When my husband became a manager, he not only valued teaching other new execs but exposing them to a variety of practices and tools, as well as allowing them the opportunity to experiment with new resources and ideas. Bill found that most execs would learn more by experimenting on their own and determining which theories, practices, and ideas were more successful. Of course, there is a lot to be learned by the existing leaders, but often experimenting with new approaches and practices would open the door to new or even better processes than those existing.
Therefore, organizations need to use multiple venues for growing and developing new leaders. Exposure to existing leaders can provide some useful and credible resolutions, but it is wise to also experience new and different resources and tools. In other words, don’t depend on one existing routine to always accomplish a successful outcome. Instead, try two or three approaches or processes before determining what will result in productive, positive, and successful resolutions. As your younger or new generation comes along, remember that people also learn in different ways. If this next generation experiments with multiple procedures and tools, you may find that there is more than one way to develop and create successful results. However, the new generation still needs supportive, encouraging leaders to generate growth for the future. Consequently, all are encouraged to keep an open mind, be flexible, look at all possible resources, and also learn from each other.