How are you developing the next generation of CIOs?
Senior Executive Advisor in Software, 10,001+ employees
The level of psychological safety within the organization matters. As leaders, we need to establish that comfort zone and provide a safe environment for people to not only receive feedback, but openly give feedback as well. They need that psychological safety to share their failures or challenges and ask, "How would you resolve this?" Leaders must ensure that they're creating a safe environment for emerging leaders to step up and have candid conversations. Without it, that kind of dialogue is very hard to get. CIO in Education, 1,001 - 5,000 employees
One development technique that I've used on direct reports is to just call them out. I said to one person, "You seem to not like confrontation. Why is that? How can we make you better at that? You can't innovate if you just want to keep conversations at a comfortable level." I look for these opportunities where they exist with my leaders, and while I hope that some of that is happening at the next level down, there's probably still a gap. But hopefully they're learning something from my style that resonates with them and applying that where they can.Content you might like
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436 PARTICIPANTS
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240 PARTICIPANTS
Community User in Software, 11 - 50 employees
organized a virtual escape room via https://www.puzzlebreak.us/ - even though his team lost it was a fun subtitue for just a "virtual happy hour"
Director of IT, Self-employed
One thing I do is include them in the meetings about the changes that will take place and get their opinion. I also lay out the pros and cons of the changes and how it will effect us as a team moving forward.Senior Director Engineering in Travel and Hospitality, 10,001+ employees
Platform engineering teams are no different than any other engineering team/group. The challenges remain the same.1- Never see any team as superior or inferior - Value their contributions
2- Share and learn
3- Be ...read more
The second thing we have done is provide more timely feedback. It’s up to leaders to tell individuals what's working and what isn’t. The more we can do that, the better. Make it more interactive, live and focused on practical matters rather than subjective ones. People learn a lot that way because they can actually see themselves in those positions, having just been through it.