Relatively few CIOs sit on external corporate boards. But those who do come back to their day jobs with personal and professional insights that boost their careers -- and give their home companies a competitive edge.
A survey of 200 CIOs finds that most well-meaning efforts at IT leadership development aren't very successful.
The right candidate needs to have some expertise in every layer of the technology stack, a keen understanding of the business, the ability to manage a matrixed (and peevish) group of siloed technologists, and the je ne sais quoi to sell concepts like service-oriented architecture to uninterested business executives.
Recognizing where you fall short in your management style and then developing a plan to strengthen those areas can mean the difference between being a boss and being a leader. It can also make a difference in how far you advance in your IT management career.