How Government CIOs Can Reclaim Time for Strategic Leadership

Steve Monaghan, Agency Director, Information & General Services, Nevada County, CA

Steve Monaghan, Agency Director, Information & General Services, Nevada County, CA

Steve Monaghan is a seasoned local government executive with over 25 years of experience in technology innovation, emergency services, and organizational leadership. As the Agency Director and Chief Information Officer for Nevada County, California, he has earned numerous accolades, including California CIO of the Year and recognition as one of the Top 25 Doers, Dreamers, and Drivers of Technology in Government. Monaghan has led Nevada County’s IT initiatives to achieve top five rankings in the National Digital Counties Survey for 20 consecutive years, with six first-place awards. An expert in building high-performing organizations and advancing emergency management strategies, he is also a mentor to emerging leaders in government technology and community resilience.

Through this article, Monaghan highlights the importance of CIOs shifting their focus from operational tasks to strategic leadership to drive innovation and improve public services.

As a government Chief Information Officer (CIO), you're tasked with steering technology strategies for the public good while managing the relentless demands of daily IT operations. Between overseeing enterprise systems, ensuring cybersecurity, managing budgets, and responding to ever-evolving public expectations, it’s easy to lose sight of the strategic vision that defines effective CIO leadership.

Government IT departments are structured to ensure accountability, often creating a culture of crisis management and micromanagement. But true leadership comes from shaping innovation, driving collaboration, and fostering a resilient IT culture. If you're finding yourself buried in the daily grind, this guide will help you reclaim time for the activities that define impactful leadership.

The CIO Trap: Operational Overload

For many CIOs, the day is consumed by immediate demands—ensuring system uptime, reviewing procurements, resolving crises, and responding to requests from executives and stakeholders. While these tasks are vital, they can pull focus away from strategic initiatives like digital transformation, data-driven governance, and long-term infrastructure planning.

This operational overload traps CIOs in a cycle of reaction rather than action. By spending time "in the weeds," leaders risk missing opportunities to inspire innovation, strengthen their teams, and align IT goals with broader government priorities.

The Cost of Not Leading

When CIOs focus on operations over strategy, organizations pay the price. Missed opportunities for digital transformation, slower adoption of new technologies, and a lack of cohesive vision can impede public service improvements. Over time, IT teams may feel disengaged or unclear about their purpose, while the CIO risks burnout.

The real danger lies in stagnation. Without proactive leadership, government IT can fall behind, leaving communities underserved and public trust diminished.

“Being a CIO is about more than managing systems; it’s about driving change. When you prioritize leadership over execution, you position yourself to make a lasting impact on your organization and community.”

Reclaiming Time for IT Leadership

To lead effectively, CIOs must reclaim time for strategic thinking and action. This starts by restructuring priorities and deliberately carving out space for activities that drive innovation and collaboration. Here’s how:

1. Strengthen Governance Frameworks: Create or refine IT governance models that empower teams to make operational decisions without constant CIO oversight. Delegate effectively to focus on guiding long-term strategies.

2. Develop Cross-Agency Collaboration: Prioritize time to align IT initiatives with the goals of other departments. CIOs who regularly connect with agency heads build better integration and shared vision across government operations.

3. Foster a Culture of Innovation: Dedicate time to exploring emerging technologies, understanding how they can serve the public, and piloting projects that align with agency missions.

4. Communicate the Vision: Regularly articulate the IT department's strategic direction to staff and stakeholders. Tie technical initiatives to tangible outcomes, such as improved citizen services or enhanced transparency.

5. One-on-One Leadership Meetings: Make time for individual check-ins with key leaders on your team. Use these meetings to mentor, address challenges, and ensure alignment with IT goals.

6. Focus on Cyber Resilience: Shift from reactive cybersecurity measures to building a proactive, risk-informed culture. This requires the CIO's focus on training, investments, and partnerships that safeguard critical infrastructure.

7. Set Strategic Metrics: Define success with clear, measurable outcomes tied to IT and organizational objectives. Regularly review these metrics with your team to maintain momentum.

Be Visible and Accessible: Adopt practices like Management by Walking Around (MBWA) to engage with staff across all levels. This informal presence fosters trust and provides invaluable insights into the operational pulse of your team.

Advocate for Resources: As technology evolves, so do the needs of your department. Build relationships with governing bodies and policymakers to ensure adequate funding for IT initiatives.

Setting Boundaries: The Power of "No"

One of the hardest challenges for a CIO is stepping back from tasks that others can handle. But saying "no" to non-essential meetings or delegating operational issues is critical to creating the space needed for leadership.

Establish clear criteria for your involvement. For instance, prioritize strategic discussions, legislative advocacy, or opportunities to influence policy over routine updates. By empowering your team to make operational decisions, you can focus on steering the organization toward innovation and impact.

Leading Beyond Technology

Being a CIO is about more than managing systems; it’s about driving change. When you prioritize leadership over execution, you position yourself to make a lasting impact on your organization and community. It’s time to break free from the grind, define your vision, and lead your IT team into a future where technology empowers, innovates, and inspires.

Take a moment to reflect: Are you leading IT for today—or are you leading for tomorrow? The choice starts with how you spend your time.