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The Aspiring CIO and CISO

The Aspiring CIO and CISO

By : David J. Gee
5 (8)
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The Aspiring CIO and CISO

The Aspiring CIO and CISO

5 (8)
By: David J. Gee

Overview of this book

Explore the intricacies of CIO and CISO roles with The Aspiring CIO and CISO by David Gee. This book leverages Gee's 20+ years of digital and cyber leadership experience, providing real-world insights, making it a valuable resource for those navigating the evolving landscape of the C-suite. Tailored to entry-level, mid-level, and senior managers looking to advance to the C-suite, this book serves a unique purpose in the realm of career guidance. The narrative speaks directly to individuals uncertain about their readiness for CIO or CISO roles, offering a personal mentorship experience that goes beyond technicalities. Armed with insights into crafting a powerful 90-day plan, you'll be well-equipped to catapult into CIO or CISO roles successfully. Beyond technical proficiency, the book instills survival skills, ensuring longevity and helping you prevent burnout in these pivotal positions. Additionally, by mastering the art of brand development and soft skills, you'll grasp the interpersonal dynamics crucial for executive leadership. This book is an indispensable guide for ambitious professionals, offering foresight and empowerment to thrive in the digital age. By the end of this book, you'll emerge with strategic dexterity, confidently steering your career trajectory towards the C-suite.
Table of Contents (19 chapters)
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Free Chapter
1
Part 1: Your Journey to Becoming a CIO or CISO
6
Part 2: What to Do in the First 90 Days
9
Part 3: Being the CIO or CISO
13
Part 4: What’s Next in Your Career?

The transit lounge

There are times in your career when the opportunities just don’t match with what you are seeking. As a leader with personal financial responsibilities along with professional pride, it may be hard to contemplate why you aren’t snapped up immediately in a new position.

The truth is that the hiring process is extremely complex – usually with some science but, moreover, more human choice. I’ve seen interviewers make irrational decisions when selecting a new employee, and that is usually due to self-interest overshadowing what is required for a senior role.

There are times when you may challenge what other stakeholders want in the position. This then may lead you to consider your alternatives to bridge this situation. In my career, twice, I have used consulting as such a conduit. I have had stints with Ernst & Young and KPMG Consulting; in both cases, there were different reasons why I ended up taking this route.

What I would...

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