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Does your organization have career development programs?

When I was at a fast-growing company a few years ago, everybody in my group was in their mid-twenties and they all wanted to become directors within six months. It became a huge issue. If I made someone manager just because they’d been there for however long, then the whole team would be managing people and we can only delegate so much. So I met with everybody on the team to have one-on-one conversations. I'd say, "What do you want to do in six months? What do you want to do in a year?" Then we would input their answers into the tool I was using to establish those goals. If they were a help desk person who wanted to become a SysAdmin, we would take 10% of their time and match them up with one of the current SysAdmins, so they could do some of the menial work in that role. Throughout the course of the year, if they were doing a good job, we would increase that to 15% or 20% of their time until they became well-versed in those skills. By the end of the year, when review time came, we could pull up the software and say, "You worked on this and as a bonus, you also helped Joe with the SysAdmin work. And Joe said you did great, so let's talk about it." Some people got promoted that way and some people didn't, because the company was fast-growing and there was only so much we could do. But that approach helped us visualize what we were all doing. When review time came, we didn't have to scramble to figure out what our goals were and whether we accomplished them.

Anonymous Author
When I was at a fast-growing company a few years ago, everybody in my group was in their mid-twenties and they all wanted to become directors within six months. It became a huge issue. If I made someone manager just because they’d been there for however long, then the whole team would be managing people and we can only delegate so much. So I met with everybody on the team to have one-on-one conversations. I'd say, "What do you want to do in six months? What do you want to do in a year?" Then we would input their answers into the tool I was using to establish those goals. If they were a help desk person who wanted to become a SysAdmin, we would take 10% of their time and match them up with one of the current SysAdmins, so they could do some of the menial work in that role. Throughout the course of the year, if they were doing a good job, we would increase that to 15% or 20% of their time until they became well-versed in those skills. By the end of the year, when review time came, we could pull up the software and say, "You worked on this and as a bonus, you also helped Joe with the SysAdmin work. And Joe said you did great, so let's talk about it." Some people got promoted that way and some people didn't, because the company was fast-growing and there was only so much we could do. But that approach helped us visualize what we were all doing. When review time came, we didn't have to scramble to figure out what our goals were and whether we accomplished them.
2 upvotes
Anonymous Author
When we're developing the folks in the queue that are ready to go from director, to senior director, to vice president, part of our job is to instill the right thought process and communication style in them. It's a big skillset, so we came up with a 90-day development program. We brought four companies together and picked our high performers — people in the queue who were ready to take over their own shop. We gave them a case study and they had 90 days to work through it before they would have to present to a board. Then we assembled a mock board of directors so that they could feel the pressure of all of these moving pieces. We built the campaign to have three archetypes in the CISO space: the intel, the tech, and the audit lenses. We created the program depending on what competency the incumbent had and then matched that person with the strongest CISO to help them develop. In a lot of cases, the tech candidates wanted to be matched with a CISO who understood how to interpret and quantify risk so that you could talk to the board. They would have that conversation around how to distill and explain a risk to the board without the board members then turning to the CEO and saying, "Well, it's your job to fix that." And it was funny because when we ran the mock board meeting, we brought together a couple SVPs and we all played typical board member roles. One of us would be the cranky board member, and another would be the one who responds with, "I don't understand what you're saying,” for example. That gave them as close to a real life experience as you can get.
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Anonymous Author
We use an LMS platform at our organization. Without making it a requirement, we strongly suggest that you spend a certain number of hours developing either the soft skills or technical skills that you need to move to the next level. You have to test at a certain level to be promoted. 
2 upvotes