The ability of a Chief Information Officer (CIO) – or any top technology leader – to earn and maintain the respect of their C-suite peers is paramount to success. It’s not simply about interpersonal relationships; it’s a critical factor in securing buy-in for initiatives, fostering innovation, and driving the business forward. A lack of respect, conversely, can create roadblocks and hinder long-term strategic goals.
According to Patrick Gardella, CTO and senior vice president of technology, Americas, at IT service management company Monstarlab, respect isn’t tied to a job title. “Respect comes through service, not a job title,” he said. This suggests a fundamental shift in how IT leadership should approach their role – less as a technology provider and more as a strategic partner dedicated to the overall success of the organization.
A key component of building that respect lies in communication. Erez Tadmor, field CTO at network security firm Tufin, emphasizes the importance of framing technology decisions in business terms. “C-level peers don’t need to understand architectures or tools — they need clarity on impact, risk, tradeoffs and outcomes,” Tadmor advised. This highlights a common disconnect: technical experts often default to technical language, which can alienate those focused on broader business objectives. Translating complex technical details into understandable business implications is crucial.
This translation isn’t just about simplifying; it’s about proactively connecting technology initiatives to tangible business goals. Whether it’s driving growth, improving efficiency, bolstering resilience, ensuring compliance, or mitigating risk, technology leaders must demonstrate how their work directly contributes to the bottom line.
Transparency is equally vital. Tadmor stresses the need to be upfront about 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 pretending to have all the answers, but by honestly acknowledging uncertainty and presenting clear options with their associated implications. This builds trust and demonstrates a commitment to realistic expectations.
First steps to earning C-suite respect
Beyond these core principles, building rapport requires a nuanced understanding of individual colleagues. Adam Wachtel, CTO at HR software firm Click Boarding, points to the importance of honest dialogue, clear communication, and mutual respect throughout the organization. He also notes that technology is only one piece of the puzzle. “Technology alone doesn’t build a successful business; it requires coordination and understanding from other critical areas,” Wachtel said.
Roman Rylko, CTO at Python development company Pynest, suggests tailoring communication to the specific priorities of each C-level executive. For the CEO, focus on strategy and key decisions. For the Chief Marketing Officer (CMO), understand client needs. And when speaking with the Chief Financial Officer (CFO), “you need to talk in terms of money, finances and budget,” Rylko explained. Crucially, he emphasizes the importance of follow-through: “Most important — keep your promises, even when the promise is small.”
Multiple benefits to gaining trust
The rewards of earning C-suite respect are significant. Gardella notes that it simplifies execution. When trust is established, colleagues are more likely to rely on your judgment and support your initiatives. “They trust you and rely on you,” Gardella said. “They know 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.” This also fosters a more collaborative and positive work environment.
Perhaps the most significant benefit, according to Tadmor, is increased influence during critical strategic conversations. “When respect is established, CIOs and CTOs are brought into strategic conversations earlier, before decisions are locked in.” This proactive involvement allows technology considerations to shape strategy from the outset, rather than being retrofitted as an afterthought. Strong trust also leads to more constructive handling of 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 approach facilitates problem-solving and prevents unproductive finger-pointing. Trust translates into increased budget credibility and the ability to drive long-term initiatives, rather than being perpetually stuck in reactive, short-term fixes.
Final thoughts
Building respect is a long-term investment, and it can be lost quickly. Gardella cautions against behaviors that erode trust, such as dishonesty, self-serving actions, or spitefulness. Failing to deliver on commitments, or delaying the delivery of bad news, can also damage credibility.
Tadmor concludes that respect isn’t earned through a single event, but through consistent behavior over time. “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.” In today’s environment, where technology is integral to nearly every aspect of business, the most respected technology leaders are those who combine deep technical expertise with business acumen and sound executive judgment. They are viewed as trusted colleagues and strategic partners, not simply as infrastructure operators.
