There is some form of management reality beyond the “100 days” journalistic cliché: How does an incoming executive make an impact in a new role? What are the real timeframes to look at, and what can be expected and over what horizon? What are the key issues that should raise a red flag during the first few months in a new senior position? and those which can be ignored?
Have you ever responded negatively to a text or a written message?
Nine times out of ten I’m able to stop myself from responding.
But then there is that odd time where I do respond. I ‘flash’ and although it feels good for about ten seconds I almost always regret it.
Why do we do this?
Professor Steve Peters explained why we do this in ‘The Chimp Paradox’ where he explained about the three parts of the brain.
Building an environment for success
Digital transformation is a buzzword that has increasingly been doing the rounds in business circles. The reality is that almost every true business ‘transformation’ taking place at the moment involves a large amount of digitising a process or stored information. If you’ve still got stacks of paper in filing cabinets, it’s guaranteed you’re not far off from a digital transformation.
The need for culture change
I didn’t think it would happen to me.
I’ve had a really interesting journey this past few months. I’m fortunate to be ‘in demand’ and to take my work to wherever it finds me. Interesting projects are not in short supply and my network brings me into collaboration with great teams. Yet I can’t help but notice some uncomfortable trends in the sector and a couple of recent experiences have also inspired me to write this. I’ve seen ageism for the first time and it’s truly shocked me.
A collective silence about leadership problems that are in plain sight arises when no-one dares to be the one who speaks the truth to the leader. Providing constructive feedback to a narcissistic leader is a courageous move. A common survival strategy for the group of people around such a leader is to stick together, and generally, say 'yes' or nothing at all.
Through this series, we have examined how an incoming CISO can create the conditions to truly make a difference in their new job.
Of course, as we stated in the introductory article, all companies are different from one another and so are most individuals. Each will be at their particular stage in terms of security or managerial maturity.
Three misconceptions and one key tip.
No industry is immune to disruption. Are your competitors doing an "Uber"? Are the likes of Amazon, Apple or Google moving in on your territory in Finance, Telecoms, Transportation or Home accessories? And how about those AI's that are replacing accountants, lawyers and doctors?
This is the point when you really get stuck in. By now, you would have been in the new CISO job for about 2 months and it should start to feel less and less like a new job. Of course, this is not really about 100 days, and you should also start to realise it.
There’s an ever-increasing trend nowadays to put focus on the ultimate ‘buzzword’ – DIGITAL TRANSFORMATION. I often share or post articles on the subject, but I’ve never actually put down my own personal experience and recommendations on the subject matter. So here it goes…