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How are you developing the next generation of CIOs?

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. 

Anonymous Author
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. 
3 upvotes
Anonymous Author
This can vary based on company size and scale, but I've handpicked individuals that I thought were really talented. I gave them opportunities to shadow me and others in the organization based on the information they can absorb and what aspects of the business they should be a part of. We would take them to meetings with us to expose them to those conversations. It worked so well that one of the individuals ended up replacing me when I left the organization. It was a great way of mentoring someone to grow within the organization so they could take on that role. 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.
2 upvotes
Anonymous Author
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.
2 upvotes