Four practices will bridge the generational gap you face.

Succession planning specifically, and leadership development overall, is generally lacking in companies and IT because they don’t understand the value of a leadership farm system.

Acquisition, engagement and retention starts with a different emphasis in hiring, onboarding and training.

Winning without listening is losing that’s running behind but soon catching up.

Lack of cohesion in the company is the reason many CIOs lack a solid tech strategy. You don’t have to change the world overnight, but you can change your environment right away.

The leaders you admire and seek to be like practice one consistent trait and do it better than most.

You lead a locker room. You can lose the locker room. Winning it back can seem overwhelming, but three essential responses can get it back for you.

Generational differences are not new. Resolving them must be.

Blended workforces are the new reality. Getting ahead of the wave requires meeting unique challenges with new priorities.

AI will bring revolutionary change. But not until we exercise our power as leaders to affect a greater change.

CIOs benefit from periodic resets. Approaching the end of a calendar year is a great time to reset for a new beginning in the new year. Reset to three essential needs.

There are a lot of good reasons to hang on and press-in to your current situation. And there are three good reasons to take off.

The question of fairness in remote work continues to be raised. It’s a distraction from the real need and the right question. Ask this, and you change the nature of the discussion once and for all.

Many CIOs have options in place to develop people, but they still aren’t seeing the results. Even if you are making cutbacks, you can invest more into your people while saving money and increasing revenue. You just need to brush up on your farming.

We have misused feedback, and in thinking we were being objective, we have actually been subjective. We don’t really give people a lot to work with. Constructive feedback is aware of the science behind how people learn, and the steps to take in light of that truth.

At some point, you have to take a closer look at a possible solution to a continuous problem. Now is that point.

You are faced with overwhelming pressure to deliver outstanding results. Traditional pipelines of talent can't keep up. You can fill the need by taking a second look at an overlooked option.

The basis for a solid, long-term business relationship is the same as for our adult relationships. And contrary to popular wording, it’s not something that technology leaders manage, but they definitely must lead in.

Retention narratives are loud and contradicting. Worse, retention efforts continue to fail. The ladder has been leaning against the wrong building. It's time to reset it.

CIOs aren’t usually trained in organizational psychology, but they live in its reality everyday. The dysfunction is real. If you think of it as a people problem, you have a bigger problem. Here is how to spot what really holds your team back and what to do about it.

All of our efforts at engagement and retention fall short if we don’t customize growth at an individual level. Business is not about a person working for a company; it’s about a company working for a person.

The Imposter Syndrome haunts technology leaders, leaving them subject to unsettling moods, lack of motivation and limited margins of opportunity. Knowing its source and how to overcome it is critical for those who want to become established and effective in their life and career.

Threats of inflation and recession have companies preparing for budget restrictions. The one thing you can’t cut, that is instinctive to cut, are the outsiders who are key for your insiders. How do you know who they are?

Culture is critical in the battle for talent attraction and retention. But culture is too often misunderstood, and therefore, underplayed. Four elements define a winning culture.

Mentoring isn’t often taught in CIO leadership development. Four skills are needed: assessment, coaching, training and support.

Great leaders are multipliers. And you must be; it’s not just the company that needs you to do so, it’s your country and your legacy that needs you to do it.

The Cut-Above CIO is a leader who understands the differences each of his key leaders bring to him, and knows how to chart a course with them that is unique to their ambition.

You are in a battle for talent. Beat the competition by implementing Reverse Interviews. Here is what they are and how to conduct them.

The pandemic has led to unusual work environments and hours. Flexibility is the name of the game. Paid time off is given for expected work. But what are CIOs doing today to compensate for the unexpected, for the additional hours required of the salaried. It’s becoming an issue, and here are how your peers are heading it off at the pass.

The war of retention will be lost if you focus on efforts around promoting well-being and benefits. The number one reason employees leave can only be addressed by making five fundamental maneuvers.

IT staff are frustrated in five common areas. The CIO and IT leader needs to understand what is wearing on their staff, and how to respond in two substantial ways.

We are overthinking hybrid-work. Dial in on who you need, and how the work gets done will take care of itself. Look for three essential qualities in hybrid-work hires.

Retention is a real issue being met with weak solutions. You and your employees need an advocate, one who comes alongside another and promotes their success in areas of personal growth, relational health and work-effectiveness.

People are quitting their jobs in record numbers. Whether it is due to fatigue or a need for change, offering to “recharge” their batteries isn’t enough. They need to learn how to change their lives. They need an advocate.

Burnout is an overused term for a lethal threat. Unless the CIO understands its origin, (s)he can never properly address it and prevent it.

Anger is healthy for the workplace. CIOs need to master it as a leadership skill for the sake of their team, their work and their selves.

Dealing well with difficult employees is the difference between well-deserved victory and an unforeseen upset. How do you know when to give up on an employee?

Evaluating employees shifted from performance reviews to regular coaching plans. Now, the coaching focus has narrowed. Remote staff evaluation is centered around how the leader and employee process connection, communication, community and coordination.

Talent magnets look for candidates who bring potential and invest in their own development while attracting those candidates with a compelling brand, future value and an enriched experience.