As you build the next generation of leadership within your organization, it’s no longer enough to focus solely on individual development. To truly accelerate growth, challenge emerging leaders to think and act beyond their own roles by working together on enterprise-level business issues in a structured and low-risk setting.
While developing technical and individual skills remains important, meaningful growth often happens faster when leaders-in-development engage with real, cross-functional challenges. Giving them the opportunity to step into the mindset of a senior team, even temporarily, can lead to:
- Broader, more strategic thinking beyond functional silos
- Real-world learning that sticks
- More capacity for current executives to focus on long-term priorities
If this approach feels a bit uncomfortable, ask yourself: how can future leaders truly grow if they never get the opportunity to make decisions or experience the consequences of their thinking?
Experiential learning offers a chance to make decisions, reflect, and improve. Start by giving the team decisions that are “above the waterline” ones that will not put the organization at risk if they make mistakes. Decide ahead of time which types of missteps are acceptable in the name of professional growth.
This approach does not just benefit the next generation of leaders. Senior leaders can also gain insight by observing how these individuals think through problems, collaborate under pressure, and approach complex decisions. Often, the process inspires fresh thinking and growth across the leadership team.
You might also ask your future leaders to simulate how they would handle the difficult decisions your senior team regularly faces. This helps sharpen their critical thinking and encourages them to see their current responsibilities in a broader organizational context.
Here are a few examples to help you get started:
Which projects should move forward, and which should wait?
Most organizations have more projects than they have people to implement them. Let your next-level team decide how to allocate resources. The conversations and compromises that follow will stretch their strategic thinking and reveal how they prioritize.
Where should new talent be placed?
If your organization is hiring a new team member, ask this group to determine where the new resource will have the greatest impact. Should they fill an existing gap? Should other responsibilities be shifted to make better use of the team’s skills? This helps them develop a more holistic view of the organization.
What should be included in the budget?
While some budget items are non-negotiable, others are up for discussion. Ask your next-level leaders to review a set of budget requests and decide which ones to recommend, all while staying within a fixed total. This challenges them to connect their choices to strategy and work collaboratively for the good of the organization.
When introducing these kinds of activities, avoid doing so during peak time pressures. Give your team a chance to build confidence and practice collaborative decision-making first. As they grow, gradually introduce time constraints or more complex decisions. Be clear that their recommendations will be reviewed by senior leadership, which provides a safety net and a learning opportunity. Over time, you’ll likely find yourself relying more on their judgment and insights, which strengthens your leadership bench and creates space for the senior team to focus on long-term strategy.
So, what real-world opportunities could your next-level leaders explore in the coming months? The earlier you start, the more prepared your organization will be for the future.
