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The Aspiring CIO and CISO

You're reading from   The Aspiring CIO and CISO A career guide to developing leadership skills, knowledge, experience, and behavior

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Product type Paperback
Published in Jun 2024
Publisher Packt
ISBN-13 9781835469194
Length 256 pages
Edition 1st Edition
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Author (1):
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David J. Gee David J. Gee
Author Profile Icon David J. Gee
David J. Gee
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Table of Contents (19) Chapters Close

Preface 1. Part 1: Your Journey to Becoming a CIO or CISO FREE CHAPTER
2. Chapter 1: Starting the Journey to Become a CIO or CISO 3. Chapter 2: How to Develop Yourself to Be a CIO or CISO 4. Chapter 3: Executing Your Career Path to Becoming a CIO or CISO 5. Chapter 4: CIO and CISO Interview Tips 6. Part 2: What to Do in the First 90 Days
7. Chapter 5: CIO – The First 90 Days 8. Chapter 6: CISO – The First 90 Days 9. Part 3: Being the CIO or CISO
10. Chapter 7: Moments of Truth (When You Accelerate Your Growth) 11. Chapter 8: Understanding the Pressures CIOs and CISOs Face 12. Chapter 9: CIO and CISO Survival Skills 13. Part 4: What’s Next in Your Career?
14. Chapter 10: Looking for the Next Elevator 15. Chapter 11: Risk Management as a Career Option 16. Chapter 12: What CIOs and CISOs Do in Retirement 17. Other Books You May Enjoy Appendix: Index

Building a team

At CUA on my very first day, I learned that there were 90–100 resources assigned to the transformation program, which included contractors and permanent staff. When I asked, “How many of them are my staff?” I was told that only a handful had taken this on. It was very clear that there was much spectator behavior, and this project, which had just started, was doomed to fail.

I held a town hall meeting on that first day, and my IT team and the transformation team joined the session. In that introductory session, I did not pretend that this was going to be easy and that getting this completed successfully would challenge each of us. Indeed, I noted that the journey would require us to all get “comfortable being uncomfortable,” and perhaps some should self-select and leave rather than endure it. I did also encourage the team, and I was committed to their development of new skills, and this was part of the transformation that we needed...

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