By investing in work relationships early and often, leaders create credit that can be drawn on in times when it’s most needed, says John Mason, who provides advice on how to build those relationships.
CIOs and other health IT leaders shouldn’t just be thinking about how to bring systems back online after a disaster, but also how to help the business recover and get back in operation, says John Mason.
The ability to make connections is a key leadership skill – but it doesn’t come naturally to everyone, says John Mason, who talks about how to practice and develop these skills.
We know that staff resistance to change can hinder a project, but what be just as detrimental is leadership resistance, says John Mason, who offers four ways to get over the hump.
The last thing a CIO wants is a frustrated customer who views technology as a burden. The way to prevent this? By setting realistic expectations and using communication to stay plugged in, says John Mason.