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Revolving door? What revolving door? Who says that CIO stands for Career Is Over? What's wrong with a job that lasts five years, pays well, and, as often as not, leads to something better?
It's a question of whether the glass is half full or half empty. For David Reff, who heads up the executive search firm David Reff and Co. in Dallas, it's half full. Reff, who specializes in recruiting CIOs and those who report directly to them, says he is busier than ever. "There's more demand than there has been in previous years," he says.
Taking Stock
Reff describes a two-step program that CIOs can use to boost their status within the company. First comes an absolutely honest self-inventory, aimed at identifying the CIO's own strengths and weaknesses. That done, the next step is to hire subordinates who are talented where the CIO is deficient -- at keeping up with technology, for example, and showing how to apply new advances to meet the company's needs.
"Too many IS executives are afraid of being upstaged by their employees, says Reff. "Fear paralyzes so many CIOs, but it doesn't have to be that way." The really outstanding CIOs are those who gather around themselves the most talented subordinates, he explains.
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Excerpted from the CIO Magazine cover story, "The Truth About Turnover," by Mickey Williamson
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