Many IT team members and leaders hope to eventually become a chief information officer. Unfortunately, most aspiring CIOs fail to understand that joining the C-suite requires knowledge that extends far beyond technical and team management skills.
People come to the CIO role from all walks of life; there’s no one-size-fits-all path, says Sharon Mandell, CIO at Juniper Networks. “Some have technical degrees, others don’t,” she observed in an online interview. “What they all have in common is experience, adaptability, and — most importantly — a strong sense of leadership.”
Those who want to become a CIO should take the following steps to make sure they develop the skill sets needed for both the business and technical aspects of the job.
Adopt Business Focus on the CIO Path
Learn about business operations, advises Mike Vance, executive vice president, professional services at data and technology consulting services firm Resultant, in an email interview. He is also a veteran CIO at Steak ‘n Shake, handbag designer Vera Bradley, and Matilda Jane Clothing.
“The path to becoming a CIO is about shifting your mindset from asking ‘How do I build this?’ to ‘Why does the business need this, and how can technology enable it?’” Vance says.
He believes the sooner aspiring CIOs begin practicing a business-focused mindset, the better they will fit into a C-level IT role. “Form relationships, ask questions, and observe how each department contributes to the company’s overall strategy,” he suggests. This approach is effective because it expands the individual’s perspective beyond a core technical skillset, Vance says. “CIO hopefuls will then gain a deeper understanding of how the business operates, its strategic objectives, and how their role can contribute to those goals.”
Mid-career professionals can begin their journey to the C-level by shifting their focus from technical execution to more strategic contributions, says James L. Norrie, a faculty member and peer mentor at Leaders Beyond, an IT professional learning organization where he heads IT professional development programs.
“Seek out cross-functional projects, especially those involving functions like finance, operations, or risk management,” he advises in an email interview.
Broaden Essential Skills
For a CIO, understanding a single technology area isn’t enough, Juniper’s Mandell says. “The CIO role requires you to operate across a wide spectrum — networking, security, infrastructure, applications, and data.” Meanwhile, understanding the business will help professional staffers prioritize more effectively.
Potential CIOs also need to sharpen their communication skills and gain a command of organizational dynamics, Norrie says. He recommends developing a deliberate leadership posture that’s aligned with the existing internal corporate culture.
“Insights into how to achieve this goal can be found by attending advanced executive education sessions, finding an executive mentor, and mastering the context of internal politics,” he says.
Understanding business finance needs and operations is essential, Mandell says. “While you don’t have to be a CFO, you do need to understand how IT’s budget fits into the larger company picture,” she states. “The CIO sits at the intersection of technology, business strategy, and people leadership, so it’s not just about knowing the tech, it’s about helping the company succeed.”
Networking is critical for anyone who hopes to move into a C-suite role, says Jon Hill, CEO at The Energists, an energy industry recruiting firm. “At the senior leadership level, openings often aren’t posted to job boards,” he notes in an email interview. “Instead, it’s through professional connections or executive search firms, so connecting with other leaders in the industry can be highly beneficial.”
Attending executive leadership conferences can be a particularly smart move, Hill says. “They give you a chance to engage face-to-face with executives and other key players in your industry.” Along with making connections, such events also give budding CIOs an opportunity to learn about the job’s business side.
Avoiding Common Mistakes
The biggest mistake novice CIO job seekers make is focusing too much on technology at the expense of the bigger business picture, Vance says. “Without that broader perspective, it is hard to step into a CIO role successfully.”
Overemphasizing technical credentials while underplaying leadership skills is another common mistake. Getting hired at the executive level is about telling a compelling story reflective of your own strategic thinking, business impact, and understanding how to transform IT effectively, Norrie says.
Final Thoughts
Don’t chase a title, chase impact, Norrie advises. “The most effective CIOs are strategic partners, not internal service providers.”
Always remember that CIO is a leadership role, Mandell says. “This means reflecting on what does or doesn’t make you an effective leader, then working to close those gaps and getting clear on why you want the job.”
