Winning Over the C-Suite: How CIOs Can Elevate Their Influence

Gartner recommends CIOs begin by honestly evaluating how each executive perceives them on two axes: personal connection and professional competence. The Y-axis, personal connection, is shaped by affective bias; it reflects whether stakeholders see you as an ally, adversary or somewhere in between. These emotional judgments are often formed quickly and can color every subsequent interaction, making it essential for leaders to be aware of — and actively manage — their relationships across the C-suite.

The X-axis is shaped by track-record bias, which influences how executives view your IT team’s capabilities based on past performance. Stakeholders may judge future initiatives through the lens of previous successes or failures, sometimes overlooking past context or improvements since then. By mapping where each stakeholder falls on these axes, CIOs gain actionable insight into which relationships need strengthening and where professional credibility must be reinforced before pitching new technology initiatives.

Once you’ve mapped stakeholder perceptions, adjust your engagement strategy accordingly. For example, if a peer views you with contempt and doubts IT’s competence, focus on highlighting credible sponsors or external consultants rather than positioning yourself at the forefront. If you’re seen as neutral but respected professionally, invite that executive into execution roles, asmaking interactions more personal can shift perceptions from transactional to collaborative.

For those who admire both you and your team, leverage this trust by positioning yourself as a thought leader and offering learning opportunities that align with organizational goals. On the other hand, if someone likes you personally but doubts IT’s capabilities (compassion zone), seek their mentorship or support in improving team reputation through joint successes. Tailoring engagement not only increases buy-in but also helps build lasting alliances within the C-suite.

Organizations that systematically assess and address both rational arguments and emotional connections are far more likely to secure executive sponsorship for transformative projects.

CIOs who consistently use tools like the Perceptions Matrix report fewer stalled projects and greater alignment between IT investments and business priorities. By making perception management a core part of strategy execution — not just an afterthought — leaders position themselves as indispensable partners in enterprise growth. Ultimately, understanding — and influencing — how you’re perceived is as critical as any technical solution you propose.