Offering regional and national programs, CIO (and CSO) events bring together some of the most respected names and thought leaders in information technology and security. Presented by CIOs and other senior level executives, these invitation-only programs offer timely topics and strong networking. Learn More »
June 17, 11:30 AM - 12:30 PM U.S./ET (GMT-4)
Larry Bonfante, CIO of the U.S. Tennis Association, will discuss the skills and approaches that your rising IT leaders must learn to be effective in an executive capacity.
How to Handle Your New CEO: Managing Turnover at the Top
June 18, 11:00 AM - 12:00 PM U.S./Eastern (GMT-4)
Turbulent times have increased turnover at the top. Find out what Council CIOs have done to "break in" new CEOs—build relationships, set expectations, educate on the role of IT.
Mid-Market CIO Panel: Tips and Techniques for Improving Vendor Relationships
July 15, 4:00 PM - 5:00 PM U.S./Eastern (GMT-4)
We'll highlight relationship priorities and best practices identified in a Council study, and we'll interact with a CIO panel on the approaches they've used to improve strategic vendor partnerships.
Executive Competencies Assessment Tool
Assess Your Business Leadership Skills with the Council's new benchmarking tool. Rate yourself in change leadership, strategy, customer focus and more.
Learn more about the CIO Executive Council »Apply today for a FREE subscription to CIO Magazine!
December 15, 2004 — CIO —
I'm never going to ride this train again.
That's what I was thinking as I rode from Chicago to my home in Cary, Ill., around 3:30 on Tuesday, Jan. 27, 2004. I'd just lost my job, and I was dizzy. I sat brooding by the window. I barely noticed anyone getting on and off as the train made its stops. No one sat next to me. I wouldn't have sat next to me.
I'd been blindsided. I had had one of my regular meetings with the global CIO of Publicis, Bill Jenks, to whom I reported, scheduled for three that afternoon. [Leo Burnett is a division of Publicis.] We were going to discuss IT strategy. When Bill swung by my office and said, Let's talk with Linda [Wolf, CEO of Leo Burnett], I wasn't suspicious.
But when I walked into Linda's office and saw the corporate attorney, John Spitzig, sitting on Linda's red upholstered couch, I knew I was going to be released. John was always there when people lost their jobs. At that point, all I could focus on was a painting Linda had on her wall: a circus showgirl getting knives thrown at her. I felt as if the daggers that had missed her were hitting me.
On the train, I tried to make sense of things. Bill and Linda had explained hastily that the management team at Publicis was restructuring, and I was the first of several CIOs in the company who would lose their jobs. The plan might have made sense to the executives who conceived it. But all I could think was that I had worked hard to build a high-quality, top performing team, and now I was getting laid off for it.
Resentment gave way to self-pity. As I looked out the train's window, I saw my reflection and wondered who I was. We shouldn't define ourselves by what we do, but we can't help it. I had been CIO of Leo Burnett; now that was gone.
When I got off the train, my thoughts moved to my wife, my 9-year-old and 12-year-old daughters, and my 7-year-old son. I wasn't too worried about their immediate welfare because I got a fair severance package, but I didn't want them to worry. I was suddenly nostalgic for the four years we had spent working for Publicis in Germany, before I was transferred to Leo Burnett. My wife and I had made an