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The CIO Edge: Seven Leadership Skills You Need to Drive Results Hardcover – November 11, 2010
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this fast-paced, enjoyable book dives headfirst into the key strengths that highly effective CIOs possess.”- CIO Magazine and Computerworld
Throughout the book there are good references and case study interviews with CIOs, and while it is US CIOs who dominate, there is some good experience to glean. Overall The CIO Edge is worth a read for new CIOs, or it’s one to pass onto those members of your team you are coaching as part of a succession plan.” CIO Magazine
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Top Customer Reviews
Waller, Hollenbeck and Rubenstruck are clear that this book is about the personal side of leadership. Some would call it the 'soft' side compared to harder specific management and leadership techniques like governance.
Readers looking for advice and insight on these personal aspects of leadership will find strong material that describes not only what leadership means but provides you with insight in the minds of accomplished leaders. Achieving that goal requires hearing from leaders talk about their experiences in the first person and providing food for thought and reflection rather than a simple multi-step recipe to follow.
The authors break CIO leadership skills into the following areas that are necessary to drive results. Each skill is discussed in its own chapter with insights provided by accomplished leaders from companies like P&G, FEDEX, Kimberly Clark, Ford, among others.
1, Commit to leadership first, everything else second
2. Lead differently than you think
3. Embrace your softer side
4. Forge the right relationships, drive the right results
5. Master communications: always and all ways
6. Inspire others
7. Build people, not systems
These seven skills provide a great refresher and remind you that the way you lead is very important.Read more ›
Based on years of data-driven research and field work, the co-authors (i.e. Waller, Hollenbeck and Rubenstruck) identified those behavior patterns and key skills that will enable a CIO (or equivalent) to gain a competitive "edge" that differentiates them as leaders. There are seven and here they are woven with the fabric of the book's narrative, a separate chapter devoted to each:
o Committing to being a leader first
o Leading more with emotional intelligence than superior "smarts"
o Embracing their softer side
o Forging the relationships needed to achieve the right results
o Practicing and mastering communication skills
o Inspiring others with a compelling vision
o Building people, not systems
Obviously, there are no headsnapping revelations among the seven, nor do Waller, Hollenbeck and Rubenstruck make any such claim; however, together, they provide a framework within which an individual can improve leadership and management skills; moreover, the same framework will also be appropriate for a program that provides such development.Read more ›
The CIO Edge is a very easy and engaging read, that logically breaks down and supports the concepts it introduces throughout. With comments/short stories from senior executives providing relevant examples and supporting the framework presented in the book, it grounds the topics at hand and provides an additional level of understanding.
Having recently read this book, the reviews by R. Morris and M. McDonald from 2010 are spot on. The book is just as relevant in 2016 as it was at introduction, and strongly suspect it will stand up to the test of time. I highly recommend reading this!
Most Recent Customer Reviews
The book is easy to read and understand. I would recommend it for graduate students in IT Management and MBAPublished on February 14, 2014 by Peter Joseph
Unleash the other side of the success factors that high performing CIOs should focus more on, rather than task focusPublished on November 5, 2013 by Jiang, Lai (George)
What gets a CIO fired?
Based on the research of the authors, it's isn't due to a lack of technology chops on the part of the CIO. Read more
Despite the title, this book is not just for CIOs, it is for all leaders and applies particularly well to folks managing technology disciplines. Read morePublished on February 12, 2011 by Jasper