Early in my career, technology played a supporting role, not a primary one; but as the world moved from analog to digital, technology grew increasingly central. It became how we created, produced, and delivered products and services, as well as what we ran our businesses on. This shift had a profound impact on my career as I found myself working with highly technical people and taking part in day-to-day technology decision-making. While I had innate curiosity and passion for technology, I was a non-technical executive (still am) with senior technology executives now reporting to me.
Through those experiences, I learned a lot about how non-technical CEOs can add value. If you’re also a non-technical CEO managing technology executives, here’s advice on what to prioritize:
Prioritize Communication
Make sure you regularly discuss business objectives and company priorities with your technology team. Many CIOs and CTOs complain that they don’t have a “seat at the table.” This can be an indicator that the company’s business priorities haven’t been shared with the technology team.
Helping the team communicate with other parts of the organization is also critical. I asked fellow Acceleration Economy analyst and Paragon Films CIO Kenny Mullican, who is often communicating technology needs to non-technology colleagues, for his take. His advice:
“ . . . look for ways to help the technical executive communicate effectively in the organization. Technical leaders excel at creating systems and solving problems but may struggle to communicate in a way that is understandable to non-technical colleagues. By assisting them in collaborating with other executives and their teams, technical leaders can feel more included and integral to the business. Additionally, many technical executives may struggle with selling their ideas to decision-making executives or boards, as they may not be able to effectively articulate the business value of their technology proposals in a way that secures necessary funding. Providing support in creating proposals or presentations can help translate their technical expertise into tangible value for the company.”
Be Open About Any Lack of Technical Knowledge
A big mistake non-technical execs can make is not being open about the level of their technical knowledge. Technology teams can sniff out whether or not someone understands the technology being discussed. C-level execs gain respect and credibility by being open about not understanding a complex technology but still asking relevant questions so that the business value of the technology can be put into perspective and the risks understood. As a 4X CEO, who has been involved in some $400m+ in technology purchasing decisions, I may not have the same understanding of the underlying technology a CTO does, but I’ve learned to be fearless when it comes to asking questions.
I spoke with my fellow Acceleration Economy Analyst and 30-year C-level information technology (IT) veteran Wayne Sadin. Here’s his sage advice for C-level leaders working with tech execs:
“On a more personal level . . . If I could say just one thing to a CEO/BoD Director about managing the CIO (or CISO), it’s this: ‘Don’t be afraid to ask the CIO or CISO any question you choose. And if their answer is gobbledygook, fire them on the spot.’ (I’ve seen hard-nosed CEOs — who have no qualms about grilling finance, ops, sales, etc. — dance around IT discussions for fear of looking stupid).”
I’d add only one thing to Wayne’s advice here: Non-technical CEOs need to get over any fear of looking stupid when it comes to technology discussions. Fear can lead to a wrong decision or worse yet, no decision at all.
Foster a Culture of Innovation
Today, business and technology strategies are virtually indistinguishable. Encourage your technology executives to think creatively about your business and be open to new ideas. This can help your team stay ahead of the curve and identify new opportunities for growth, as well as help them better understand your business.
Encourage Collaboration
Encourage collaboration between your technology executives and other departments, as well as with external partners. This can help facilitate cross-functional communication and ensure that technology is aligned with the overall goals of the business.
Stay Informed
As a non-technical CEO, it is important to stay informed about technology trends and developments in your industry. This can help you understand the potential impact of these trends on your business and make informed decisions. The Acceleration Economy CXO Channel is a powerful resource for C-level executives looking to harness the power of technology.
Partner and Delegate
CEOs need a trusted, empowered technology partner. The CEO/CIO relationship is one of the most valuable and powerful relationships in business today. In addition to finding the right technology partner, it’s essential that you allow your technology team to do its job. Trust your technology executives to handle technical matters and allow them to manage their teams effectively. This will free up your time to focus on other aspects of the business and help build a strong, cohesive team.
Final Thoughts
Overall, the key considerations when managing technology executives are to establish clear goals and communication channels, foster a culture of innovation and collaboration, stay informed about industry developments, and delegate effectively.
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