> I'm not completely sure why this is, but the behaviours are often the opposite of what you'll often see from leadership in other departments. I think part of

> I'm not completely sure why this is, but the behaviours are often the opposite of what you'll often see from leadership in other departments. I think part of the problem is that the vast majority of people who are in CTO/CIO type roles have zero IT knowledge. In the case where it's someone who "came up from the trenches", they were often in a hands-on role for only a relatively short period of time, a long time ago, and were never particularly skilled. In both cases, they tend to trust their own intuition/gut instinct over that of the advice they get from their team. Getting good managers who trust their team to give them good advice, and are able to fight (and win) for those things to make things better are few and far between. Then again, having a good team to begin with can be a problem, too - there's a lot of people in the industry who really simply shouldn't be, and make a lot of poor decisions that just cause pain for others.