You may not need an ethicist to explain the implications of pretexting. But as the Hewlett-Packard scandal shows, being a board member today requires more than gut instinct. Stand out for good reason, with this advice from ethics experts and CIOs who serve on boards.DO dust off your Descartes texts. \u201cYou can have all the ethics in the world without having a firm grasp of what to do in a complex situation,\u201d says Tom Donaldson, business ethics professor at The University of Pennsylvania\u2019s Wharton School. Consider a business ethics course.DON\u2019T shy away from confrontation. \u201cIf there\u2019s not a little bit of creative tension between board members and the CEO, the board isn\u2019t doing its job,\u201d Donaldson says.DO approach boards as a businessperson, not a techie. \u201cYou don\u2019t want to step onto a board and be the tech guy or gal. You want to be a businessperson who helps the business through critical decisions and just happens to have technical expertise,\u201d says Rob Carter, executive VP and CIO of FedEx and a board member for Saks. DON\u2019T try to run the company. \u201cThe role of a board member is to challenge, think, ask questions, analyze and advise. Be very aware of the line between adviser and doer,\u201d says Ed Kamins, corporate senior VP and former CIO of Avnet, as well as a board member of InterDigital Communications and Calence.DO bring unique perspective to the table. \u201cA CIO brings technical knowledge, but also a way to think about things in an analytical way,\u201d Kamins says.DON\u2019T repeatedly say, \u201cThis is how we do it at\u2026.\u201d What works for one company won\u2019t work everywhere, says Jeff Balagna, CIO for Carlson Companies and a board member of the Tennant Company and Minnesota Public Radio.