You come in and you make some early missteps or you annoy some key stakeholders or you don't pay attention to some key stakeholders and they get offended. It can be hard to turn that around. Moving from one organization to another, or into a new role, seems like an opportunity for reinvention - either for yourself personally or for the role. This might be particularly true for CIOs. Maybe they used to be a more traditional CIO whose job was to keep the lights on, but now they're called on to be a business leader. I do think that transitions present that kind of opportunity. Hopefully you've learned something from previous experiences, and maybe you're going to do something a little bit differently this time. CIO Straight Talk | 66 But leaders tend to have established styles and embedded senses of what they're good at. The question is whether that's a good match for the situation. You may think you're ready to go do that very interesting new thing, but you've got to be sure that you don't end up being driven back to your comfort zone, back to your de facto style. As a leader, you've got to step up to that challenge.