| | July 201819CIOReviewBy Douglas Duncan, CIO, Columbia Insurance Group In my previous article, I introduced my leadership framework for building elite teams and provided a practical example of the newness of the leader versus organizational buy-in. My approach to developing leadership insights is to compare two highly interactive dynamics many of us face in leading teams, and explore the implications of the four possible intersections.Team building tactics may fail without considering the environmentFirst, a quick recap of the framework. CIOs all rely on their teams for success, and almost all want and need their teams to be more effective. Tactically, a CIO can hire new talent, use consulting, conduct training, increase awards and more to improve performance. However, success is often limited and a more strategic approach is required to understand the work environment and create the right conditions for improvement.What is unique about your situation? Previously we considered the interactions between the CIO's newness to the role and the organizational resistance to change. Keep in mind that we can only control the framework we use, not the actual facts on the ground for our work environment. Pressure Cooker or Slow Bake?I have experienced my share of high pressure environments where results need to be fast and excuses are unwelcome. It was all about the results, and if things got a bit messy, success became the best deodorant. Maybe this is your typical day, PRESSURE TO CHANGE VERSUS STAFF APPETITE FOR CHANGEDouglas DuncanCI INSIGHTS
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