What I’ve Learned from Working with Hundreds of CIOs

Over the years, I’ve had the chance to work with hundreds of CIOs—from Fortune 500s to fast-growing mid-market companies. Different industries. Different styles. But if there’s one thing I’ve learned, it’s this:

CIOs don’t want more tech. They want better outcomes.

They’re not looking to chase trends—they’re trying to solve real business problems. Quickly. Clearly. Without drama.

Here are a few lessons I’ve learned working alongside them:

1. Simplicity beats cleverness
CIOs don’t need consultants to show off. They need partners who simplify, prioritize, and deliver. If you can explain the solution in plain English and connect it to a business objective, you’ll go far.

2. Speed matters—but predictability matters more
Yes, CIOs want fast results. But they’ll take a steady, low-risk rollout over a “hero” team that burns out mid-project. On-time and drama-free often wins the renewal.

3. Trust builds over time—and disappears fast
One missed deadline or dropped ball, and you’re back to square one. But if you consistently deliver (even small wins), you become part of their inner circle. That’s where real partnership lives.

4. Every CIO has a top 3 list
It might not be printed on their whiteboard, but they’re always carrying three priorities—revenue, risk, or roadmap related. If your solution doesn’t map to one of those three? It’s noise.

5. They’re under more pressure than you think
CIOs today are expected to be technologists, strategists, diplomats, and firefighters—all at once. The best thing we can do is make their life easier, not harder.

Bottom line?
CIOs don’t care how brilliant your code is or how advanced your architecture looks. They care about outcomes. Alignment. And trust.

You win with CIOs by listening well, thinking clearly, and delivering consistently.

That’s been true for over 30 years. It’s still true now.

standardJuly 8Tom SalonekIT

Why I Don’t Micromanage (And What I Watch Instead)

I used to think that being a good leader meant staying involved in every detail. Check-ins, reviews, updates, approvals—I was everywhere.

Eventually, I realized something:
Micromanagement doesn’t scale. Leadership does.

So I stopped hovering. I stopped inserting myself into every decision. And I started watching the right things instead.

Here’s what I’ve learned:

1. Results > activity
I don’t care how many hours someone worked. I care about whether they delivered what they said they would.
Micromanagers obsess over inputs. Leaders track outcomes.

2. Trends > snapshots
Anyone can have a bad week. But over time, patterns emerge—positive or not.
I look at trendlines in client satisfaction, quality of deliverables, and internal collaboration. One-off issues don’t rattle me. Repeated ones get attention.

3. Questions > instructions
Instead of giving answers, I ask questions:

  • “Are you the right person for this goal or task?”
  • “What will you do?”
  • “What are your challenges?”
    This builds ownership, not dependency. People grow faster when they think, not just follow.

4. Accountability > control
Micromanagement feels like control. Leadership builds accountability.
We use daily huddles and short check-ins to stay aligned. People say what they’re doing—and then they do it. That rhythm replaces the need to chase people down.

5. Culture > compliance
If you need to micromanage, it’s often a hiring or culture issue.
The right people, in the right system, don’t need constant supervision. They thrive with trust and clarity.

I don’t micromanage because I don’t have to.
Our team runs on trust, visibility, and accountability—not control.
That’s more sustainable, more scalable, and—frankly—more enjoyable for everyone involved.

standardJune 3Tom SalonekLeadership

The Most Underrated Meeting on My Calendar

Most people dread meetings. I get it.
They’re often too long, poorly run, and end without anything getting done.

But there’s one meeting I’ve kept for over two decades—rain or shine, remote or in-person. It’s quick. It’s focused. And it’s the most underrated thing on my calendar:

Our daily huddle.

What it is (and isn’t):
It’s not a status meeting. It’s not a brainstorming session. And it definitely doesn’t involve PowerPoint.
Our huddle is 15 minutes, same time every day, built to keep everyone aligned, accountable, and connected.

Here’s how it works:
Each person quickly shares:

  1. Big updates from last 24 hours
  2. Stuck items where help is needed

That’s it. No tangents. No deep dives. If something needs more discussion, we take it offline. The goal is to keep things moving—and surface blockers fast.

Why it works:

  • It creates clarity. Everyone knows what’s happening and who’s doing what. No guessing.
  • It builds trust. When people show up and consistently do what they say, credibility grows.
  • It keeps teams connected. Especially in remote settings, that daily touchpoint is a glue.

What it’s replaced:
Longer, less frequent check-ins that often felt like overkill, or came too late.
With our huddle, we solve minor problems before they snowball or “slay monsters” while they are little. We stay nimble. And we never waste time wondering what’s going on.

Final thought:
Not every meeting is worth protecting. But this one is.
The daily huddle keeps our team focused, our projects on track, and our culture strong.

If you want more on how we run it (and how you can too), I break it down further on my website and in my book The 100: Building Blocks for Business Leadership.

standardMay 27Tom SalonekCommunication

What I’ve Learned About Trust from 30 Years of Consulting

In consulting, trust isn’t a buzzword—it’s the whole game.
You can have the best tech stack, the sharpest team, and the flashiest slide deck in the room… but if the client doesn’t trust you, none of it matters.

After over 30 years in the business, here’s what I’ve learned about how trust is built (and lost).

1. Trust is consistency over time
It’s not about one impressive meeting or a great kickoff call. It’s about showing up, following through, and doing what you said you’d do—over and over again.
Trust builds slowly and silently. Then, one broken promise can blow it up.

2. You earn it faster by telling the truth sooner
Bad news doesn’t get better with time. When something goes sideways—and it will—clients want honesty, not spin.
I’ve found that the faster we admit a misstep and share how we’re fixing it, the more credibility we build. It’s counterintuitive but true.

3. Being technically right isn’t always enough
You can win the argument and still lose the room.
Trust isn’t just intellectual—it’s emotional. Clients trust people who listen, who meet them where they are, and who understand their pressure (not just their project scope).

4. Trust is built between meetings, not just in them
It’s the quick update when nothing’s changed. The extra question that shows you’re thinking ahead. The quiet follow-up that signals, “We’ve got you.”
These moments don’t get logged in JIRA or tracked in a spreadsheet—but they’re noticed.

5. Trust is fragile—and portable
People remember how you made them feel. If you’ve built trust with a client, they’ll take you with them when they move companies. If you’ve burned it, same deal.
In this business, your reputation travels faster than you do.

The longer I’ve led teams and worked with clients, the more I’ve realized: we’re not just in the software business. We’re in the trust business.

And like anything worth building, it takes time, intention, and care.

standardMay 13Tom SalonekLeadership

The 3 Kinds of Clients We Say No To—And Why

When you’re starting a business, you say yes to everything. Every prospect, every project, every “maybe” that could lead to a win. I’ve done it. Most founders have.

But after years of consulting work, here’s the truth:
Some clients just aren’t a good fit—and saying “yes” to the wrong ones costs more than you think.

Today, we’re more intentional. Not because we’re arrogant. Because we’re focused.
Here are three types of clients we politely decline—and why it’s better for everyone when we do.

1. The “We Just Need Bodies” Client
What they say: “We just need a few developers to crank out code.”
Why we say no: We’re not a temp agency. If a client only wants hands on a keyboard with no strategy, collaboration, or architecture involved, we’re not adding the value we’re built for. We help solve problems, not just fill seats.

2. The “Everything’s on Fire” Client
What they say: “Can you take over this broken project… yesterday?”
Why we say no: Sometimes urgency is real. But other times, it’s the result of poor planning, shifting priorities, or internal dysfunction. If we’re stepping into chaos without clear leadership or direction, success becomes a moving target—and both sides lose.

3. The “Budget Mystery” Client
What they say: “We don’t really have a set budget. Just give us a ballpark.”
Why we say no: No budget = no clarity. Good partnerships require transparency from both sides. If we’re forced to guess what they can spend, we’re already misaligned. We value trust and candor, and that starts on day one.

Here’s what we do look for:

  • Clients who want true collaboration
  • A clear business challenge with measurable impact
  • Openness to our process—not just our people

Saying no isn’t easy. But saying yes for the wrong reasons? That’s how you drain your team, dilute your value, and damage your reputation.

We’ve learned it’s better to walk away early than to regret staying too long.

standardApril 29Tom SalonekLeadership