Maintaining the confidence of C-level colleagues is paramount for technology leaders, directly impacting their ability to execute initiatives and shape long-term strategy, according to industry experts.
The ability of a Chief Information Officer or Chief Technology Officer to garner respect within the executive suite isn’t simply a matter of professional courtesy, but a critical component of organizational success. A lack of respect can create roadblocks for technology projects and hinder a leader’s overall influence, while a strong foundation of trust fosters collaboration and innovation.
“Respect comes through service, not a job title,” stated Patrick Gardella, CTO and senior vice president of technology, Americas, at IT service management company Monstarlab. This emphasis on demonstrable value underscores the importance of consistently delivering results and prioritizing the needs of the business.
A key strategy for building that respect involves framing technology decisions in business terms, rather than technical jargon. Erez Tadmor, field CTO at network security firm Tufin, advises that C-level peers are primarily concerned with impact, risk, tradeoffs, and outcomes. “They don’t necessitate to understand architectures or tools — they need clarity on impact, risk, tradeoffs and outcomes.” Proactively connecting technology initiatives to overarching business goals – such as growth, efficiency, resilience, compliance, or risk reduction – is essential.
Transparency is also crucial. Tadmor emphasized the importance of clearly articulating both the capabilities and limitations of technology. “In other words being clear about what technology can and can’t do to avoid unpleasant surprises,” he said. “Leaders earn respect not by having all the answers, but by being honest about uncertainty and offering clear options with their implications.”
Establishing open communication channels and fostering mutual respect throughout the organization are also foundational steps, according to Adam Wachtel, CTO at HR software firm Click Boarding. “Technology alone doesn’t build a successful business; it requires coordination and understanding from other critical areas,” Wachtel said.
Tailoring communication to individual C-suite members is another effective tactic. Roman Rylko, CTO at Python development company Pynest, suggests adapting language to resonate with each executive’s priorities. For the CEO, focus on strategic implications; for the CMO, emphasize client impact; and for the CFO, concentrate on financial considerations and budgetary impacts. Rylko also stressed the importance of reliability: “Most important — keep your promises, even when the promise is small.”
The benefits of earning trust extend beyond smoother project execution. Gardella noted that respected technology leaders are sought out for their expertise, rather than being inundated with unnecessary requests. “They trust you and rely on you,” he said. “They realize that you’re looking out for them, their best interests, and the company’s best interests. Your colleagues won’t question why you’re doing something, only what you are doing and how.”
Tadmor highlighted that established respect leads to earlier inclusion in strategic conversations, allowing technology considerations to proactively shape strategy rather than reactively address issues. Trust fosters a more constructive approach to challenges. “When issues arise, such as security incidents, outages or missed timelines, respected technology leaders are given the benefit of context and collaboration rather than the blame,” Tadmor said. This collaborative environment facilitates problem-solving and avoids unproductive finger-pointing, ultimately increasing influence, budget credibility, and the ability to drive long-term initiatives.
Gardella cautioned that respect is easily lost through dishonesty, self-serving behavior, or negativity. Failing to deliver on commitments, even small ones, or delaying the delivery of bad news can also erode trust.
Tadmor concluded, respect isn’t earned through isolated successes but through consistent behavior. “CIOs and CTOs who invest in understanding their peers’ priorities, communicate proactively, and show up as calm, thoughtful partners during both success and failure, naturally earn that respect.” He added that in today’s technology-driven landscape, the most respected leaders combine technical expertise with business acumen and sound executive judgment.
