IT leaders can’t launch new initiatives without the support—and funding—provided by the board of directors. But communication between these two parties isn’t always smooth. More and more boards understand the importance of investing in technology and related security efforts. What they might not understand, however, is the more complex, nuanced aspects of these initiatives.
CIOs and other IT leaders should use a common language when explaining the purpose and plan for any of their upcoming projects. This shared language can help board members understand the more technical components of digital transformation, security measures, or core systems projects. Developing this common language starts with IT. Any chance to communicate with the board should be considered strategically; CIOs should identify which topics are most important for the board to discuss. Rather than focusing on timelines and costs, for example, the board might be more interested to learn about the ROI of an initiative.
The entire leadership team, not just the CIO, should be on the same page with the message being delivered to the board. And that message should be simple. IT leaders are used to complex projects, but overwhelming board members with intricate charts won’t get those projects funded. Fewer slides are often better, and the relation of each slide to the overall message should be clear to each viewer. Every communication, digital and spoken, should be phrased in business vernacular. Part of that vernacular means discussing an initiative’s benefits for the organization as a whole, not emphasizing new technology capabilities. This approach paves the way for CIOs to convey what the organization will look like after an effort is implemented.
Sometimes there are multiple options available for a given endeavor; when that is the case, CIOs should distill the upsides and downsides of the most realistic courses of action. The risks of each option should be made clear to board members, but CIOs should also use this opportunity to discuss strategies for mitigating those risks. Articulating risk management allows the board to understand the CIO thought process and can address any concerns they might have. Experienced IT leaders become familiar with their board members—it’s vital to gauge whether to ask for feedback directly or indirectly. Before ending a discussion, identify which board members are interested in supporting a given project.
After an IT initiative receives buy-in and funding, the board will expect progress reports no matter how the effort is going. Any board is likely to become more engaged in the process when the members are asked for their insights. Effective communication not only builds relationships, but it helps realize IT’s strategic and funding goals. To learn more about communicating with the board, read the full CIO Checklist Best Practices in Board Communications for CIOs.
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