Tim Stettheimer, SVP & Regional CIO, Ascension Information Services, Chapter 2

Tim Stettheimer, Regional CIO, Ascension Information Services We’ve all heard talk about the evolving role of the CIO, but just how big of a role does relationship development and management play? If you ask Tim Stettheimer, it’s as much as 80 to 90 percent. Whether it’s being able to talk about the business on a deeper level with fellow executives or knowing your people well enough to identify the high performers, CIOs will not thrive unless they are willing to get personal, says Stettheimer, who is regional CIO for Ascension Information Services. In this interview, he discusses staff engagement and the waterfall effect, the question he asks to get to know people better, and how he works to maintain a strong presence despite being at a large organization. He also offers advice for introverted CIOs, and talks about what it takes to create a sense of trust. Chapter 1 Chapter 2 * The introvert’s challenge — “It can be draining.” * Having self-awareness * Today’s CIO role: “80-90 percent relationship work.” * Becoming a “leader of leaders.” * His go-to question * Showing gratitude — “People want to know they’re appreciated.” * Change agent vs long-term leader LISTEN NOW USING THE PLAYER BELOW OR CLICK HERE TO SUBSCRIBE TO OUR iTUNES PODCAST FEED Bold Statements Regardless of whether you’re an introvert or extrovert, the CIO job will have challenges, and you have to start with self-awareness — knowing what really does energize you and what drains your energy. And for those things that drain your energy, you have to manage the amount of time you spend there. In a world where our work really does represent so much of our life, it is important to be aware not just of a person as a laborer or as a worker, but as a person — to know that they do have a background, they have family, they have preferences, hobbies, things they enjoy. That question sounds simple, but it can be have layers of depths to it, because where you’re from speaks not just to where you live now, but where you grew up and where your family is from, and where you have your roots. That is filled with personal depth and meaning. Being able to know people is a starting point for the CIO job, frankly. You can’t get things done if you don’t — or if you do, you’re going to get them done on a very short basis, and you’ll fall into the category of leader that sort of cycles through different organizations. Gamble:  One thing that I find pretty interesting is that although we’re seeing some changes in the types of people who hold roles like the CIO, but there is sometimes still a tendency to maybe be somewhat more of an introvert or not as outgoing. Do you have any suggestions for CIOs and how to really keep open communication lines, especially if that’s something that’s not necessarily their nature? Stettheimer:  It’s a great question. Having had my first career path be within clinical psychology, I’m well in tune with the different gifts that people come with in terms of personality types or skill sets, things like that. For introverts, it can be draining to be continually pressing the flesh, as it were; being out and about and trying to work relationships and have presence can be draining. So I would offer a few things. For those people who, rather than finding relational time energizing find it draining, I think what you have to do is create a balance for yourself. You have to be self-aware and know how you recharge and what is important in terms of your own personal time, whether it’s time to reflect, time to be outside, spending time on your health, or just reading a quiet book. Whatever it may be, recharging,