By virtue of the fact that I pen the odd pieces about technology, I have simultaneously become front-line IT support to any number of computer-illiterate relatives.

It is human nature, we are just inextricably drawn to those we perceive to possess knowledge or skills that are useful to us.

In my case, I do not like to disappoint, so the fact that I do not actually possess much in the way of technical expertise, nor have training that enables me to provide useful advice over the telephone, has not stood in the way of my nascent second career.

I am far from alone in this experience. And as a general rule, I am more at ease with those who choose to have a go, as opposed to those who instead prefer to hide their lights under a bushel.

As this month’s cover story shows, there are still some IT leaders today who are apparently keeping their expertise hidden from others in the business. I am not talking about the ability to reboot a router ­but of skills that many IT leaders have in spades, yet can often be overlooked.

New ways of working have considerably increased the complexity of today’s enterprise ­ globalisation, mobility and flexible working have redefined how we think of teams. But managing these distributed teams requires new skills.

Making staff who may never have clapped eyes on each other feel part of a team is a huge challenge. It has been described as the equivalent of herding cats.

This is far from being a phenomenon that affects only IT. But it is an area in which IT has significant experience; where IT leaders have the opportunity to demonstrate their leadership skills for the benefit of the wider enterprise.

The impact of mobile working, outsourcing and offshore development has given IT the inside track on managing distributed teams. Instead of merely being there to set up a videoconferencing session, IT can help colleagues understand both the power and limitations of the technology. Rather than simply providing access to shared workspaces, IT can demonstrate how to build bonds with remote-working colleagues.

Sharing this knowledge will be hugely beneficial within the enterprise, but it also can also improve the CIO’s standing. It reinforces the idea that an IT leader has people management nous and leadership qualities.

Much like my attempts at IT support ­it is not always what you do that matters, the main benefit is improving others’ perception of you.

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