In a world where technology leaders are running what she calls a “digital marathon,” Madelin Santana delivered a clear message to CIOs gathered at the CIO Association of Canada’s Peer Forum in Ottawa.
“We have to build a foundation of trust,” she said. “It truly unlocks strategic partnerships.”
Drawing from more than 25 years of leadership experience, including a decade at Harvard Business School and her current role as senior director of CIO executive leadership at Gartner, Santana framed the modern CIO role as far more than technical expertise.
She likened the role of the modern CIO to wearing two hats at once. At the base is the technology leader, responsible for systems, infrastructure and innovation. On top sits the business executive layer, charged with driving organizational strategy, influencing stakeholders and delivering measurable outcomes.
Balancing both layers, Santana argued, requires CIOs to move beyond technical expertise and focus on building authentic, trust-based relationships across the executive suite to achieve true digital transformation.
Building trust through competence and empathy
Santana shared the story of elite marathoner Eliud Kipchoge and lesser-known Claus Henning-Schulke, a 56-year-old amateur triathlete who expertly handed him nutrition bottles during his 2018 world record run.
The precision and trust required in those brief exchanges, she said, mirror the partnerships CIOs must build within their organizations.
“You’re running a digital marathon,” she said. “Who are the partnerships you are seeking to build to break your own world record?”
Santana broke trust into four essential elements.
- Competence is about proving you have the expertise, judgment, and capability to deliver results.
- Authenticity is being genuine and honest so others believe in your motives.
- Reliability means showing up consistently, especially during challenges, and doing what you say you will do.
- Empathy is the ability to truly listen, understand others’ perspectives and communicate with care.
She encouraged CIOs to reflect on each element. Which is their greatest strength? Which needs more attention?
Identifying these gaps, she said, can help leaders take deliberate steps to strengthen trust with their peers.
Overcoming self-limiting beliefs
Santana also addressed the internal voice many leaders battle: self-limiting beliefs. Using her “ABC” framework, she described how activating events trigger negative beliefs, which in turn shape actions.
The “A” stands for the activating event, such as a high-pressure demand from a CEO. The “B” represents the belief that arises in response, often a self-doubt or fear of inadequacy. The “C” is the consequence — the resulting behaviours or decisions that stem from that belief.
“We all have these self-limiting beliefs and the inner critic,” she said. “But you can challenge that belief. Is it true that you can’t get that done?”
By identifying and questioning these beliefs, leaders can break the cycle and approach challenges with greater confidence.
Leveraging power skills for leadership growth
Beyond self-awareness, Santana stressed the importance of what she called “power skills.”
She outlined 14 leadership competencies, ranging from decision-making and business acumen to political capital and executive communication.
“Most of the time, you have many ready to leverage and a couple that are priority to develop,” she noted, encouraging ongoing development.
True partnership, Santana argued, requires reciprocity.
Santana described an experiment where someone mailed handwritten holiday cards to hundreds of strangers and, surprisingly, received dozens of personal responses in return.
The simple act of reaching out without any expectation of return sparked genuine connection. It’s a reminder, she suggested, that building trust begins with small, human gestures.
“Your partners are humans like us,” she said.
Driving influence through business outcomes
Central to building influence, Santana stressed, is delivering business outcomes.
“You want influence? Deliver business results,” she said, urging CIOs to align technology outputs with business language: growth, revenue, efficiency, and risk management.
She introduced the concept of “co-leadership,” where CIOs share ownership of digital initiatives alongside business peers.
Instead of IT delivering projects in isolation, co-leadership positions the CIO as a true partner in achieving business outcomes, jointly accountable with other executives for both the strategy and the results.
Santana drove the point home by telling the story of a global consumer company that secured billions in investment through shared leadership. When faced with a $ 40-million cybersecurity incident, the foundation of trust and shared ownership enabled the leadership team to respond quickly and decisively.
Rather than assigning blame or operating in silos, leaders worked together to mitigate the crisis, maintain stakeholder confidence and stay on track with their long-term transformation agenda.
Santana concluded by offering practical tools for navigating the different personalities and decision-making styles CIOs encounter across the C-suite. She described four broad leadership styles: analyticals, drivers, expressives and amiables.
- Analyticals are data-driven and methodical. They value detailed information, facts and thorough analysis before making decisions.
- Drivers are focused on results and action. They want clear objectives, quick decisions and concise, outcome-focused communication.
- Expressives are big-picture thinkers who thrive on energy, enthusiasm and vision. They respond well to stories, possibilities and creative ideas.
- Amiables prioritize relationships and harmony. They value trust, collaboration and a sense of security in working relationships.
Understanding which style a peer or stakeholder leans toward allows CIOs to adapt their approach, she said.
For analyticals, come prepared with detailed data. For drivers, lead with results and bottom-line impacts. For expressives, share the vision and potential outcomes. For amiables, emphasize collaboration and mutual support.
“Be authentic, but for the benefit of we,” she advised, reminding leaders that adapting their communication is not about changing who they are, but about creating stronger connections to build trust and alignment.
Returning to her marathon metaphor, Santana closed with a challenge.
“Eliud never goes to the podium by himself,” she said. “Who are you taking to the podium with you?”
Digital Journal is the national media partner for the CIO Association of Canada.
