Confidence is the product of what I call Near Leadership. You get alongside (to focus and to educate) to help others get ahead.

Entropy sets in over time. Our system of work degrades. The effective CIO sees what is happening and resets, reinvigorates and renews how their team functions. They focus on priority over priorities.

You will run into CEOs who do not have right expectations. They will run over you if you don’t know how to manage their expectations. How do you lead CEOs who have unrealistic expectations of IT while remaining an integral team player?

Do CIOs drive growth? No and yes. And where it is a yes, they focus on six critical areas.

We rely too often on our own credibility or research or vendor propaganda to sell our proposals. We rely too little on the best way we know that what we know is right.

There are a lot of good reasons to hang on and press-in to your current situation. And there are three good reasons to take off.