"You made it. After years of building, optimizing and scaling to the nth degree, you've earned a seat at the table in the C-suite. Not just a C-suite title, still reporting to another executive who makes the real decisions; you are actually in the "situation room." You bring a deep understanding of the technology that powers your business. You celebrate. You update your LinkedIn. Then day one arrives."
"Day one: Everyone is going to lie to you (unintentionally) On day one, you'll ask questions and hear confident answers. But most of them will be incomplete and even sometimes completely inaccurate, but hold your judgment initially. It's not deception. It's diffusion. In any organization of scale, no single person holds the full picture. Documentation is outdated. Systems are interconnected in convoluted and undocumented ways."
Technical excellence alone does not create trust or influence at the C-level. Leaders must demonstrate business acumen, prioritize measurable outcomes, and apply softer leadership skills alongside technical expertise. Early interactions will often provide incomplete or inaccurate information due to diffusion, outdated documentation, and undocumented system complexity. Building credibility requires translating technical initiatives into business value, aligning with peers and investors, and filling strategic roles and milestones across the first year. Emphasis must shift from explaining systems to driving value, collaboration, and clear organizational impact.
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