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A motivated CIO will not only impact business strategy but can also drive the digital leader to success.

Executives need to keep their CIO engaged in their role in order to retain their talent and satisfaction in their job role.

Only a third of CIOs admitted they had benefitted from an increase in base salary, up 10% from 2015, according to the 2016 Harvey Nash survey. CIO UK looks at the benefits of what motivates a CIO to achieve their set goals for innovating the business.

What keeps a CIO motivated: Business and technology leader

Technology is adapting the business model and the career development of a CIO.

CIOs have an advantage against fellow executives in having a foot in the business as well as being a digital leader.

The role has enabled a greater opportunity for developing skills; with 45% of CIOs seeing business innovation as a positive change to the role. The increasing skill sets motivates a CIO in placing technology at the core of the organisation.

CIOs have taken on additional responsibilities which can align the technology and business strategy. CIOs have become influential in their role by communicating with the marketing and finance departments to achieve the shared business goal.

The dynamic role can increase the CIO's creativity, teamwork and leadership skills in motivating a CIO to move up the career ladder in motivating them to become the next strategic business partner.

What keeps a CIO motivated: Recognition from executives

A CIO’s role is demanding with 15% of the IT leaders moving jobs in 2015, up by a quarter from the previous year, according to research.

Executives need to make their CIO feel recognised in helping to motivate and retain a CIO's talent. Money can be a gesture of recognition for hard-work but communicating to the IT leader will be more significant.

Executives can show their appreciation of the CIO through verbal or direct communications, such as one-to-one meetings, staff meetings and newsletters, as a way of recognising their recent accomplishments.

The motivation from fellow executives will build a better relationship and engagement between the CEO and CIO.

CIO Duncan Gray at British Car Auctions has recently seen being ‘highly engaged’ with executives has helped him to motivate others in the organisation.

Speaking as part of the 2016 CIO 100 edition he discussed how his role has increased his job satisfaction in being recognised for his achievements.

He said: “I operate at the coalface…and I dislike being in my office. I prefer to be out motivating my team across all markets and all divisions. “

Gray believes there is a two way system of communication which keeps him engaged as a CIO.

He continues: "I like listening to people to learn what is really going on, whether they are the CEO, the developer or the support team. That might be on weekly, monthly or quarterly basis in all areas of the business, in any one of our countries. Engaging with the business and people is why I come to work.  I believe IT is 50% platforms and 50% people.”

CIOs want to be valued as an employee with the contributions they are making in their role. This can keep the CIO engaged and increase their loyalty to the business.

What keeps a CIO motivated: Team leadership

A CIO's engagement is reliant on influencing their team to success. The relationship between a CIO and their digital team is vital in achieving the shared company goals.

CIO 100 member David Smoley at AstraZeneca UK has developed a variety of IT tools which have contributed to his success at the organisation.

Speaking as part of the CIO 100 UK edition he discussed how personal development is a driving force in his CIO role.

He said: "I place considerable importance on individual feedback from all levels in the organisation. Personal development enables me to be an inspiring and authentic business leader... on-the-job development has been supported through me taking an active role in the senior executive team."

The success of the CIO and his digital team have seen 75% of AstraZeneca UK employees believing there has been a significant improvement on the IT tools.

He continued: "I am also now accountable for the simplification programme across the company. This has been a personal stretch and development opportunity for me which has increased my understanding of the organisation including business processes and systems."