That’s a bit of a tricky one.There is a bit of the CIO function that has to keep the lights on which I still think is the boring part of one’s executive life. It’s standard. It’s routinized. Its formula-based and it has a particular format but it has to be done. That’s the planning and of course managing both teams resources, talent, training, retention, exits and attrition. All that can consume the life of an executive. The problem is if you stay there, then the old and familiar is safe, but old won’t get the company ahead or at competitive advantage. So if you’re not bringing big giant ideas, you’re not figuring out how to segue the current infrastructure into the future. Leadership has very different dimensions. The CIO function can be a bit lonely, just by its nature. Because everyone uses a laptop, they have a point of view on how good or bad an IT function is. So the CIO should benefit by being part of external networks: a CIO club. It’s about constantly trying to excel trying to further improve, round off the edges and trying to better yourself as a person.