Today in health, it as a framework for mentoring, shared it over the weekend with some CEO's. And. Interesting conversation thought I'd share with you. My name is bill Russell. I'm a former CIO for a 16 hospital system and creator of this week health. Set of channels and events dedicated to transform healthcare.

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They can subscribe wherever you listen to podcasts. All right, here we go. CIO is in the room. And we were talking about. Succession planning and how you prepare the next generation. For the roles that you would like to see them move into, or at least the roles they would like to move into. And there was a couple of really good points made in the discussion.

And I. I decided to share my metric framework. It's so simple that it just, anyone can do it. It's not rocket science. It's not oh my gosh, what am I going to do with this person? How am I going to mentor them? It's really straightforward. You're going to expand for things. Okay, you're going to expand their network.

You're going to expand their knowledge. You're going to expand their experiences and you're going to expand their thinking. Four things you're going to expand. Let's start with the network. So one of the biggest things that you have, hopefully as a senior leader is you have cultivated a network of people.

And these are people who have experienced. These are people who have. At been elevated to good roles within their organizations. They have done some incredible things. And you've even come in contact with senior leaders CIO, CEOs, others within the industry. Hopefully you have cultivated your network.

Most senior leaders have cultivated their network at some point along their career. Your mentees would benefit from those introductions. The next time you go to chime, take someone with you and introduce them to some of these people. Get them, the interaction have them sit with you as you're having coffee with Aaron MIRI.

As you're having coffee with BJ more, as you're having coffee. With whoever Mike Pfeffer with Sue shade with whoever it is. They're going to get to just glean wisdom experience. Just know how, just from those conversations, expand their network, introduce them to people, take them to places where they can meet people.

You're going to expand their network. The second thing you're going to do is you're going to expand their knowledge. Okay. Wherever they are today. It's not enough knowledge to get them to the next point. One of the biggest things that people make a mistake of is they think the CIO role is a technical role.

It is not. It is a leadership role. It is a people role. It is a relationship role. It is more about people than it is about technology. Yes. You need to know the technology. Yes. You're going to lead those technology. Resources, but at the end of the day, it is. It's a finance role, quite frankly.

There's so many aspects of this job that are different and they need more knowledge. So expand their knowledge. However you do that. Get them signed up, encourage them to go through and get them signed up for courses, get them encourage them to get their MBA. To understand finance, to understand leadership, read articles with them. Introduce them to books that have helped to shape you.

I like to read the presidential biographies, regardless of what you think of any president that's ever lived. They were a great leader. Period. You cannot become president of this country without being a great leader at some point in your life. And so their biographies are just loaded with incredible insights and some people. Essentially started with nothing.

Some people were groomed to be leaders. Some people were thrust into leadership in war time and other things, but each one adapted, leaned on their strengths and their styles and they group. You have to expand their knowledge, be it finance, be it, maybe it's technology. Maybe you have a clinician. Who is doing a great job and they need to understand technology more. I can't when I coach the clinicians who become CEOs, I do very little coaching anymore, but when I did coaching of the clinicians who became CEOs, They were, they wanted to understand architecture more.

They wanted to understand how their networks were brought together. They wanted to understand how you secure those things. And we talked about those things, but at the end of the day again, the CIO job is not that it's leading the people who've run those things depending on the size of the organization. And but it's an opportunity.

If you have a clinician who's under you. Oh, it needs technology skills. Get them to technology skills, get them to finance skills, get them the leadership skills. So you're going to expand. Their knowledge. Okay. So the next thing is you are going to expand their experiences. And this is important. Because you're going to want to give them opportunities to get to places they wouldn't normally get to take a project that they, that is going to be very challenging.

That's going to get them out of their comfort zone. That's going to get them interacting with more parts of the organization. Different parts of the organization. It's going to get them opportunities to stand up and do a presentation to a larger group, to have to do a visioning type session. Give them opportunities to get in front of the board.

If that is a possibility. I used to, when I went to board meetings, any chance I could. Where I could bring someone else to do the presentation I did. And it's so funny because I took one of my up and coming. CIO, and he's now a CIO for a fairly large organization. But I remember him presenting to the board for the first time, and this was a very competent, very smart. Person. But my gosh, I could hear his voice shaking. Now I knew him.

So I knew his voice was shaking and those kinds of things, I don't think the board members did. But that's, that's an experience that he won't forget. And and I was there, quite frankly, if he stumbled, I was there. And in fact, I was responsible for what he was presenting.

Therefore I had to be ready to give an account for whatever he was talking about. So give them experiences, expand their experiences. Get them the opportunity to do a project. They normally wouldn't get them an opportunity to get in front of the board, get them opportunity to speak. Potentially you get a speaking engagement at hymns or a chime and you're doing it together, or you're putting them on a panel discussion or you're putting them in a webinar, whatever it is, expand their experiences. And then finally. I used to call this one, expand their world, but it's expand their thinking. Is now what I call it. And this is an opportunity for you and them to interact with ideas outside of your own.

So you're leading them on a day-to-day basis. They're going to get, you're thinking a lot. And so what you want to do is you want to give them an idea of what has shaped your thinking. How you allow certain ideas to permeate you and how you repel certain ideas based on whatever the factors are that, that you have.

This is why I say, share this podcast with a friend or colleague. You said as a foundation for daily or weekly discussions on the topics that are relevant to you in the industry. I agree with me. Don't disagree with me. If you and someone you're mentoring, listen to this show. You can have a conversation about it.

And you can say, this is what bill doesn't understand about an organization like ours. Or bill is nailing it on this specific topic. And this is really relevant for us. So you could use it as a foundation for mentoring. Doesn't have to be rocket science. It's look, listen to the podcast.

You and I will have a 10 minute conversation on the way to work after you listened to the podcast. Give me a call and we'll talk about it. And Hey, bill talked about mentoring. Hey, can we do this type of format, or actually to be honest with you, if I'm mentoring somebody, I want to know that they're mentoring somebody else.

If they really want to get into my role, then I want to know that they can mentor their staff today because that's part of the role. So they can use it to mentor very simple framework, right? Expand their thinking, expand their knowledge. Expand their experiences expand their network. And. It's again, not rocket science.

It's not something that is difficult to do. And I guarantee you, if you do that, if you expand their network, If you expand their thinking. You expand their knowledge and you expand their experiences. They're going to be ready. When they are called up to do that next role. So there you have it. That's all for today.

Don't forget. Share this podcast with a friend or colleague, as I said before, you said as a foundation for discussions or mentoring, We want to thank our channel sponsors who are investing in our mission to develop the next generation of health leaders. Short test artist site interprise health parlance, certify health, notable, and 📍 service.

Now check them out at this week. Health. Dot com slash today. Thanks for listening. That's all for now.