In this series of blogs, I'm going to address the 3 most significant issues that I see in the IT resumes that cross my desk.
And I'll start at the top of the organization - with CIO and CTO resumes - and continue the series with IT Directors, IT Managers, and then address issues that I see in the resumes of "hands-on" IT professionals.
All IT Resumes have one overarching challenge that simply isn't an issue in resumes for non-technical executives and professionals.
That's the need to write a resume that can be read easily by the non-technical side of the hiring team - often HR professionals - while still clearly demonstrating technical depth.
And that's where - literally - 90%+ of the CIO resumes that cross my desk fail.
The need to create this absolutely critical balance is the reason that I write IT resumes exclusively. Because professional resume writers who do a couple of CIO resumes in a quarter just don't have the chops to create a document that speaks to both audiences.
Here are the top 3 issues that can quickly derail a CIO job search.
- Too technical. This is by far the most common issue I see in the initial resumes that cross my desk. Laundry lists of technical skills do not paint the picture of a strategic business leader. Technical skills are important; after all, your a CIO / CTO, not a CMO or VP of Sales. But those technical skills must be woven strategically into the body of the resume to demonstrate that you're not just a glorified IT Manager. You need to show that use technology - not for it's own sake, not because it's cool, but because you possess an absolutely unique ability to leverage tech to solve real world business problems - and to produce clear, quantifiable results.
- Not enough emphasis on business alignment.Far too many CIO resumes give the impression that you live in an IT silo, and have little contact - and less interest - in working with other members of the C-suite to contribute to enterprise growth. That's generally because the resume gives the impression of being lost in the weeds - even if you are, in fact, very much a big picture thinker.
- Too little leadership. Great CIOs and CTOs rise to the top of their professions - and organizations - not because they're better at architecting code. The rise to the C-suite because they can lead, because the build teams and motivate technical professionals to go above and beyond - because they can convey their own enthusiasm and commitment to their direct and indirect reports. But too many CIO resumes barely mention team leadership. I've worked with clients who've lead teams of more that 200 - and don't even mention that fact in their initial document.