Rather than focusing only on what hasn’t been accomplished, it’s important to recognize all that has, says Steven Posnack, who talks about what motivates him, what the future looks like, and what he has learned from his mentors.
Having to balance the needs of multiple stakeholder groups is already tough. What makes it even more challenging? When those groups have competing priorities, says Steven Posnack, Deputy National Coordinator for Health IT.
Perhaps the biggest priority for a new CIO – particularly one with limited financial experience – is to “understand your numbers well, and understand how things are calculated,” says Lee Milligan, MD, who recently took on the role at Asante.
The key to having difficult conversations with members of your team? Conduct them in a way that’s “more about coaching, mentoring, and showing that you’re invested in this person’s success,” says Kristin Myers, VP of IT at Mount Sinai Health.
No matter what the reporting structure looks like, CIOs must be in tuned with other C-suite leaders to ensure the IT strategy is in line with the organization’s strategy, says Robin Lang. Otherwise, “it’s really hard to be successful,” she says in this interview.