If you're looking to forecast the top IT trends for 2011, it might help to see what your board of directors cares about most. Dr. Arthur Langer explains what these officers are asking CIOs about today.

CIOs often talk about having a seat at the table. This usually means reporting directly to the CEO and being engaged in all key strategic meetings within the firm.

But many CIOs still do not report directly to their CEO—a controversy that continues to be discussed at many senior management meetings.

However, while many CIOs don’t report to the “top,” an increasing number of CIOs are asked to present to their Board of Directors—the ultimate “seat” of exposure.

As more and more IT leaders are being summoned to answer to the board, it’s critical that they understand the top issues directors are looking at today. After a number of conversations with leading CIOs and board members, the current consensus is:

1.       Boards are more interested in ideas and ways the CIO can assist the organization’s growth, both operationally and strategically, then they are in reviewing the budget.

2.       Board members are concerned about security, particularly how the CIO is providing protection against security risks and exposures of confidential information.

3.       Boards are now aware of the dangers and risks of the data the organization stores. A new and emerging area of CIO responsibility is known as “E-discovery.” This involves the understanding of how much data is available and the legal exposures of saving such information.

4.        Boards need to understand the data they have. The CIO needs to do more with “data analytics,” the interpretation of the information that an organization has and what it means.

These are big-ticket issues that can make or break an organization, so CIOs need to be thoroughly prepared when they walk into the boardroom. Here are some expert tips:

· Research each board member. What is their background? What do they tend to focus on? Speak with other executives that have presented to the board in the past; they may be able to provide tips and suggestions about how the board meeting tends to be conducted.

· Reach out. Try to get to know your board members, and attempt to speak and meet with them before the actual board meets. This will allow you to ascertain what they are thinking and what issues appear to be at the top of their individual agendas. They may also help you to “sell” your ideas to other board members.

· Watch your time. Never assume that you will be afforded the time you need or have been scheduled for. Board meetings tend to run over schedule, and your presentation time may be significantly reduced. Therefore, ensure you have multiple versions of your presentation—especially one that can be presented within time limits.

· Tell stories and keep it simple. Try to express your needs through a story of how the organization can excel as a result of your efforts and operations. Stories that show how success can be attained are very attractive for getting board attention.

Overall, CIOs must be direct with their board. Do not speak in vague terms, and take responsibility for problem areas. Always articulate your plans to fix the problems. And never blame your staff for what is ultimately your responsibility.

Dr. Arthur Langer is Founder and Chairman of Workforce Opportunity Services, and is a member on several faculties at Columbia University.

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