First time leading IT? Listen a lot and build trust fast: tips from J. Travaglione

An exclusive interview with Joe Travaglione, CISO & CIO at Future State Cyber, reveals a side of IT leadership no manual will ever teach you.

Outside the world of technology, there’s a persistent myth: IT leaders are cold types who speak code and see teams as mere components of a complex system. 

But anyone in the field knows that’s not the reality—and Joe Travaglione is proof. The foundation of any great IT team isn’t technical expertise; it’s trust and shared purpose.

In our candid conversation, Joe Travaglione of Future State Cyber opened up about his journey, sharing the lessons he’s learned along the way and what it takes to lead in IT.

Interviewer: What strategies worked for you when you first started as an IT leader in your current company?

Joe Travaglione: When I first started as an IT leader, the most effective strategies revolved around listening and understanding. My initial focus was on getting a clear picture of the team’s strengths, challenges, and existing workflows. 

I held one-on-one meetings with team members to understand their perspectives, goals, and pain points. These conversations helped me identify quick wins that could build trust while aligning with the bigger picture.

Another key strategy was transparency. I shared my vision for the team and how I saw their roles contributing to it, emphasizing collaboration and growth. 

Early on, I also prioritized building relationships across departments, ensuring that I was seen as approachable and solutions-oriented. This proactive communication established credibility not just within my team but with key stakeholders.

Lastly, I leveraged frameworks like NIST and CIS to structure our processes, showing the team that I was committed to strategic vision and operational excellence.

Interviewer: Any tips for making a strong first impression with your team and stakeholders?

Joe Travaglione: Making a strong first impression starts with authenticity and preparation. For the team, I recommend showing genuine interest in their work and their well-being. 

Be curious about their challenges, celebrate their wins, and make it clear that you’re there to support them, not just to oversee them. It’s also critical to communicate your leadership style and priorities, so they understand what to expect from you.

For stakeholders, focus on listening more than talking initially. Demonstrate that you understand their business goals and are committed to aligning IT initiatives to support them. Come prepared with insights or questions that show you’ve done your homework.

Finally, delivering on early commitments is key. Identify a small, impactful problem you can solve quickly to demonstrate you’re action-oriented and dependable. Those early wins, paired with consistent communication and empathy, set the tone for a positive and productive relationship.

Interviewer: What common mistakes should IT leaders avoid during their first few months?

Joe Travaglione: One common mistake is trying to make too many changes too quickly without fully understanding the current dynamics. As an IT leader, it’s tempting to dive in and start fixing things, but without a proper assessment, you risk disrupting workflows or alienating the team. Take the time to listen, observe, and gather input before implementing changes.

Another pitfall is failing to build relationships early. IT leadership is about more than just technology—it’s about people. Neglecting to establish trust with your team, peers, and stakeholders can create unnecessary friction. Prioritize communication and collaboration from day one.

Lastly, don’t underestimate the importance of clarity. Ambiguity in expectations, goals, or roles can confuse. Make sure your vision and priorities are clear, and align them with the broader business objectives to avoid misalignment.

Interviewer: Were there any challenges you encountered that you wish you had handled differently?

Joe Travaglione: One challenge I faced was underestimating the value of quick wins early on. While I focused on long-term strategies and big-picture initiatives, I overlooked smaller, more immediate improvements that could have helped establish credibility faster. In hindsight, tackling those visible, low-hanging fruit alongside strategic planning would have been a better balance.

Another lesson I learned was the importance of addressing team dynamics proactively. In the early months, I hesitated to address lingering conflicts because I wanted to avoid rocking the boat. Looking back, addressing these issues head-on would have strengthened the team dynamic and built a more collaborative culture sooner.

If I could do it again, I’d remind myself that leadership isn’t about being perfect—it’s about being present, learning from mistakes, and showing the team that you’re committed to growing with them.

Interviewer: When you started, what were your top priorities, and how did you decide what to focus on first?

Joe Travaglione: When I started, my top priorities were to build trust, establish clarity, and identify areas where IT could immediately add value to the organization. 

My first step was to understand the organization’s mission and its immediate pain points by meeting with stakeholders and team members. These conversations helped me identify quick wins, like streamlining inefficient processes or resolving longstanding technical issues, that could demonstrate IT’s value early.

I also prioritized creating a roadmap for the team, focusing on aligning IT goals with the company’s broader objectives. To decide what to focus on first, I used a combination of impact assessment and urgency. 

If an issue had a high impact on operations or posed a significant risk, it was elevated on the priority list. This helped me strike a balance between addressing immediate needs and laying the groundwork for long-term improvements.

Interviewer: What approach did you take to align your goals with the organization’s needs?

Joe Travaglione: To align my goals with the organization’s needs, I started by listening and learning. I met with leadership to understand their vision and strategic objectives, and then I asked how IT could directly support those goals. These conversations helped me translate high-level business priorities into actionable IT initiatives.

Next, I created a framework for alignment, mapping IT projects to key organizational outcomes. For example, if improving operational efficiency was a top goal, I focused on implementing automation or optimizing processes. If security was a major concern, I prioritized initiatives that reduced risk, like enhancing cybersecurity measures.

I also maintained open communication, regularly updating stakeholders on IT’s progress and ensuring that we stayed aligned as business needs evolved. By keeping the team focused on projects with clear business value, we gained buy-in and demonstrated that IT is a strategic partner in the organization’s success.

Interviewer: Looking back, what’s one thing you wish someone had told you before stepping into your role as an IT leader?

Joe Travaglione: One thing I wish someone had told me is how much leadership is about people, not just technology. As an IT leader, it’s easy to focus on tools, systems, and processes, but real success comes from empowering your team and building relationships. Leadership requires a balance of technical expertise and emotional intelligence, and it’s the latter that often determines your impact.

I also wish I’d understood earlier how important it is to focus on communication—both listening and articulating a vision. Effective communication isn’t just about sharing updates or instructions; it’s about creating a shared sense of purpose and making sure everyone feels valued and aligned.

Lastly, I would have benefited from understanding that leadership is a continuous learning process. You don’t have to have all the answers right away. It’s okay to lean on your team, ask questions, and grow together.

Interviewer: Any advice for others about to begin their journey?

Joe Travaglione: If you’re stepping into an IT leadership role, my advice is to lead with curiosity and empathy. Take the time to understand the team you’re working with—what motivates them, what challenges they face, and how they define success. 

Your ability to build trust and foster collaboration will set the tone for everything you achieve together.

Be intentional about prioritization. It’s tempting to solve every problem at once, but focusing on the most impactful areas will demonstrate your value and build momentum for larger initiatives.

Lastly, embrace a mindset of service. Your role as a leader is enabling others to succeed—whether that’s your team, organization, or clients. When you frame your actions through the lens of service, it becomes easier to navigate challenges and make decisions that create lasting value. 

Remember, leadership is a journey, not a destination. Be open to learning and growing along the way.