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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?

Holding the door open for your successor

You are about to travel on the elevator up to another CIO or CISO position: however, there is still the courtesy of holding the door open for the next person. That person is your successor to your now old job.

As a CIO and CISO, you often don’t have the benefit of receiving a handover. The prior incumbent may have already departed or did not leave on good terms. This can make your role more difficult. Thus, I want to talk about how you should arrange your own handover.

I can recall receiving some limited handover and it was clear that the prior incumbent did not want to surrender the role. Hence, they were not very forthcoming with sharing any important information, nor were they willing to spend time to help me succeed.

You should want your old team to prosper and do well when you depart; therefore, taking time to plan your exit and assist the successor is a critical part of your brand.

To prepare for this handover transition...

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