either we’re all having the same challenge, or we’ll find some individuals that are a little bit further ahead in their thinking or a little bit further behind. But it’s a great way to actually calibrate, because often, as a CIO, you feel, you can feel a little bit isolated.
Yes, I was just thinking that, yeah. And so this is a way to get in front of it and recognize, well, actually, I’m not so bad. I’m doing some pretty good things here compared to my peers.
And in other cases, it’s yeah, I maybe need to pick the pace up. I maybe you need to go back to the team and say, Hey, we need to be looking a little bit more in this place, or maybe we need to accelerate here.
So I’m a big advocate for staying close to what’s happening within your own industry and your own peers, but also reaching out and going a little broader and middle, maybe a little bit further up in terms of the org structure to get into the minds of how people are operating well, and we, we’ve always noticed that at our various CIO events over the years, you probably, I’m sure you saw that at the CIO 100 event, you get CIOs in a room, and the minute you give everybody five minutes to talk amongst themselves at the tables, the whole room explodes with sound, because everybody has got so much in common, and I’ve always been just personally, I’ve been very impressed with the generosity and the willingness to share and talk openly about problems.
It’s I don’t think you find that kind of information exchange, for instance, in a room full of marketing people, you know? I mean, it’s just the competition between different levels, different sea levels is different than it is for CIOs.
As you said, I think you’re all working on or solving a lot of the same kind of issues.
