Introduction

This chapter poses a number of questions: are you an FCDO or an SCDO? CDOs come from a wide spectrum of skills and experience: where are you on that spectrum? What are your strengths and weaknesses? We discuss the importance of addressing these questions. The questions may be too simple, or perhaps the answers more complex than it might seem. There are several features that will determine what type of CDO you are.

What sort of CDO?

Looking at one aspect, which we have discussed already, are you an FCDO, SCDO or TCDO? Each of these is very different, regardless of their background, expertise or sector. The difference is very much around what type of person you are. In very simple terms, as an FCDO you will probably arrive in post with no existing team, reports or support. It may well be that you don't even have a desk because your role hasn't existed before. The FCDO isn't on the auto-invite for the many meetings and boards that they need to be on, so the role is often a lonely one for a while: the person in that role has to be resilient, able to think and motivate themselves alone, and to be very outgoing, to win the hearts and minds within the organisation. You would really struggle with this role as a shrinking violet. The SCDO and TCDO can perhaps be more low key, even though they will want to make their own mark; they will at least have a warm desk and a team to welcome them, and perhaps a budget. The organisation should already understand their value and the types of return on investment that they can bring.

CDOs come from many backgrounds and have a variety of skills. It is worth spending some time to consider what sort of CDO you are. What sort of CDO will you be, or wish to be? Or, if you are running a business, what sort of CDO do you want, or what sort do you wish to recruit? It is especially important to understand this, both for the recruiter and for the recruit; this will be make or break, both at interview and in post.