![]() ![]() If you come out of the gate slowly or ineffectively – or worse, if you stumble badly, you’ll struggle to overcome that reputation. Set the agenda in a dynamic and intelligent manner so you are seen as an active, engaged, and competent leader from Day 1. The first 90 days are when initial impressions and expectations are created. ![]() At the same time, you’ll be setting expectations about how you operate, how you communicate, and what you expect from your peers, your organization, and your department. In your first 90 days, you will shape and inform the expectations of you and your IT department. The plan will guide you the details will evolve as your 90 days elapse. Your second 30 days (30-60 days) might entail getting to know the mid-level leaders or spending more time with your second-in-command in the IT division. The specifics can be hammered out after you’ve had time to assess who the key leaders are and how to connect with them. For example, you might set a 30-day goal to meet with all the senior leaders in the organization. The purpose of the 90-day plan isn’t to have everything sorted out on Day 1, but rather to provide guidelines and milestones for you to achieve. However, any 90-day plan devised before starting the role is just a framework. That plan should reflect your vision, approach, and high-level objectives. You likely created a 90-day plan after accepting the job. Colleagues will likely advise you as a new executive to pursue a few “quick wins” and that’s certainly important, but don’t obsess on achieving significant results in the first 90 days. So instead of spending your first 90 days trying to get a lot of things done, focus on looking, listening, watching, and learning. ![]() After 90 days, you’ll begin to acclimate to the organization’s culture and norms and lose that newcomer’s objectivity. It’s critical that you perform your organizational assessment in the first 90 days, while your perspective remains fresh. Conversely, if you establish yourself in these three months as a senior leader with vision and strategy at the forefront, you will be elevating yourself to the level any CIO needs to operate at to be effective in an organization. If you fall down into the operational depths during this time, there is little chance you’ll be able to elevate yourself in the eyes of the organization and your peers in the coming months and years. This three-month window is the only time you can create this impression. Your first 90 days will determine whether you become a trusted senior executive in the organization or a technology manager who’s seen as merely “keeping the lights on” and fixing IT problems. The same concept applies to the first 90 days on any job – but it’s especially important when you’re taking on the CIO role. On the other hand, if the boat stays true to course early on, minor variations later in the journey can be course-corrected more easily. If the boat’s path is off course by just one degree when it leaves, after 90 days, it will be so far off course that it will never reach its intended destination. Imagine a boat leaving a port and sailing across the ocean. But what is magical about 90 days? Why do we set that specific timeframe for success (or failure), and why is it important in the CIO role? CIO role: Why the first 90 days matter Many organizations set 90 days as a timeframe in which specific goals should be achieved, or as a probationary period for new hires. ![]()
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