“Something we decide today, I have no doubt, will change in nine months. Not because we’re wrong, but because our ability to be agile to our clients’ demands and what’s happening at a macro scale in the market has to be there,” she says. “What we can’t do is be forceful with our thinking and not look back.”
If you’re not pivoting, you’re likely neglecting what Companieh sees as one of the most important attributes of growth-focused CIOs: welcoming and implementing feedback.
Communicating early and often is key to pivoting effectively. “Don’t hide behind the technology,” she warns. “Explain what you’re doing to gain insights for your strategy, how you’re going to communicate it back out, and how you’re going to take action. And learn to balance communication between your employees and your clients. It can be a difficult balance to strike, but it’s a critical one in your first 120 days.”
If instead you work from the safety of your CIO office, far from the client, you will proportionately dilute your impact as a leader. And if you show you don’t care to solve problems holistically or regress to siloed, project-based, tool-oriented thinking when it’s time to pivot, then your employees, consciously or not, will adopt the same thinking to the detriment of the enterprise.
Finally, she says, “Remember that the lack of a decision is far worse for the organization than making a decision of whatever impact.” As a new CIO, it’s easy to overanalyze a situation. For Companieh, it’s important to make a decision and execute, be transparent when you make a mistake, then pivot.
