Over the last decades, the academy and the community of practice have described the differences in CIO profiles recognizing that the challenges posed by the technological development and the evolution of business models require a wide array of abilities and skills that not always match companies and individuals. If the classic idea of ‘what you measure is what you get’ is also true in IT, then a possible explanation of the misalignments of IS/IT units may lie in the wrong measurement of the expected performances and results of CIOs. This conceptual article explores and describes the effects of performance management and analyzes how it could affect the performance of the CIO.