As a CIO, one of your most important responsibilities is to mentor the promising folks on your staff. This is important not just for succession planning—a topic on its own—but also to make sure that the profession itself continues to move forward with the right kind of leaders. Chances are that if you are in a high-level CIO position in higher education, you have the right (and still relatively rare) combination of skills, attitudes, and values to be a good IT leader; these need to be passed on to others. Having a formal, or even an informal, mentoring relationship can ensure that this happens. And it can be good for you too—as so many have learned, there is much to be gained by giving.