We work together on:

  • Personal Career Planning
  • Personal Priority Setting
  • High Potential Staff Development

We cover:

  • Strengths and Skills
  • Behaviours and Attitudes
  • Actionable Outcomes

I provide:

  • Confidentiality
  • Independence
  • Challenge

A mentor should not be a mentee's boss or in his/her direct reporting line.

A mentor should be independent and unable to influence the mentee's performance assessment or career advancement (other than through the advice given to the mentee, of course!). To the latter point, a mentoring relationship will work well only if it is a two-way process - whilst the mentee needs to learn from the experience of the mentor, the mentor needs to get something from the relationship too, otherwise his/her interest will quickly evaporate - this is often learning about a subject from a different perspective, often cross-generational.

In addition, not everyone (even many top executives) makes a good mentor. There are many skills & abilities that a good business mentor needs - key amongst them are the ability to listen & observe; the ability to ask probing, open questions; a degree of imagination (to put oneself in the mentee's shoes to understand his/her perspective); and an openness in discussion, allowing the mentee to lead the agenda, avoiding being too prescriptive and/or 'telling' the mentee what to do.

Also important to note is the timescale and breadth of agenda that good mentoring should address. Contrast this with training & coaching. Training is short-term (equipping an individual with skills to apply to immediate tasks), coaching is medium-term (guiding an individual to achieve a specific goal where the coach has goal-specific experience), mentoring is long-term (helping an individual to explore career (and sometimes life) direction options & choices where the mentor has wide ranging business (and life) experience).

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How does mentoring differ from coaching?

Mentoring is very different from coaching. And both are different from knowledge sharing

Information Leadership

The CIO has primary accountability for Information Leadership.

Should an Executive be required to mentor direct reports?

A mentor should not be a mentee's boss or in his/her direct reporting line.

There’s no ‘T’ in ‘CIO’

Not even in the full form ‘Chief Information Officer’. No ‘T’ and no ‘Technology’ either. The job title is not ‘Chief Information Technology Officer’.

So why is there so much focus in CIO media channels on technology?

What are the ideal CIO characteristics?

Context is everything.

What's the ideal IT spend relative to revenue?

This question does not make sense but unfortunately, too many senior non-IT executives still ask it and (perhaps masochistically) many CIOs inflict the question and answer upon themselves.


David provides independent services in the following areas around the CIO agenda:

  • Research
  • Writing
  • Conference presentations
  • Coaching & mentoring current & aspiring CIOs



  • 40 years in IT, business & general management
  • Extensive mentoring & coaching experience
  • IT Strategy, Transformation & Change programme leadership expertise
  • Wide range of private sector industry coverage with some public sector & charity sector experience


Thought Pieces

David regularly writes thought pieces addressing key issues in the CIO's agenda. He invites comments from registered and personally invited users.


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