What the CEO Wants from the CTO: A Practical Guide

When it comes to what a CEO wants from the CTO, one major theme stands out: the CEO wants solutions, not just problems. True, this is not the only thing the CEO needs from their CTO. However, in my experience this has clearly been a major factor in order for a CEO to feel supported. I would even say that CEOs need this from all of their leaders, not just the Chief Technology Officer. In this article I share my perspective on the topic, as I have experienced it more than once in my career.

A Key Need for CTOs: Solutions, Not Just Problems

CEOs expect a lot from their CTO and in my observations a major and significant need is solutions-focused leadership. Sure, identifying issues is important, but the CEO doesn’t want to be left holding the bag. The expectation is that, as a CTO, you are not only surfacing problems but also arriving with potential solutions. Again, this goes for every leader in the company, not just the CTO.

CEOs are already juggling enough, and they don’t need more problems to solve. They want you to present the issue, but more importantly, they expect you to present options for solving it.

Learning From Mistakes: What CEOs Expect From CTOs

Personally, I have not always gotten this right. I have more instances, that I care to count, where I was too focused on the problem itself and didn’t give enough thought to how it could be solved. I have learned the hard way that this approach leaves the CEO frustrated. It makes them feel like the burden has been shifted back to them, and it also causes them to lose trust in their CTO.

The sad part is that when I made this mistake it was not because I was incapable of taking ownership and coming up with solutions. It was because I was in a hurry, became lazy, was not being thoughtful, or some combination of these. To say it plainly – I was not being a good leader. 

Writing this article is by no means a proclamation that I have now mastered this skill. However, if it can help other leaders, especially younger ones, to improve their skills, my time will have been well spent.

Real-World Example: How a CEO Wants Solutions From the CTO

Not long ago, I had a real-world reminder of this. I was working as a Fractional CTO with a client, helping their R&D leaders prioritize projects for the second half of the year against the available engineering resources. What we found was no surprise—more work than the team could handle. This is a fairly common issue in tech companies, but what happened next was quite affirmative of the article’s topic.

We had a meeting with the CEO and the senior leadership team to discuss the situation. Before the meeting, I spent time coaching the R&D leaders, telling them to come prepared with solutions. I emphasized this over and over again: present solutions, not just problems. Your CEO needs to see that you are thinking proactively and owning the situation.

Despite my advice, when the meeting came, the team only explained the problems—no solutions. The CEO listened and then said something along the lines of: “I can see the issues and it all makes sense to me, but what I really need are solutions. Give me a menu of options that I can pick from.”

Therefore, we had to schedule a second meeting so the team could go back, think through the solutions, and return with options for the CEO to consider.

Why “Solutions, Not Problems” Is What CEOs Want From CTOs

“Solutions, not just problems” might sound like a cliché, but there’s a reason it is said so often. It is a simple concept but an important one for anyone in leadership, especially the CTO. As much as we might get tired of hearing it, the truth is it is one skill that makes leaders effective. Anyone can spot problems, but it takes a true leader to be proactive, take ownership, and also offer ways to fix them.

Personally I believe that most leaders have the capability to do so. They just have not gotten into the habit of doing so. So in my mind this is an issue of knowledge and intentionality, rather than capability. I see this as ‘good news’ because most any leader who attempts it will produce far better results than not trying at all.

How CTOs Can Meet What the CEO Needs: A Practical Approach

So, what do you do as a CTO when you need to report problems to the CEO? Below is an approach that can work really well. 

1. Communicate Problems and Demonstrate Understanding

Explain the situation and its problem/s clearly and make it easy to understand. Also, make sure that you have done your homework in truly understanding the issue/s. Provide context and evidence that substantiates your claims and establish your credibility.

2. Don’t Make It the CEO’s Problem—Take Ownership

CEOs don’t want to feel like the monkey has been thrown on their back. As outlined in Kenneth Blanchard’s The One Minute Manager Meets the Monkey book, leaders must avoid passing the responsibility for solving a problem to others, especially the CEO. While you are keeping them informed, you need to make it clear that you are handling the problem and not expecting them to fix it.

3. Show That You Have Already Thought Through Solutions

Before discussing any problems with the CEO, take the time to brainstorm solutions. Involving your team in this process can lead to more comprehensive and innovative ideas. When presenting problems, it is critical that you have already considered and evaluated multiple solutions. This shows that you are not just flagging an issue but are also taking proactive steps to address it.

4. Present Multiple Solutions

Offering one solution may give the impression that you haven’t explored all possible options. It’s generally a good practice to present at least three viable solutions, showing that you’ve given the issue serious thought. Each solution should be distinct enough to give the CEO a real choice in how to proceed.

5. Explain the Pros and Cons of Each Option

CEOs appreciate it when they have the full picture. When presenting your solutions, provide a clear breakdown of the advantages and disadvantages of each option. This demonstrates that you’ve considered the broader implications of each approach and helps the CEO make an informed decision based on the unique context of the problem.

6. Make a Recommendation

While offering options is important, don’t leave the final decision entirely to the CEO. As the expert in your field, you should present a well-thought-out recommendation. This not only saves time but also positions you as a decisive leader who is willing to take responsibility for your opinions.

7. Be Open to Alternatives

Even if you have a preferred solution, be open to feedback and alternative perspectives. Your CEO might prefer a different option or suggest a solution that is not on your list. Maintaining this flexibility shows that while you’ve done your homework, you’re also willing to adapt and collaborate for the best possible outcome.

8. Make Decision-Making Easy for the CEO

You want to minimize the work for the CEO—make it easy for them to agree or disagree. Your job is to present the options clearly so the decision feels straightforward. When this works well, it usually looks like this:

• The CEO listens to the presentation.
• Without much hesitation, they pick an option, calling it a “no-brainer.”

Whether they choose your recommendation or not, if they can make a quick decision and call it a “no-brainer,” you have done your job well.