Many roads lead to the CIO's chair. Recent surveys show today's CIOs worked as project managers, programmers, IT architects, chief operating officers and sometimes non-technical business managers with profit-and-loss responsibility. While many arrived at their place through a variety of backgrounds and experiences - and most admit to having a bit of luck along the way - CIOs unanimously credit their success to exceeding performance expectations and developing non-technical skill sets, including an in-depth knowledge of their company's underlying business. Here's some advice from two CIOs about how to break into the management game.

Dan Simpson, senior vice president and CIO for Physicians Mutual Insurance Company in Omaha, Neb., has held a variety of positions in his 12 years with the business.

"I was originally promoted into a management role over a small team after six to nine months as a programmer," he says. "I think I really showed my desire to make a difference, and I was able to demonstrate strong communications skills. Some IT professionals are so analytical, they can't see beyond the technology and relate to others. Or, they don't understand the business side of things. You really need those skills to get your first shot at management."

Among the non-technical tasks Simpson has undertaken: leading a team that executed a strategic business acquisition, taking on a business development role, and spending time in front of customers. All were part of a plan to prepare for a senior leadership role.

Experience, Bearing Count

When considering someone for management, Simpson looks at their experience and education, but also how they carry themselves, whether they're engaged and enthusiastic about their work, and if they take genuine ownership for results. His reasoning: "Some very effective IT managers don't have degrees." He suggests people "ask to get 15 minutes with the CIO to talk about your project and get attention for your work in a positive way." This means collaborating when effectively when working on projects, not building yourself up at the expense of others. "I also consider what someone's direct manager says about their performance," Simpson adds. "I think any CIO who is really watching the projects will know who is contributing."

While Simpson first considers experienced hands from within his company for management roles, he's not opposed to considering neophyte candidates from outside. However, he'll only look at people who've been referred to him or he's met previously through a contact or, say, at a conference. 

Understanding the Business

John Alber is director and CIO for Bryan Cave, a law firm based in St. Louis. To get their to get their first shot at management, he suggests IT professionals demonstrate a willingness to learn and an understanding of technology's impact on their business.

"You need to master the underlying technology, but that information is only useful when it aids the business," Alber observes. "To demonstrate your people skills, make friends and align yourself with a buddy or a coach..

The people Alber likes to promote are those "who really demonstrate aspirations to go above and beyond and to learn new things." As an example, he cites one employee whose original job was replacing copy toner cartridges. Now he's the senior engineering manager.

How'd he do it? "He really demonstrated a hunger, almost an obsessive desire to master new things," says Alber. "So the firm kept giving him technical training and he kept progressing."

Like anywhere else, Alber says, in IT "managers will notice people who excel through their performance and attitude. When you do that, it's really not all that hard to break into management."

Leslie Stevens-Huffman is a freelance writer based in Irvine, Calif. who has more than 20 years experience in the staffing industry.