technology alone doesn’t build a successful business; it requires coordination and understanding from other critical areas,” he said.
Roman Rylko, CTO at Python development company Pynest, suggested embracing the language of each C-level colleague. For the CEO, speak the language of business, focusing on strategy and key decisions. “The CMO can help you understand which clients are needed, and with the CFO you need to talk in terms of money, finances and budget,” he said. “Most important — keep your promises, even when the promise is small.”
Multiple benefits to gaining trust
It’s easier to get things done when you’ve earned respect, Gardella said. Only go to fellow C-level leaders when something is actually needed, not for everything or nothing, he advised. “They trust you and rely on you,” Gardella said. They know that you’re looking out for them, their best interests, and the company’s best interests. “Therefore, your colleagues won’t question why you’re doing something, only what you are doing and how.” Other benefits include camaraderie and easier casual conversations.
The biggest benefit is trust during moments that matter, Tadmor said.” When respect is established, CIOs and CTOs are brought into strategic conversations earlier, before decisions are locked in.” Strong trust also generally leads to better outcomes, since technology considerations will shape strategy rather than react to it.
Building trust also changes how challenges are handled, Tadmor said. “When issues arise, such as security incidents, outages or missed timelines, respected technology leaders are given the benefit of context and collaboration rather than the blame,” he said. This approach leads to constructive problem-solving instead of finger-pointing. “Over time, trust increases influence, budget credibility and the ability to drive long-term initiatives rather than short-term fixes.”
Final thoughts
Earning respect takes time, yet losing it can happen in moments, Gardella said. “You can lose respect by lying, shading the truth, focusing only on yourself and your career, or even by being spiteful,” he warned. Meanwhile, going back on your word and failing to break bad news early can make your peers question your character and competence.
Respect at the C-suite level isn’t built through a single presentation or project — it’s created through consistent behavior over time, Tadmor said. “CIOs and CTOs who invest in understanding their peers’ priorities, communicate proactively, and show up as calm, thoughtful partners during both success and failure, naturally earn that respect.” He noted that in today’s challenging environment, where technology underpins nearly every business outcome, the most respected technology leaders are those who combine technical depth with business empathy and executive judgment.
Ultimately, respect grows when technology leaders are viewed as colleagues by decision-making partners, not just infrastructure operators, Tadmor concluded.
