Vendor contracts often place the CIO in the squeeze between contract fulfillment and stakeholder expectations. Three carefully crafted practices will keep you in the lead and in favor.

Most sources of outside input end up as waste. The CIO is more valuable than that; your velocity and capacity of growth depend on the source of influence. A well-led peer advisory group will give you the results you need in the time you need it.

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.

Leaders deal with email on a daily basis. Four little shifts and the email you send will be opened and more effective.

Feeling that you can’t get through to the CEO can be demoralizing. Fortunately, a simple recognition of how they are oriented can lead to overnight change with just a couple of adjustments on your part.

The CEO and CIO want things from each other. Four areas are critical needs that often are overlooked: what each wants as it regards risk, networks, business exchange and team mastery.