Structured development is also happening inside companies like the insurance brokerage firm Brown & Brown. CISO Barry Hensley supports an internal cohort program designed to identify and grow emerging leaders early in their careers. “We look at our – I’m going to call it newer or younger – employees,” he explains. “And if you become recognized in your first, second, or third year as having the potential to [become a leader], you get put in a program,” he explains.
The program, according to Hensley, brings together a cohort of 20 to 30 teammates who meet monthly with the CEO, work on real-world business problems, and receive mentorship from guest speakers. Participants also attend company events for professional development throughout the year. This in addition to other leadership development programs at Brown & Brown, including an enterprise leadership development program that is open to employees for enrolment and other nominated-based programs.
Leading versus managing
A former US Army officer, Hensley sees leadership development not just to build continuity, but as a reflection of organizational health. “I look forward to the day that somebody fills my shoes,” he says. “You know you’re successful when you’ve worked yourself out of a job.”
