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7 Questions with Todd Capriotti
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7 Questions with Todd Capriotti
Name: Todd Capriotti
Current title: CIO
Current organisation: Wahiawa General Hospital
innovative CIO, 24 Years’ Experience, Adept at Driving Business Goals & Securing Global Networks. Accomplished in Managing Full Lifecycle of Highly Complex Technical Projects with International, Cross-Functional IT Teams.
Respected for Effectively Communicating Security Needs Throughout All Enterprise Levels While Providing Deliverables on Time & Under Budget. Recognized for Minimizing Risk
1. What have you found most challenging as a CEO or executive of a large enterprise?
Blending safety and innovation
Maintaining 24/7 uptime
Securing the hybrid enterprise
Increased Investment in Edge Computing
Maintaining Data Privacy & Governance
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
My former boss from a previous position took a job for the hospital as the CFO. He had been telling me over time that things at the hospital were problematic as far as IT goes. As he touched base with me it seemed that the problems were getting worse. I offered advice until he asked me if I would be interested in speaking to the CEO? I told him I would, never thinking it would be more than some consulting discussions. I spoke to the CEO the first time and it was a really good discussion, we spoke about my views on it and we discussed leadership. I left the conversation with the agreement that we would speak again in a few weeks. COVID had just hit and the hospital was trying to deal with the fallout and determine its future state. We spoke again a few weeks later this time in deeper detail about his concerns about the hospital's IT leadership and how I would change it. I told him that first and foremost the hospital needed a CIO and not an IT director. They had too many issues from a strategic standpoint to not have the right type of leadership on top. He agreed and so I asked how I could help? I thought the hospital needed someone to help them interview new candidates for the new CIO position. The CEO told me he would like to offer me the position and would I be interested? So after some more discussions and agreeing on terms, I accepted the position.
3. How do you structure your work days from waking up to going to sleep?
I have always been a morning person. so I have learned a very good way to manage my time and my days.
Be intentional: keep a to-do list. ...
Be prioritized: rank your tasks. ...
Be focused: manage distractions. ...
Be structured: time blocks your work. ...
Be self-aware: track your time.
Since I have kids now I always make sure I spend time with my family and make sure when I am home, work is not with me. My time with my family is very meaningful to me.
4. What's the most recent significant leadership lesson you've learned?
Leaders must embody the values of their organization and lead by example. The best lesson I've learned is: Raise other leaders. This means getting the right people for the right positions and developing them to take leadership in those roles
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
The CIO Playbook: Strategies and Best Practices for IT Leaders to Deliver Value. Having empathy is crucial to leaders, because we are constantly dealing with people management and communication. When you are able to see things as the other person does, you're much likelier to come up with a solution that the other person is invested in.
6. How do you build leadership capacity in a large enterprise?
Get clarity on what is the best use of your time
Recognize the talents and the value of each of person on your team
Make requests, not demands, so that you get employee input
Establish specific, measurable objectives together
Empower employees to create their own solutions
Share the power and resist the temptation to micromanage or take over
Co-create an inspiring but attainable schedule
Develop a collaborative reporting and feedback system
Keep a log of who, what and when you delegate for tracking purposes
Celebrate achievements and relationships between team members
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
The most meaningful stories that come to mind all have to deal with people realizing and reaching their full potential. There is nothing more inspiring than watching someone use their abilities to achieve their full potential.
One example that I can think of is that I was working for a company and one of my employees was struggling and not meeting her potential. I gave her a performance improvement plan for 60 days and in most cases employees will go the other way and not meet the PIP requirements and have to be replaced. In this instance she excelled with her PIP and has come out the other side a better employee and more of a leader. She is a better teammate and a better employee. To me that is a story that Is really meaningful to me.