The best CIO is an executive whom you don\u2019t\n immediately peg as a CIO. He has shifted from technology\n manager to business leader, according to top technology\n executives speaking at our annual CIO Leadership conference this week in\n Boston.But CIOs must realize they can\u2019t get to that exalted\n state without taking time to cultivate their right-hand men and\n women, as well as other go-getter members of the technology\n group. Those people must be leaders, too.\u201cNo one person can carry an organization,\u201d said\n Elvis Cernjul, senior director of technical services at Spiegel\n Inc. \u201cYou surround yourself with people who\n execute.\u201d Cernjul is a \u201cOnes to Watch\u201d award\n winner this year, one of 20 promising technology managers\n honored by CIO. He spoke on a panel at the conference Monday.\n (See Special report: The Future of IT Leadership and Four Secrets to Becoming a Rising IT Star.)Debate at the conference often focused on what a CIO should\n do to make the people around him better. Identify\n high-potential staff. Take time to guide them rather than make\n decisions for them. Spend money on management training. Expose\n them to challenging situations but provide support. By doing\n these things, according to Steve Merry, CIO at Sara Lee, the\n CIO will heighten his own success.\u201cIf my direct reports can\u2019t mingle with the\n business, get respected and speak up, then I\u2019ve failed,\n too,\u201d Merry said during another panel discussion Monday.\n \u201cPick your team very well.\u201dJust as CIOs must develop their own people, CEOs must\n develop their CIOs, said Bob Badavas, president and chief\n executive officer of staffing firm TAC Worldwide. As a CEO,\n Badavas knows that he, and therefore the company as a whole,\n can only go so far without a top-flight CIO, he said.\n \u201cThe layer below the CEO is the enabler of how high we\n can fly. If my direct reports can\u2019t push me up, that\n affects the business,\u201d he said.The CIO has arrived when any other executive he\u2019s\n interacting with doesn\u2019t instantly realize he\u2019s a\n CIO, said Raj Gupta,\n who directs the CEO Perspective program at Northwestern\n University\u2019s Kellogg School of Management, and a speaker\n at the CIO Leadership conference. \u201cCan you talk in a way\n that doesn\u2019t label you as a CIO?\u201dGood Managers vs. Great LeadersThroughout the CIO Leadership conference this week,\n attendees and speakers discussed the differences between a good\n manager and a great leader. The list below demonstrates some\n identifiers are obvious but other shifts are subtle.\n Good managers run projects.\n\n Great leaders envision outcomes.\n\n Good managers work methodically.\n\n Great leaders display high energy and\n fully engage in daily life inside the company.\n\n Good managers complete specific\n tasks.\n\n Great leaders generate many ideas and\n can execute them.\n\n Good managers realize different people\n must be managed differently, to bring out their\n strengths.\n\n Great leaders get the most out of\n every person or situation.\n\n Good managers organize and\n delegate.\n\n Great leaders ask questions, challenge\n even executives.\n\n Good managers mingle mainly in the\n rungs immediately up and down from their own spot on the\n org chart.\n\n Great leaders mingle with strategy\n setters regardless of where they are on the org chart.\n\n Good managers internalize the\n immediate boss\u2019 agenda.\n\n Great leaders internalize the\n CEO\u2019s agenda.