We are all familiar with the high-flying all-star who can do no wrong. As leaders, we pile the extra work, the challenging projects or the short deadlines on this individual in the name of “development,” claiming it will prepare them to be the next manager, director or CEO.
While this may help us to get the job done, is this truly about developing the individual, or simply capitalizing on an existing skill set?
What is Development?
Put simply, development is getting better at something. As a leader, we can guide the focus of development, but it is up to the employee to decide what that something is for them.
So how do we guide them? It starts by knowing your players; their strengths, opportunities and preferences. Think about the all-star mentioned in the introduction; is he really maturing and evolving in the role, or is that person just doing more of what comes easy to him?
The focus needs to be on developing the person, not a job skill! If my all-star tells me his developmental focus is learning how to type faster to get more done, I might direct him toward focusing on time management. Learning to type faster can be an activity that may help him reach his developmental goal of being a better time manager, which will help him get more done. As the leader, our role is to ask “why” until you get to the root cause — the soft skill that is lurking in the background.
Who Should we Develop?
Development applies to everyone. The all-star needs a plan just as much as the struggling performer or the content individual employee. We can all be better at something.
I once had a team member who was a great performer — 10 years in the role, and she could do the job with her eyes closed. She had no desire to be promoted, but wanted to do more. She became a peer trainer for new hires, but I noticed her trainees were taking longer to get up to speed than normal. When we dug into why, she realized it wasn’t a matter of content, it was the delivery of her message —she just wasn’t a great communicator.
Rather than giving up, she enrolled in toastmasters, presented me with formal recaps on a regular basis and worked daily to provide a clear message to her trainees. Her focus on developing as an effective communicator not only helped her gain confidence, but also helped our team get up to speed faster.
How is it Done?
It starts with open, honest feedback. This is critical not only in identifying the developmental opportunity, but also following up on the progress. Hold monthly developmental check-ins. These meeting are only about their development, not business items! Check in on what they have done and how they feel it has helped.
Ask the team member to have a tangible, actionable plan. It should contain a clear goal, action steps, milestones and success factors. Although some actions may be task-related, most should not be. Find chances to work them into your daily routine wherever possible.
An example daily action plan item would be “check for understanding when I present” rather than “present at Monday’s meeting.”
Development should not be comfortable or easy. Leaders need to challenge their teams to dig into the root of their opportunities. As a manager, it is up to you to strive to be your best and expect the best from your teams. Holding each team member accountable to their own potential is a good place to start.
Anthony Berticelli is the Director of Education for PSA Security Network. Request more info about PSA at www.securityinfowatch.com/10214742.
