Most CIOs aren’t prepared for the time and energy their commitment will actually consume. Sixty percent of CEC survey respondents complain that board service is „too draining on their time and energy“. Tim Young, vice president of IT at Bright Horizons Family Solutions, made it a priority to understand the time commitment prior to accepting his director position at a private Christian school in New Hampshire.

On average, CIOs spend 18 hours per board per quarter, including meeting, prep and travel time. Monsour spends between 80 and 100 hours total per quarter on his four boards. He feels the time crunch most at fiscal year end, when he must sign documents for multiple organizations that are geographically spread out.

CIOs bring both technology knowledge and strategic business leadership to the table. Young has found that show casing his business acumen in the public setting of a board is a great way to demonstrate that a CIO is more than just a technologist. Indeed, the chance to flex their business strategist muscles is the chief personal motivation CIOs cite for joining boards, followed closely by the opportunity to gain exposure to board-level corporate oversight processes.

Yet, the board’s perception of the CIO role may be at odds with your own view of your potential contribution. Michelle Beveridge, CIO at IDP Education and a director on four boards, has had to teach some how best to use her skills. "I constantly emphasize to the other directors that I am CIO, not CTO, and that information - whether it’s accounting, financial or business strategy - is what a business runs on", she says.

Another major adjustment you may have to make as a director is a shift from a practitioner mindset to one of governance. It’s one of the biggest board frustrations, according to Butch Leonardson, senior VP and CIO at credit union BECU. "I know I can do the job, but in the end it’s not my job to do", he says. "I have to remember that my role as a director is one of governance, not management."