CIOs and leaders commit four errors when speaking that fuel the frustration that they are not being heard and feed the belief that people are not interested in what they have to say.

People have fears, uncertainties and doubts that drive their decision making and perception. The effective CIO and IT leader knows how to uncover what is driving a person in order to help and in order to protect their career. It’s not a soft skill, it’s an essential, executive strategy.

Technology leaders and marketers are “seated next to each other” at the table. Both share mindsets, points of focus and communication needs. The effective technology leader will expand their professional skills to nail sales insights and strategies.

Public perception of the CEO matters, and members of the C-Suite misrepresent the CEO in subtle but daily ways.

The CFO and CIO maximize the value of their relationship when the CIO recognizes three key considerations: the common ground you share, the collaboration you need, and the communication you can have.

Anger is healthy for the workplace. CIOs need to master it as a leadership skill for the sake of their team, their work and their selves.