Longtime CIO Steve Bandrowczak has accomplished a lot in his career: He\u2019s run large global organizations, spoken on the biggest stages and driven impressive results. But he still sets aside 30 minutes each day to learn something new.\nThat\u2019s a big commitment for a globe-trotting executive who sleeps more nights at 35,000 feet than he can count. Why is he so diligent about continuous learning? As seasoned as he is, Bandrowczak says he recognizes he will never know it all, so he\u2019s always looking to improve. His curiosity is a formidable tool.\nAfter many years as a CIO at companies such as Nortel, Lenovo and DHL, Bandrowczak is now senior vice president for global business services at Hewlett-Packard. He\u2019s one of several CIOs profiled in our book, Confessions of a Successful CIO, who demonstrates a powerful yet rarely mentioned leadership quality: humility. And in this digital age, dominated by selfies (look at me!) and cluttered with self-described \u201cvisionary\u201d leaders, it\u2019s time for some collective introspection.\nBe Proud of Humility\nStudies have found humility to be a valuable executive asset. A September 2013 study by a team at the University of Washington\u2019s Foster School of Business found that workers who thought their managers were more humble were more engaged in their work and less likely to seek employment elsewhere. A May 2014 study by Catalyst found similar results.\nWhile interviewing the CIOs in our book, we found it refreshing that the best leaders share this trait. Yes, they\u2019re confident, but it\u2019s not ego-driven.\nThere are easy ways to spot a humble leader. For one, they talk openly and honestly about failure. Wayne Shurts, CTO at Sysco, starts leadership discussions by talking about mistakes. The results of one failure, early in his career at Nabisco, are \u201cingrained in my soul,\u201d Shurts says.\nThe humble CIO will also emphasize his people\u2019s importance more than his own. Shurts objects to corporate cultures where workers in the field are mere minions of headquarters staff. He thinks his people are more valuable to the company than he is.\nHumble leaders also know they need to lean on others for advice and counsel. When Carol Zierhoffer was CIO of ITT, she had to do a 180-degree turn from centralizing the conglomerate\u2019s systems and processes to decentralizing them so that ITT could be split into three companies.\nZierhoffer knew she couldn\u2019t go it alone. One of her first decisions was to solicit insights from peers at companies like Motorola, Cardinal Health and Altria, all of whom had managed corporate breakups. She received some spot-on advice not only about the IT operations, but also about how to retain her best talent.\nLet's Talk About Us\nBut the most striking evidence of a humble leader? When their organizations succeed, these CIOs talk about \u201cwe\u201d and \u201cour.\u201d When something goes wrong, they talk about \u201cI\u201d and \u201cmy.\u201d\nThe problem is that too many other business leaders don\u2019t. We cringe at how often we find executives who are proud and self-important.\nHumble people tend to be more likeable and more respectable\u2014qualities you just can\u2019t buy. While too many people are asking, \u201cWhat\u2019s in it for me?\u201d humble leaders ask, \u201cHow can I help you?\u201d\nWill you embrace lifelong learning? Will you speak openly and confidently about your failures? Will you seek advice from your network\u2014and give advice without expecting something in return?\nThose are just a few of the questions current and aspiring leaders must ask themselves. As Sheleen Quish, another great CIO, told us recently: \u201cDon\u2019t lose your humility in the job. The \u2018C\u2019 in \u2018CXO\u2019 does not stand for \u2018celebrity.\u2019\u201d\nDan Roberts is CEO of Ouellette and Associates. Brian P. Watson writes and speaks about IT leadership.