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 Connect with Gartner
Become an Outcome-Driven Leader

Christie Struckman
VP Analyst

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3 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved.
The CEO Agenda Is Ambitious and
Needs Technology

Sustained Sharper Engaged

Profitability Proposition People

Renewed Green People and

Purpose and Grow Productivity

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 Technology Earns You a Seat at the Table, but Will
Not Keep You There. Outcome-Driven Leadership Will.

5 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Key Issues

1. What is an outcome-driven leader?

2. What amplifies your impact as an outcome-driven leader?
3. How do you self-develop your executive abilities effectively?

6 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Key Issues

1. What is an outcome-driven leader?

2. What amplifies your impact as an outcome-driven leader?
3. How do you self-develop your executive abilities effectively?

7 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
 Leadership
A =IsBInfluence

You Influence to
B Achieve
=C Outcomes

Leadership IsAAbout
= C Outcomes

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Outcome-Driven Leadership

Principles Practices
Creates systems
Change is
of execution
the job
Stretches to achieve
Without measurement,
greater outcomes
there is no meaning
Invites participation,
Outcomes over outputs
then negotiates
Freedom with
Leads with
responsibility
life cycle mindset

9 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Polling Question 1 of 2
How to participate in our polling
Which of these practices do you feel you or If you are in full screen mode – click Esc
your organization could use more The poll question is on the “Vote” tab.
information?
Please click the box to make your selection.
Upon voting you will see the results.

Thank you!
A. Measuring the impact of our work
B. Aligning towards outcomes (over outputs)
C. Having systems of systems for execution Q. Polling Question
D. Aligning work across the enterprise (please choose 1 answer)

E. All of the above A. Answer

B. Answer

C. Answer

D. Answer

E. Answer

10 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Principle One: The Job Is Making Change Happen

Principles

Change is Status quo is not a business strategy

the job
Without measurement,
there is no meaning

Outcomes over outputs

Freedom with
responsibility

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Principle Two: Measurement Matters

Principles

Change is Status quo is not a business strategy

the job
If change is the job, then having objective
Without measurement, ways to measure progress matters
there is no meaning

Outcomes over outputs

Freedom with
responsibility

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Principle Three: Relentless Focus on Outcomes

Principles

Change is Status quo is not a business strategy

the job
If change is the job, then having objective
Without measurement, ways to measure progress matters
there is no meaning

Outcomes over outputs The change needs to be based

on business outcomes
Freedom with
responsibility

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Principle Four: Empowerment =
Freedom + Responsibility
Principles

Change is Status quo is not a business strategy

the job
If change is the job, then having objective
Without measurement, ways to measure progress matters
there is no meaning

Outcomes over outputs The change needs to be based

on business outcomes
Freedom with
responsibility Teams need freedom to organize
their contributions around outcomes

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Practice One: Consistent Execution Is Deliberate

Practices

Need a system to ensure consistent execution Creates systems

of execution
Stretches to achieve
greater outcomes

Invites participation,
then negotiates
Leads with
life cycle mindset

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Practice Two: Must Stretch to Get
Greater Outcomes
Practices

Need a system to ensure consistent execution Creates systems

of execution
Stretching the organization requires a new mindset: Stretches to achieve
70% is not a C, it’s an A greater outcomes

Invites participation,
then negotiates
Leads with
life cycle mindset

16 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Practice Three: Participation Is an Invitation

Practices

Need a system to ensure consistent execution Creates systems

of execution
Stretching the organization requires a new mindset: Stretches to achieve
70% is not a C, it’s an A greater outcomes

Work gets done in teams of teams, invite Invites participation,

engagement and then negotiate for results then negotiates
Leads with
life cycle mindset

17 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Practice Four: The Job Is Never Done

Practices

Need a system to ensure consistent execution Creates systems

of execution
Stretching the organization requires a new mindset: Stretches to achieve
70% is not a C, it’s an A greater outcomes

Work gets done in teams of teams, invite Invites participation,

engagement and then negotiate for results then negotiates

The environment is constantly evolving, outcomes Leads with

and value need to reflect accordingly life cycle mindset

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Outcome-Driven Leadership: Proven Practice

Principles Practices
Creates systems
Change is
of execution
the job
Stretches to achieve
Without measurement,
greater outcomes
there is no meaning
Invites participation,
Outcomes over outputs
then negotiates
Freedom with
Leads with
responsibility
life cycle mindset
Executive Success Factors

19 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Key Issues

1. What is an outcome-driven leader?

2. What amplifies your impact as an outcome-driven leader?
3. How do you self-develop your executive abilities effectively?

20 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Amplify Your Impact as an Outcome-Driven Leader

Business Executive Responsibilities

• Business Acumen Highly Valued • Social Intelligence

• Signal Interpretation Expertise • Strategic Thinking

• Brand/Presence • Influence/Negotiation
Powerful Relationship
• Conflict Management • Political/Political Capital
Engagement
• Executive Communications • Cultural Intelligence

• Change Leadership Transformation • Delegation

• Decision Making Execution • Personal Effectiveness

Technology Executive Accountabilities

Source: Become a More Effective CIO Executive Leader by Amplifying Your Impact (G00768242)

21 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Polling Question 2 of 2
How to participate in our polling
Which executive success factor do you If you are in full screen mode – click Esc
want the most help with improving for The poll question is on the “Vote” tab.
yourself?
Please click the box to make your selection.
Upon voting you will see the results.

Thank you!
A. Influencing stakeholders
B. Communicating
C. Developing deeper business acumen Q. Polling Question
D. Improving change leadership (please choose 1 answer)

E. Other A. Answer

B. Answer

C. Answer

D. Answer

E. Answer

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We Know We Need to Improve Our Skills
Skill Areas to Improve to Be More Successful at Role in Next Big Change
Multiple Responses

Influencing Stakeholders 66%

Personal Communication 45% Increasingly, technology
production is distributed
Business Acumen 43% across the enterprise,
Technical Skills 29% outside of direct CIO
management. Influence
Negotiation Skills 26%
is now the most important
Financial Management 21% tool in the CIO’s toolbox.
Other 4%
0% 50% 100%
n = 217 responses from 76 respondents selecting up to three organizational changes, excluding not sure
Q7. Now, thinking about your role in the next big change(s), what skills do you need to improve to be successful?
Source: 2021 Gartner What’s Next for CIOs Survey
Gartner’s CIO Research Circle members

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Amplify Your Influence Strategies

Anchoring Negation

Provocation Affirmation

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Amplify Your Personal Communications

Communication Communicator
Objective Who is best Communication Success
Know positioned to Channel Measure/Feedback
deliver this
Believe Loop
message?
Do

Audience
What is their role?
Message Timing
What business
outcome do they
care about?

25 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Amplify Your Business Acumen
Business Model Components

Customer
1
The individuals and segments that purchase or use your
1
products and services.
Customer
Value Proposition
2
The implied promise a company makes to its customers 2 3
regarding the value of products or services.
Value Financial
Financial Proposition
3 The system for capturing value and turning excess value into 4
profit and funding that can be reinvested into the business.
Capabilities
Capabilities
4 The resources combined across the organization to
deliver customer-perceived value.

Source: Build Business Acumen for Your Team Members and Yourself (G00742441)

26 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Key Issues

1. What is an outcome-driven leader?

2. What amplifies your impact as an outcome-driven leader?
3. How do you self-develop your executive abilities effectively?

27 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Barriers to Self-Development

Time Access Expertise

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Strategies for Self-Development

Time Access Expertise

Time Blocking Middle Up Read/Listen

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Time Block to Find Space

1 2 3

Have lunch with Schedule TFM Block time to do

yourself once a week everyday your own work

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Find Friends in the Middle

Sharper Proposition People and Productivity

In Order to … Grow New Revenue Achieve Operational Excellence

What opportunities are possible What operational opportunities

You need to learn
for digital revenue are possible

You think you need to talk to … The chief executive officer The chief operating officer

Sales associates, marketing Operations managers, line

But instead, you
specialists, workers, process owners,
should talk to …
industry partners, customers customer support specialists

31 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Find Friends in the Middle

Sharper Proposition People and Productivity

In Order to … Grow New Revenue Achieve Operational Excellence

What opportunities are possible What operational opportunities

You need to learn
for digital revenue are possible

You think you need to talk to … The chief executive officer The chief operating officer

Sales associates, marketing Operations managers, line

But instead, you
specialists, workers, process owners,
should talk to …
industry partners, customers customer support specialists

32 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Read/Listen Systematically

Most CEOs read

a book a week

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 Key Issue Take-Away:
Time is your most precious resource.
Spend it wisely and use it well. You deserve it.

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 Become an
Outcome-Driven Leader

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 Top Strategic
Technology
Trends for 2022
Explore the 12 trends shaping the future of
digital business

Download the Trends

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Strengthen and accelerate key decisions
with actionable insights and expert advice.

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