Cultivating Productive CEO, CFO and COO Relationships With the CIO Presented By: Don Riley
Session Discovery Topics Understanding what C-Level executives expect from the CIO A Toolkit for building successful C-level relationships An approach for changing the IT team’s mind-set to support your relationship building activity
Mohawk – “We Cover the market” Global Flooring Company - $6.8B Growth through acquisition Customers: 35,000+ Specialty, Builder, Home Centers, Multi-Family, Mass Merchants, Commercial, Independent dealers Products:  Carpet, Cushion, Ceramic Tile, Wood, Stone, Laminate, Vinyl, Rugs, and Mats Vertical integration: Pellets / Recyclables to carpet Wood chips to Laminate Dirt to Ceramic World class distribution 1,000 trucks, 2,000 trailers 300 distribution points Real time visibility
Three Questions – CEO, COO, CFO What do you view as the top two or three things you expect from the CIO relative to your role? What top one or two pieces of advice would you give a new CIO on how to effectively interact with you? What one or two things drive you nuts about IT executives  (me excluded) , and what should IT executives never do with top executives that you have seen them do in the past?
1. Expectations Focus on how you can positively impact the business Support me as a partner in my role Put points on the board Be relevant and current Know and understand the business Establish frequent and free flowing communications
2. Advice Develop a strong relationship early Understand me and my challenges Show me how you are supporting me Be able to manage up, down and laterally (most fail laterally) No surprises in cost or execution
3. Mistakes CIO’s make  Focus on function and not on maximizing profits / earnings “ Systems are the answer”  Surprises Leaving “fires” burning in the organization Tech-Speak Lack of service orientation Accepting organizational indecision disguised as information gathering (CEO)
Cultivating Effective C-Level Relationships Price of Entry Credibility How to Attack Proactively manage relationships Drive business value Demonstrate you run IT like a business Sell and market IT Requires Holistic approach Openness Comfort and confidence Frequent interaction and practice Sales and marketing skills
Proactively Managing Relationships through utilizing a Relationship Management Toolkit The Power of Observation Political Savvy and Political Capital Skills Excellent Communication Skills Strategic Value Selling Skills Organizational Design Skills
The Power of Observation Identifying Influencers, Approvers, Decision Makers, Supporters, Non-Supporters, Allies, Foxes Sensing Power struggles, power plays, power bases, alliances, their origins and sources of influence Seeing Non-Traditional Relationships Non-organization chart driven Building a Political Map Mark up an organization chart Includes the written and the unwritten decision making processes Engaging your team
Political Savvy and Political Capital Skills Bank with gains and losses When banked loses value with time Spend wisely Political Capital  Gains Quick Hits / Points on the Board Helping someone out of a jam Helping with funding Well executed projects with real benefit Political Capital  Losses Poor Execution (Day to Day & Projects) Not taking care of VIP’s and their Admins Political Capital Spending
Communication Skills Personal Communication Likes, dislikes, interests, goals, family, what’s important to them Professional Communication Building a connection of helping them be successful Their goals and motivations Listening and Non-Verbal Skills We all claim we have them Many lose focus on them when in stressful situations Communication Plan Objective Tactics and Counter-tactics Practice key messages
Strategic Value Selling Skills (Holden) Stage IV Selling Your value is integrally tied to the business and it’s success You have developed a degree of competitive immunity You take ownership and proactively deal with challengers Achieve through … High strategic orientation with an aligned vision Communication in business financial terms Comfort in discussing power and politics Making critical investments in selling IS A moving IS Value elevator speech Leveraging the toolkit
Organizational Design Skills Structured Organization Aligned with business goals and objectives Relationship model Unwritten Organization Political Map    Relationship Map Overlapping layers of relationships Align based on attributes and not hierarchy Sales Axiom     Where you put someone or start the call establishes their peak in the organization …. It is easy to get referred lower; practically impossible to get referred up Matrixed and fluid
Utilizing the toolkit This is a journey not an event Complement yourself with talent where you don’t have the strengths Be flexible Have a well thought out approach Ensure alignment within the IT organization
Other Key Components Establishing Credibility Packaging and selling IT to the business Benefitting from transparency Creating a strong business value orientation
Leveraging process design, delivery and metrics as a  source of credibility  If you can’t keep the lights on, you don’t get the key to the executive suite (Credibility) Requires objective mechanism to achieve Requires objective business oriented measures Requires total organization commitment Must be able to translate why it is important to the business and why they should care
Leveraging process design, delivery and metrics as a  source of credibility  KPI’s Continuous Improvement Root Cause Analysis Time Tracking / Top 20 Status Reporting Management Alerts Value Delivery and Forecast
Packaging and selling IT to your business “ Business Development and Marketing” Productize services Gain business unit buy-in Manage expectations Communicate performance Solicit continuous feedback Constantly refresh and remind Allocate costs out based upon consumption Drive objective discussions
Benefiting from transparent IS – educating business partners to make good choices Starts with strategic planning Emphasize value and need to make choices (limited resources) Make them smarter consumers Takes strong confident people Work priority sessions Build into your processes (SDLC, PM, Portfolio Management) Constantly educate and remind Neutralize and win over the “naysayers”
Value Orientation -  Six Key Easy Steps Establish an IS Mission and Vision Establish a relationship driven organization model Develop one strategic plan Collaboratively set up annual IS goals and objectives Establish core processes that drive:  Sound governance Debates around priorities and value Strong customer ownership Actively measure and report
Lastly … This just isn’t about you Vision Embraced by the organization Ownership From top to bottom Execution Relentless
Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door  Vision It’s about service and value – not technology Paint the picture and get buy-in Must get the organization comfortable with and embracing change and continuous improvement Tie to their day to day jobs and how they affect Vision Embraced by the organization Ownership From top to bottom Execution Relentless 1
Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door  Ownership Create an army of emissaries Active participation Tie to compensation Management must walk the walk Team helps drive the direction 2 Vision Embraced by the organization Ownership From top to bottom Execution Relentless
Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door  Execution Measure, reward and celebrate progress Quickly deal with people who are not on board and not supporting the vision  Keep everyone up to date Take the message to the team Signal early and often where you are headed 3 Vision Embraced by the organization Ownership From top to bottom Execution Relentless
Cultivating Effective C-Level Relationships Price of Entry Credibility How to Attack Manage relationships Drive business value Demonstrate you run IT like a business Sell and market IT Requires Holistic approach Openness Comfort and confidence Frequent interaction and practice Sales and marketing skills
Expectations Revisited Focus on how you can positively impact the business Support me as a partner in my role Put points on the board Be relevant and current Know and understand the business Establish frequent and free flowing communications
Advice Revisited Develop a strong relationship early Understand me and my challenges Show me how you are supporting me Be able to manage up, down and laterally (most fail laterally) No surprises in cost or execution
Questions?
 

More Related Content

PPT
Florida CIO Summit: Building C-Level Relationships 040509
PPTX
Challenges of Women Entrepreneurs
PPTX
Better Bidding for Facilities Management Contracts
PPTX
Winning Complex Sales With an Intentional Strategy
PDF
OpsStars Boston Session | Women in Revenue Speak Out: What Companies Need to ...
PPT
How to engineer the business you really want
PPTX
Setting goals & managing the sales force's performance
PPTX
Building a Winning Sales Management Team: The Force Behind the Force
Florida CIO Summit: Building C-Level Relationships 040509
Challenges of Women Entrepreneurs
Better Bidding for Facilities Management Contracts
Winning Complex Sales With an Intentional Strategy
OpsStars Boston Session | Women in Revenue Speak Out: What Companies Need to ...
How to engineer the business you really want
Setting goals & managing the sales force's performance
Building a Winning Sales Management Team: The Force Behind the Force

What's hot (20)

PPT
The Challenges Of Sales Leadership
PPTX
Get the Money Out!
PPTX
You Can't Teach People to Sell By Teaching People to Sell
PPTX
Essential drucker
PDF
Banking Survival Strategies
PPT
IQPC London June 2009
PPTX
Develop a Culture for Mission Driven Sales for CDFIs
PPTX
Develop a Sales Culture for Your CDFI
PPT
CU Tomorrow Session 2 – Goals Tests & Focus Groups
PPTX
How to set your business sales goals
PPTX
Presentation of Research Findings, by Danny Whatmough CMPRCA, Associate Direc...
PPT
Dont be a waiter take your seat the table ashrm (with video) march 2012 (2)
PPTX
Strategic Account Planning - What Separates the GREAT from the WEAK
PDF
Advanced Selling: High-Stakes Customer Dialogues
PDF
Motivating salespeople
PDF
New Millennium Sales Leadership
PPTX
Chapter 11 sales force leadership
PPT
Finance for non financials
PPTX
Building A Value Propostion
PPTX
Your mantra for 2014 improve financial strength and performance for sba
The Challenges Of Sales Leadership
Get the Money Out!
You Can't Teach People to Sell By Teaching People to Sell
Essential drucker
Banking Survival Strategies
IQPC London June 2009
Develop a Culture for Mission Driven Sales for CDFIs
Develop a Sales Culture for Your CDFI
CU Tomorrow Session 2 – Goals Tests & Focus Groups
How to set your business sales goals
Presentation of Research Findings, by Danny Whatmough CMPRCA, Associate Direc...
Dont be a waiter take your seat the table ashrm (with video) march 2012 (2)
Strategic Account Planning - What Separates the GREAT from the WEAK
Advanced Selling: High-Stakes Customer Dialogues
Motivating salespeople
New Millennium Sales Leadership
Chapter 11 sales force leadership
Finance for non financials
Building A Value Propostion
Your mantra for 2014 improve financial strength and performance for sba
Ad

Viewers also liked (20)

PPTX
Originality And The Apparatus Of Originality
PPTX
Originality and the presense of the artist
PPT
The Future of Ideas: Innovation vs. Originality?
PPTX
Creating outcomes and assessment measures -jarvis christian college--administ...
PDF
Understanding the originality reports (for teachers)
PPSX
Originality
PPTX
Curso de Microsoft word - Introductorio
PDF
Understanding the originality reports (for students)
PPTX
Presentation from eAssessment & Originality hands-on session for PGRs (PTT co...
PPTX
Khat presentation effects in health,socioeconomic,originality,types
PPT
Week 4 Making Art Authorship Originality
PPTX
Hayley ip 10 f originality and creativity
PDF
The solution selling kits of PC-based Automation_20160404_Eric Lo
PPTX
Creative Arts Therapies at Parkway Health and Wellness
PPT
Search for Originality: Tools for Teaching
PPTX
Solution telling beats solution selling
PDF
Solution selling
PPTX
Plagiarism, Emulation, and Originality
PPT
Microsoft Word
PDF
Steal This Idea: The Originality Scale / By Marty Neumeier
Originality And The Apparatus Of Originality
Originality and the presense of the artist
The Future of Ideas: Innovation vs. Originality?
Creating outcomes and assessment measures -jarvis christian college--administ...
Understanding the originality reports (for teachers)
Originality
Curso de Microsoft word - Introductorio
Understanding the originality reports (for students)
Presentation from eAssessment & Originality hands-on session for PGRs (PTT co...
Khat presentation effects in health,socioeconomic,originality,types
Week 4 Making Art Authorship Originality
Hayley ip 10 f originality and creativity
The solution selling kits of PC-based Automation_20160404_Eric Lo
Creative Arts Therapies at Parkway Health and Wellness
Search for Originality: Tools for Teaching
Solution telling beats solution selling
Solution selling
Plagiarism, Emulation, and Originality
Microsoft Word
Steal This Idea: The Originality Scale / By Marty Neumeier
Ad

Similar to Florida CIO Summit Building C-Level Relationships 040509 (20)

PDF
The CIO Perspective
PPTX
Eos sla vendor choice
PDF
20150929 Playbook Transformational IT Run IT as a Business
PDF
Aligning It And Business Strategy PowerPoint Presentation Slides
DOC
Inside the Minds - Ziethlow Chapter cleaned
DOCX
Value Proposition
PPTX
Selling To The CIO
PPTX
Selling to the CIO
PPTX
How to Speak "Manager"
PPTX
Building Customer Empathy by Researching Public Data
PPTX
Information Technology Executive Management in the Public Accounting Industry
PDF
Marketing IT to the Business Strategic Insights Report
PPTX
Eos ala vendor choice
PPTX
Ten rules for CIOs
PPTX
Managing IT as a Business.pptx
PPT
Using Technology Transformation Effectively To Improve It Business Alignment
PPTX
Gaining and Maintaining IT & Business Alignment.pptx
PDF
Connecting the Dots: Creating a Sales Driven Organization
PDF
CEO Best Practices for Information Technology - Bruce McCullough, CIO Advisory
The CIO Perspective
Eos sla vendor choice
20150929 Playbook Transformational IT Run IT as a Business
Aligning It And Business Strategy PowerPoint Presentation Slides
Inside the Minds - Ziethlow Chapter cleaned
Value Proposition
Selling To The CIO
Selling to the CIO
How to Speak "Manager"
Building Customer Empathy by Researching Public Data
Information Technology Executive Management in the Public Accounting Industry
Marketing IT to the Business Strategic Insights Report
Eos ala vendor choice
Ten rules for CIOs
Managing IT as a Business.pptx
Using Technology Transformation Effectively To Improve It Business Alignment
Gaining and Maintaining IT & Business Alignment.pptx
Connecting the Dots: Creating a Sales Driven Organization
CEO Best Practices for Information Technology - Bruce McCullough, CIO Advisory

Recently uploaded (20)

PPTX
33ABJFA6556B1ZP researhchzfrsdfasdfsadzd
PPTX
TRAINNING, DEVELOPMENT AND APPRAISAL.pptx
PDF
Kishore Vora - Best CFO in India to watch in 2025.pdf
PPTX
IITM - FINAL Option - 01 - 12.08.25.pptx
PDF
Business Communication for MBA Students.
PDF
Chapter 2 - AI chatbots and prompt engineering.pdf
PDF
Satish NS: Fostering Innovation and Sustainability: Haier India’s Customer-Ce...
DOCX
Handbook of entrepreneurship- Chapter 7- Types of business organisations
PDF
Cross-Cultural Leadership Practices in Education (www.kiu.ac.ug)
PDF
HQ #118 / 'Building Resilience While Climbing the Event Mountain
PPT
Retail Management and Retail Markets and Concepts
PPTX
CTG - Business Update 2Q2025 & 6M2025.pptx
PDF
Consumer Behavior in the Digital Age (www.kiu.ac.ug)
PDF
Comments on Clouds that Assimilate Parts I&II.pdf
PDF
Vinod Bhatt - Most Inspiring Supply Chain Leader in India 2025.pdf
PDF
Tortilla Mexican Grill 发射点犯得上发射点发生发射点犯得上发生
PDF
Stacey L Stevens - Canada's Most Influential Women Lawyers Revolutionizing Th...
PPTX
chapter 2 entrepreneurship full lecture ppt
PDF
Sustainable Digital Finance in Asia_FINAL_22.pdf
PDF
Susan Semmelmann: Enriching the Lives of others through her Talents and Bless...
33ABJFA6556B1ZP researhchzfrsdfasdfsadzd
TRAINNING, DEVELOPMENT AND APPRAISAL.pptx
Kishore Vora - Best CFO in India to watch in 2025.pdf
IITM - FINAL Option - 01 - 12.08.25.pptx
Business Communication for MBA Students.
Chapter 2 - AI chatbots and prompt engineering.pdf
Satish NS: Fostering Innovation and Sustainability: Haier India’s Customer-Ce...
Handbook of entrepreneurship- Chapter 7- Types of business organisations
Cross-Cultural Leadership Practices in Education (www.kiu.ac.ug)
HQ #118 / 'Building Resilience While Climbing the Event Mountain
Retail Management and Retail Markets and Concepts
CTG - Business Update 2Q2025 & 6M2025.pptx
Consumer Behavior in the Digital Age (www.kiu.ac.ug)
Comments on Clouds that Assimilate Parts I&II.pdf
Vinod Bhatt - Most Inspiring Supply Chain Leader in India 2025.pdf
Tortilla Mexican Grill 发射点犯得上发射点发生发射点犯得上发生
Stacey L Stevens - Canada's Most Influential Women Lawyers Revolutionizing Th...
chapter 2 entrepreneurship full lecture ppt
Sustainable Digital Finance in Asia_FINAL_22.pdf
Susan Semmelmann: Enriching the Lives of others through her Talents and Bless...

Florida CIO Summit Building C-Level Relationships 040509

  • 1. Cultivating Productive CEO, CFO and COO Relationships With the CIO Presented By: Don Riley
  • 2. Session Discovery Topics Understanding what C-Level executives expect from the CIO A Toolkit for building successful C-level relationships An approach for changing the IT team’s mind-set to support your relationship building activity
  • 3. Mohawk – “We Cover the market” Global Flooring Company - $6.8B Growth through acquisition Customers: 35,000+ Specialty, Builder, Home Centers, Multi-Family, Mass Merchants, Commercial, Independent dealers Products: Carpet, Cushion, Ceramic Tile, Wood, Stone, Laminate, Vinyl, Rugs, and Mats Vertical integration: Pellets / Recyclables to carpet Wood chips to Laminate Dirt to Ceramic World class distribution 1,000 trucks, 2,000 trailers 300 distribution points Real time visibility
  • 4. Three Questions – CEO, COO, CFO What do you view as the top two or three things you expect from the CIO relative to your role? What top one or two pieces of advice would you give a new CIO on how to effectively interact with you? What one or two things drive you nuts about IT executives (me excluded) , and what should IT executives never do with top executives that you have seen them do in the past?
  • 5. 1. Expectations Focus on how you can positively impact the business Support me as a partner in my role Put points on the board Be relevant and current Know and understand the business Establish frequent and free flowing communications
  • 6. 2. Advice Develop a strong relationship early Understand me and my challenges Show me how you are supporting me Be able to manage up, down and laterally (most fail laterally) No surprises in cost or execution
  • 7. 3. Mistakes CIO’s make Focus on function and not on maximizing profits / earnings “ Systems are the answer” Surprises Leaving “fires” burning in the organization Tech-Speak Lack of service orientation Accepting organizational indecision disguised as information gathering (CEO)
  • 8. Cultivating Effective C-Level Relationships Price of Entry Credibility How to Attack Proactively manage relationships Drive business value Demonstrate you run IT like a business Sell and market IT Requires Holistic approach Openness Comfort and confidence Frequent interaction and practice Sales and marketing skills
  • 9. Proactively Managing Relationships through utilizing a Relationship Management Toolkit The Power of Observation Political Savvy and Political Capital Skills Excellent Communication Skills Strategic Value Selling Skills Organizational Design Skills
  • 10. The Power of Observation Identifying Influencers, Approvers, Decision Makers, Supporters, Non-Supporters, Allies, Foxes Sensing Power struggles, power plays, power bases, alliances, their origins and sources of influence Seeing Non-Traditional Relationships Non-organization chart driven Building a Political Map Mark up an organization chart Includes the written and the unwritten decision making processes Engaging your team
  • 11. Political Savvy and Political Capital Skills Bank with gains and losses When banked loses value with time Spend wisely Political Capital Gains Quick Hits / Points on the Board Helping someone out of a jam Helping with funding Well executed projects with real benefit Political Capital Losses Poor Execution (Day to Day & Projects) Not taking care of VIP’s and their Admins Political Capital Spending
  • 12. Communication Skills Personal Communication Likes, dislikes, interests, goals, family, what’s important to them Professional Communication Building a connection of helping them be successful Their goals and motivations Listening and Non-Verbal Skills We all claim we have them Many lose focus on them when in stressful situations Communication Plan Objective Tactics and Counter-tactics Practice key messages
  • 13. Strategic Value Selling Skills (Holden) Stage IV Selling Your value is integrally tied to the business and it’s success You have developed a degree of competitive immunity You take ownership and proactively deal with challengers Achieve through … High strategic orientation with an aligned vision Communication in business financial terms Comfort in discussing power and politics Making critical investments in selling IS A moving IS Value elevator speech Leveraging the toolkit
  • 14. Organizational Design Skills Structured Organization Aligned with business goals and objectives Relationship model Unwritten Organization Political Map  Relationship Map Overlapping layers of relationships Align based on attributes and not hierarchy Sales Axiom  Where you put someone or start the call establishes their peak in the organization …. It is easy to get referred lower; practically impossible to get referred up Matrixed and fluid
  • 15. Utilizing the toolkit This is a journey not an event Complement yourself with talent where you don’t have the strengths Be flexible Have a well thought out approach Ensure alignment within the IT organization
  • 16. Other Key Components Establishing Credibility Packaging and selling IT to the business Benefitting from transparency Creating a strong business value orientation
  • 17. Leveraging process design, delivery and metrics as a source of credibility If you can’t keep the lights on, you don’t get the key to the executive suite (Credibility) Requires objective mechanism to achieve Requires objective business oriented measures Requires total organization commitment Must be able to translate why it is important to the business and why they should care
  • 18. Leveraging process design, delivery and metrics as a source of credibility KPI’s Continuous Improvement Root Cause Analysis Time Tracking / Top 20 Status Reporting Management Alerts Value Delivery and Forecast
  • 19. Packaging and selling IT to your business “ Business Development and Marketing” Productize services Gain business unit buy-in Manage expectations Communicate performance Solicit continuous feedback Constantly refresh and remind Allocate costs out based upon consumption Drive objective discussions
  • 20. Benefiting from transparent IS – educating business partners to make good choices Starts with strategic planning Emphasize value and need to make choices (limited resources) Make them smarter consumers Takes strong confident people Work priority sessions Build into your processes (SDLC, PM, Portfolio Management) Constantly educate and remind Neutralize and win over the “naysayers”
  • 21. Value Orientation - Six Key Easy Steps Establish an IS Mission and Vision Establish a relationship driven organization model Develop one strategic plan Collaboratively set up annual IS goals and objectives Establish core processes that drive: Sound governance Debates around priorities and value Strong customer ownership Actively measure and report
  • 22. Lastly … This just isn’t about you Vision Embraced by the organization Ownership From top to bottom Execution Relentless
  • 23. Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door Vision It’s about service and value – not technology Paint the picture and get buy-in Must get the organization comfortable with and embracing change and continuous improvement Tie to their day to day jobs and how they affect Vision Embraced by the organization Ownership From top to bottom Execution Relentless 1
  • 24. Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door Ownership Create an army of emissaries Active participation Tie to compensation Management must walk the walk Team helps drive the direction 2 Vision Embraced by the organization Ownership From top to bottom Execution Relentless
  • 25. Changing the IS team’s mind-set and ambition – relationship management doesn’t stop at the CIO’s door Execution Measure, reward and celebrate progress Quickly deal with people who are not on board and not supporting the vision Keep everyone up to date Take the message to the team Signal early and often where you are headed 3 Vision Embraced by the organization Ownership From top to bottom Execution Relentless
  • 26. Cultivating Effective C-Level Relationships Price of Entry Credibility How to Attack Manage relationships Drive business value Demonstrate you run IT like a business Sell and market IT Requires Holistic approach Openness Comfort and confidence Frequent interaction and practice Sales and marketing skills
  • 27. Expectations Revisited Focus on how you can positively impact the business Support me as a partner in my role Put points on the board Be relevant and current Know and understand the business Establish frequent and free flowing communications
  • 28. Advice Revisited Develop a strong relationship early Understand me and my challenges Show me how you are supporting me Be able to manage up, down and laterally (most fail laterally) No surprises in cost or execution
  • 30.