What qualities do top IT management executives possess?

La visión y contribución a la estrategia por medio de soluciones tecnológicas es lo que la organización no solo espera sino exige para los lideres de las áreas de Tecnología. Es saber traducir la estrategia y visión de negocio en iniciativas que generen valor hacia los 'stakeholders'. No solo se debe trabajar y reforzar la visión, también el lenguaje debe evolucionar y dejar de hablar términos tecnológicos / técnicos hacia generación de valor y contribución hacia la estrategia

In my experience, one of the most challenging aspects of executing a strategic vision is to be clear on what you are and what you are not going to do to realize that vision. Making those tough choices and communicating it in such a way so that the vision and road to realizing that vision is simple and clear, is key.

A clear understanding of the current revenue generating processes and how with technology it’s possible to optimize and scale them. Identify new revenue streams by reusing current enterprise architecture with scale as a top mind set. Minimize operational risk with special attention to cybersecurity, providing confidence to customers and protecting valuable corporate assets.

Having a vision but being adaptable to change is an important attribute. Its important that IT Leaders when at the top don't become too bogged down in day to day Service Delivery and Operations, empower and trust their management team, and become that trusted conduit between Technology and wider business goals.

Two points to consider. First, If you are providing the vision be careful to not adopt a vison not of your own origin. Think long about what it is you are working towards and then do the work to prove it out. Vison without experience and background is likely just an IT marketing talking point. We see those come and go but a true vison persists. Secondly, it's one thing to have a vision it entirely another to get it to fruition. You have to work through many groups and opinions in other departments not just IT to get a vison realized. Be prepared. Be ready to defend. Be ready to don a suit of armor and plow through the layers of bureaucracy. If your vison is good and right be the champion of it. Your people will see that and follow you.

Embora o líder de TI tenha que desenvolver e refinar seus soft skills, hard skills ainda s?o muito relevantes e importantes, principalmente em ambientes de miss?o crítica. Em War Rooms, devemos dosar o apetite de risco para tomar decis?es de corre??o para reestabelecer os servi?os. Tomar essas decis?es sem um conhecimento técnico do ambiente pode ser catastrófico. Gestor de pessoas com conhecimento técnico ê determinante para o sucesso das opera??es de TI.

O conhecimento técnico é um alicerce essencial para um líder de TI. Entender as nuances das tecnologias utilizadas pela equipe n?o apenas valida a lideran?a, mas também permite uma comunica??o mais eficaz. Um líder tecnicamente capacitado é capaz de orientar a equipe de maneira mais precisa, tomar decis?es informadas e resolver desafios complexos. Além disso, esse conhecimento inspira confian?a e respeito da equipe, pois demonstra a habilidade de liderar pelo exemplo. Equilibrar habilidades técnicas com competências de lideran?a é a fórmula para um líder de TI verdadeiramente impactante.

Technisches Wissen und Verst?ndnis ist ein wichtiger Grundpfeiler für eine kompetente IT-Führungskraft. Ohne Technikwissen kann diese die Problemsituation nicht richtig erfassen, den Entwicklungsprozess nicht nachvollziehen und somit keine validen Ergebnisse prüfen und rechtfertigen. Eine Führungskraft, die technisch geschult wurde, erweckt Vertrauen und Respekt bei den Entwicklern und Ingenieuren, welche die technische Ausführung begleiten und durchführen. Schlussendlich muss die IT-Führungskraft auch langfristig eine Strategie vertreten, die auf den technischen Fragestellungen ergibt und auch Trends berücksichtigen muss.

Num primeiro momento pode parecer ser o mais importante, em momentos críticos, o conhecimento técnico. Mas, até pelo tamanho e abrangência da área de TI, é impossível qualquer pessoa conhecer tudo. Entendo que o executivo de TI deva se cercar de ótimos profissionais e confiar neles para a tomada de decis?es Soft skills s?o muito mais importantes que hard skills

Bien que les CIO ne soient pas nécessairement des experts dans tous les domaines techniques, ils doivent avoir une compréhension approfondie des technologies clés utilisées dans leur organisation. Cela leur permet de prendre des décisions éclairées et de dialoguer efficacement avec les équipes techniques.

La capacidad emprendedora es una habilidad contemporánea esencial para un líder de TI, siendo un vehículo efectivo para la exploración de nuevas tecnologías y proyectos que faciliten y escalen iniciativas comerciales. Esta cualidad, además de permitir la expansión comercial establece el ingenio tecnológico aplicado transversalmente a todas las áreas del negocio para garantizar la innovación continua que permita identificar y aprovechar oportunidades que agreguen valor a clientes y socios comerciales.

Eine IT-Führungskraft ohne Gesch?ftssinn führt zu einer unternehmerischen T?tigkeit ohne Profit. Der klischeehafteste Techniker l?sst Ingenieurskunst erschaffen, die aber im schlimmsten Fall das Projektbudget übersteigt und dem Kunden zu komplex ist. Eine Führungskraft muss als Generalist nicht nur die technischen Rahmenbedingungen nachvollziehen k?nnen, sondern vorallem die Wirtschaftlichkeit der Unternehmung verstehen und aktiv lenken k?nnen. "Der Kunde ist K?nig" - Das erfolgreichste Team wird von einer Person geführt, die den Prozess beherrscht und in definierter Zeit ein Produkt entwickelt, welches mit dem Kunden einen maximalen Mehrwert bietet.

Business acumen is a vital skill for professionals working in the technology industry. With the rapid pace of innovation and constantly evolving market trends, technology companies require individuals who possess a deep understanding of both the technological and business aspects of their industry. Why is Business Acumen Important for Tech? * With a deep understanding of market trends and consumer behavior, technology companies can develop products that meet the needs of their customers and remain relevant in a highly competitive landscape. * Business acumen enables technology companies to make informed financial decisions that will generate a positive return on investment.

Top IT executives blend their technical know-how with a deep understanding of market dynamics & consumer behavior. They excel in translating IT capabilities into commercial opportunities, driving revenue growth & market differentiation. These leaders also adeptly balance cost-efficiency with investment in innovative technologies, ensuring long-term financial sustainability. They are skilled in articulating the ROI of IT investments to stakeholders & aligning IT initiatives with the organization’s strategic objectives. Additionally, their business acumen includes talent management, fostering a culture that attracts, develops, and retains top IT talent, essential for maintaining a competitive edge in the technology-driven business landscape.

To lead one must have empathy, be able to listen, support and encourage the team. A true leader is someone who champions those who they lead, recognising the input of all to celebrate success, without taking all the credit themselves.

I think one of the most critical aspects of working with and leading a team is to "understand the ask". Place yourself in everyone's shoes and engage in the details. Shows an understanding of the effort required. Respect for what each aspect entails. Throughout projects share what each step means big picture along the way. That empowers the team to share ownership. Grow together to take on more responsibility as things evolve. In my experience projects and teams suffer when leadership does not have insight beneath the surface. Hurts the chances of success, hurts morale, hurts ultimately building a stronger team.

Leading by example and having empathy are the main points to go. An IT leader should work as an umbrella for his team were everything is being done by the team and when only the word “we” should appear and never the work “i”. Remember that even when someone works on the simplest of task contributes by helping someone else to work with the next important project. IT is a department that teamwork is the key. Make your team to feel comfortable and motivated them to skill up and become the best they can be.

Leadership is more about the "ship" than being the "leader". Some of the best leaders throughout my career were able to influence, motivate, hold accountable, and inspire in ways that didn't seem managerial or bureaucratic. They used their skills to listen more than they talk, instill the passion in their team to solve problems, and draw the answers out of the team rather than tell the answers (grow the team's skill), and most importantly they provide a vision, direction, and expectations.

As habilidades de lideran?a s?o cruciais para um líder de TI eficaz. A capacidade de inspirar, motivar e guiar a equipe é fundamental em um ambiente tecnológico dinamico. A comunica??o clara e eficaz é essencial para alinhar metas, enquanto a empatia facilita o entendimento das necessidades individuais da equipe. A tomada de decis?o estratégica, combinada com a capacidade de resolver conflitos e promover um ambiente colaborativo, contribui para o sucesso a longo prazo. Um líder de TI que cultiva talentos, reconhece conquistas e fomenta um espírito de inova??o fortalece n?o apenas a equipe, mas toda a organiza??o.

Having a vision / strategy and the ability to execute it. Lots of people get to the top because they are great at their jobs but when at the top are still invested in day to day tasks. They need to have the skill set / qualities to look at the vision and clearly share this with the senior management team to ensure all teams are aligned.

The great leader and a mentor to me, #JohnMaxwell wrote an excellent book on this topic, entitled "Everyone Communicates, Few Connect". I think it is must-read for anyone who strives to improve both their communication and their connection skills. Having good communication skills is much trickier than one might think and sadly seems an area lacking in many businesses. Listening, Empathy, Empowerment, Clarity, Influence are all key characteristics of good communication as they help to form the words used in the talking parts of communication.

My experience has identified that point as the one that you need to have sales skills. Your vision and strategy, alongside your implementation plan need to be pitched to leadership. Your communication skills are essential on the work that need to be done, on how to request and convince on the budget that needed to be spent. Presentation skills is a must. Be always prepared as all IT leader are and knowledgeable as well as

In my experience there are too many who don't possess this skill. You can have all the vision, technical expertise and business acumen in the World but if you can't communicate it effectively and transparently to motivate people inside and outside of the IT sphere then it's largely wasted.

Eine IT-Führungskraft wird nie brillieren, wenn sie nur ein technisches Genie ist. Gro?e Projekte und echter Kundenwert kann nur im Team entstehen. Das Organisieren der Aufgaben und L?sen von Problemen verlangt Empathie, Absprache und viele Diskussionen. Eine Führungskraft sollte sich st?ndig mit den ernannten Ansprechpartnern und Teamrollen besprechen, um den Fortschritt zu verstehen und Probleme bestm?glich in Angriff zu nehmen.

Even at an exec level it's all about continuous improvement and recall, you don't just possess a skill and then keep it forever or hit the top and stay the best. You must reflect on yourself and your abilities, always honing your skills amongst changing circumstances.

The two qualities that I haves seen as most reflective of an IT executive success is empowerment and transparency. Transparency in many ways is the conduit of communication. An IT executive must BOTH 1) contribute at the Sr Exec level deriving corporate goals AND 2) externally though peers and partners deriving strategic ideas...and then be the conduit of both decisions and the decision making process throughout the IT hierarchy. For how does one solve a business problem with IT, when they are not FULLY aware of WHY this problem exists. Empowerment leads from transparency.

Now that you know WHY we need to solve this business problem, the IT executive must help define the waypoints, but empower the rest of the IT team to find their own way, under their own process and skillsets, existing or new. Empowerment is the only way ownership is accepted (good, bad or indifferent).

Les cadres supérieurs de l'informatique doivent comprendre les besoins des clients internes et externes et s'assurer que les solutions technologiques répondent à ces besoins. Une orientation client solide contribue à l'efficacité opérationnelle et à la satisfaction des parties prenantes.

Customer Focus: Prioritizes user experience and satisfaction, ensuring IT services and products align with customer needs. Risk Management: Expert in identifying and mitigating risks, particularly in cybersecurity, and in establishing strong security and recovery protocols. Ethical Integrity: Maintains high ethical standards, ensuring data privacy and regulatory compliance, thereby building trust and upholding the organization's reputation. Innovative Mindset: Continually seeks creative solutions and improvements, fostering an environment ripe for innovation and experimentation.