CIOs such as Tom who have been in the role for a while can get stuck in an incredulity cycle and need to step back from the issues at hand to gain perspective. For example, Roger, a manufacturing CIO, discovered that the product engineering group had installed another rogue messaging product on the network. Initially, he readied himself for a painful battle, taking satisfaction that policy was on his side. Fortunately, he sought counsel and realized that policy was the only thing on his side. He didn't have the relationships necessary to collaborate effectively on delivering new capabilities. As a result, his business partners felt that to get anything done, they had to go it alone.

Roger realized that a confrontation on this issue was going to make him look like an officious, powerless Barney Fife (remember The Andy Griffith Show?). Rather than hide behind policy, he decided to view the situation as a chance to build relationships and adopted the posture of partnering with the "early adopter" engineering group to identify user needs and define necessary capabilities and standards.

For new CIOs, it's important to start small and test the elements of the credibility cycle to determine current positioning. Gail, a new divisional CIO, inherited a mission-critical project that was years in the making and way over budget. Gail could have asked for and received a cheque in any amount she requested, given the initial credibility conferred on a new CIO by management. Instead, she requested funding in stages and broke the initiative into smaller projects to test the capabilities of her organization and its business relationships. In this way, she reduced risk and established a track record for delivery as she and her business partners demonstrated completion of each stage prior to requesting further funding.

Good leaders make better choices by working with — not against — the credibility cycle. By facing the truth, CIOs can focus their efforts and set the foundation necessary for the future. It's uncomfortable to look in the mirror and ask for help — but it's less painful than letting the cycle of incredulity claim another victim.

Susan Cramm is founder and president of California-based Valuedance, an executive coaching firm. Send feedback to susan@valuedance.com