“We made sure everyone in IT had some shared objectives, to start getting that sense of teamwork,” he says. Promote unityĪnother key is to give the IT group a sense of unity, which Hill accomplished through defining objectives. That served to show the IT team that he understood their feelings and that, if he said he’d do something, he’d do it – on time. To calm such fears, on his second day, Hill promised his team that he’d complete any reorganizations within 90 days and make all plans clear to everyone. “We achieved that on day 86 or 87,” he says. With a new boss in town, IT staff may naturally be concerned about reorganizations, projects they’ve been working on – and their very jobs. He points to five keys to making that happen. With the benefit of experience from a previous CIO stint to draw on, Hill was intent on setting the right tone in his first 100 days at Carhartt, while also making them productive. If you’re just listening for 100 days, people aren’t going to get the feel that you’re going to provide that kind of culture in the IT organization.” “IT organizations are expected to be nimble, agile and embrace technology to bridge competitive gaps. “There’s a tendency to be too conservative during the first 100 days,” says Hill, who became CIO at outdoor clothing retailer Carhartt in early 2016.
John Hill says CIOs should be mindful of that milestone. When a new person fills a high-profile job, much is typically made of the first 100 days: what was accomplished and whether it bodes well for the future.
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