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O P I N I O N
I t’s a rare organization that succeeds without a solid succession plan identifying who will take over when the leader steps aside. A great way to ensure the smooth continuity in a company is to adopt a mentoring process. Essential mentoring One of the best things we can do as leaders is create more leaders, but to be effective, the effort must be deliberate.
my future and sought opportunities to expose me to bigger ideas. Mentoring really is about communication. It’s about sharing knowledge with others. It’s about “Mentoring really is about communication. It’s about sharing knowledge with others. It’s about growing the next generation of leaders to perform better than you.”
Early in my career, I was selected to participate in a two-year executive mentoring program that changed the course of my career. As part of the program, I was assigned to the Pentagon to work among many of the brightest minds in the Department of Defense. There, I was immersed in all facets of the U.S. government, by attending congressional hearings and participating in national-level strategy discussions. It was a tremendous experience that taught me how to think strategically and I gained a better understanding of the challenges of leadership. Two decades later, I still find myself drawing on that experience almost daily. I was fortunate to have been mentored by leaders who cared about
Bill Murphey CONTINUING ED
See BILL MURPHEY, page 4
THE ZWEIG LETTER June 19, 2017, ISSUE 1205
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