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The article profiles Robert. E. Kashmer, Jr., vice president of information technology (IT) in H.D. SMITH. According to Bill Clarke, who has worked with Kashmer for 12 years, Kashmer shows his leadership and mentoring skills to his subordinates while allowing them deliver goods on their own. Clark asserts that about 80% of what he learned during his 12 years in systems support is based on what Kashmer has imparted him and claims he can introduce himself to a technology or a concept in an hour.

The article offers tips on the secrets of bad chief information officers (CIOs) in the information technology (IT) industry. According to the author, bad CIOs will usually start each meeting with a chip on their shoulders, set priorities for themselves and protect their staff at the expense of the organization. It is suggested that the CIO should never be the hindrance for the organization's adoption of new technologies and ideas. Furthermore, avoidance of such bad behaviors will help the CIO to be embraced by the organization for many years to come.

The author of this article provides some characteristics that tend to foster the impression of a scary superior. Sometimes, just having the boss title is enough to make one scary. The fact that they have the power to hire, fire and grant salary raises and bonuses makes one a menacing figure. Another thing, if subordinates cannot anticipate a superior's response to a situation, they naturally assume the worst. In addition, even the most predictable manager can be emotionally volatile. And an unbridled temper is never a comfort to one's staff.