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"I interviewed for a job at a successful company.
When I asked what was expected of me over the next three to six months, I was told just to watch and learn, not get in the way, and enjoy the company bonuses.
Ultimately, I didn't take the job because I wanted to take a position that allows me to impact the business.
Looking back, what questions could I have asked about the CIO role without looking like I was trying to derail the gravy train?"
Our expert panel weighs in:
Kim Batson, Career Management Coaching.com, Sammamish, Wash.
Now is the time to talk like a consultant. Ask questions like these: "In such a fast-growing company, what are the most pressing needs of the business over the next six to nine months?" and "What are the two greatest challenges for this position over the next three to six months?" This will help you identify the areas where you can make the most impact. The first 90 days of a new job are critical to the newly hired employee's success, but I would caution not to push too fast. Watching and learning about the way things work is wise counsel.
Jean Fuller, Fuller Coaching, Woodside, Calif.
Ask this question, which will help reassure your new bosses that you aren't looking to overhaul their winning strategy but also allow you to get the information you need to do your job: "What did your previous two CIOs do well, and what do you wish they had done better?" Or ask why your potential new bosses think you're a good fit for the position, as in, "Which aspect of my experience is most important for this job?" Also, these people are comfortable talking about success, so try a question like this: "How do you know when your CIO is a success?" and "How is the CIO's success determined?"
Renee Baker Arrington, Pearson Partners International Inc., Dallas
Your instinct about asking more questions is right on target. First, ask about the company's financial performance and business strategy. Find out whether this period of prosperity is a blip, a trend or business as usual. Ask how the business stakeholders would grade the current performance of the IT department.
Then ask whether there is a higher purpose to the suggested "honeymoon" of six months to observe how things work. Some companies have unique cultures in that they allow newly hired executives an adjustment period to learn the ropes and build relationships. But don't leave things at just accepting the honeymoon period. Ask, "What's expected of me in month seven?" I'm not suggesting being cute, but rather that you forge ahead for a detailed job description in a tactful way.
If you have a career question or experience to share, write to us at editor@ciodecisions.com.
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