Branding IT as an enabler of revenue growth creates more interesting conversations around the business.
Listen: The best way to achieve partnership is to listen to what the business says they need, develop and socialize a strategic business plan that aligns both business strategies and technical direction. If you give away some of the IT decision-making power and share the load with the business leaders then you'll garner support and the feeling that IT is something that everybody needs and wants. As a result, you'll have an organization that is viewed as a business partner that adds business value. To gain credibility, ensure delivery to meet customer satisfaction.
A CIO must also be able to develop and optimize the IT operational function within itself. It is one thing to have the IT resource aligned with the business strategies/ objectives (IT Effectiveness) - it is also something to have the IT resources (people and operational IT processes) refined to the point that they are nimble, can adapt to changing business demands in a timely fashion, can be reapplied to altering business priorities and be effective with little down curve (IT Efficiency). When a CIO is able to position and maintain the IT organization to ensure it addresses both "IT Effectiveness" and "IT Efficiency," they have earned their stripes.
Be patient, but persistent; it takes the time to transform IT image from a cost center to a profit center. Doing so demands quality time spent with sales/marketing, operations, finance leaders and even end customers. The CIO has to foresee, anticipate business needs for information and then prepare and gear up the information systems to not only make readily pertinent information to top business decision makers but also preempt the need and present the value accordingly.