The dean of engineering called me to tell me this wasn't satisfactory. To her, it looked like we had dropped the ball. So I consulted with my technical people, then with the university architect who is managing the building construction. We concluded that it's better to tweak the wireless installation after it's installed than to wait until the building is finished. The architect and I went back to the dean with an accelerated schedule for wireless network installation and a plan to revise how we do wireless in all new construction.

The dean feels rightly that her influence has improved our institutional processes. Because I took her complaints seriously, I may be able to turn to her the next time I need something. Additionally, I have established a new relationship with the university architect.

Competency in collaboration and influence is not something you can switch on. You have to follow some basic rules, such as always being honest, and work hard to avoid being defensive. You can study your fellow executives to pick up their techniques. But mostly you've got to get in there and practice to find your own style. It's like negotiation; you'll win some, you'll lose some. But by becoming an expert in strategic collaboration, your business will be better off for your efforts.

Gerry McCartney is vice president of IT and CIO of Purdue University and a member of the CIO Executive Council.