One of my favorite parts of managing a team is developing people.  Give me the understated employee or the overachiever and my desire is the same – how can I make them better for the team and better for themselves.   A manager that takes pride in sharing the successes with his team while simultaneously instilling a sense of self-worth in every employee can create a fantastic culture where all parties can thrive.

But it is not a one-way street.  Collectively, both the manager and employee need to work together to foster an ongoing developmental plan that has both entities interest in mind.  When those coexist, the employee can flourish and further strengthen not only its contribution to the team which the manager leads, but to their own livelihood.  And while the manager may eventually lose that employee to a promotion outside of their team, they can bask in knowing that they have fulfilled their objective of developing people.

Here are a few items to consider:

Build Trust and Relationships:  People want to feel valued and wanted.  This creates a safety net for them and creates an everlasting bond between them, you and the team.  Part of an effective leader is that they can create a team culture that is authentic, approachable and consistent in its approach.  It not only recognizes the overall growth of the team but also addresses the individuals that contribute to the team success.  A leader that shows genuine interest in their team’s individual goals is one that will eventually see members of the team confidently lead other teams.

Understand Individual Strengths and Needs: To develop people, a leader must identify their unique skills, motivations, and potential.  When I lead a team, I like to carve out 15-minute, one-on-one meetings monthly with every member of the team to tap into the individual psyche of everyone.  Only then can I know their goals and aspirations – trust me, not everyone wants to be a Vice-President - and it is important for me to know that.  If applicable, tapping into personality assessments like Myers-BriggsÒand 360Ò feedback can help round out individual personalities and provide the leader an opportunity to guide based on individual learning styles.

Set Clear Goals, Coaching and Provide Regular Feedback:  Listen to your team.  Then, collectively define success and develop goals that can serve both the individual and the team.  Think of yourself as a journalist that trying to understand the story – ask probing questions of your team and provide them some runway to express where they want to head.  But also keep in mind that you are their boss and to that point, I believe that one of the hardest things that a manager must do is provide feedback – be it positive or negative.  Giving constructive, timely feedback is critical for your team to know that they are being heard and yet, accountable.  Lastly, it is important to remember that all feedback should focus on behaviors, not just results.

Offer Opportunities for Growth and Development:  I have been fortunate in my career to have mentors that encouraged stretch assignments, cross-training, and role rotations.  I have played on the marketing, operations and other services sides of business and quite candidly, it prepared me for what I do at Gray Cat Enterprises.  My mentors stretched my background and knowledge in my corporate roles, and it made me a more valuable contributor to the enterprise.  In one of my Interim Executive Management roles that I led while at Gray Cat, I held monthly meetings with the team.  In these meetings I would ask three people to get in front of the group and present:  a) How do we increase revenues; b) how do we improve gross margin; and c) lastly, how can we pare expenses.  Not only do the individuals get stretched to come up with new ideas, but the team also learned as well.  On top of that, each picked up a little public speaking experience along the way by presenting.

Promote Accountability:  Telling employees what they should be isn’t the way to go.  While you can offer guidance and direction, employees need to own their development.  And while you want to help them along, no one likes to be micromanaged.  Check in regularly but allow for space.  A supportive manager will be there to celebrate successes and offer alternative solutions to challenges they face.  The more your team can own their destiny, the stronger they will become.

Developing people is essential for both short- and long-term growth.  It helps set the stage for achieving near-term team goals while simultaneously promoting self-worth in individuals to take on expanded roles in the future.  A manager that embraces this type of development will have served their position well.

Want more ideas?  For more information on Gray Cat Learning Series, visit: https://www.graycatenterprises.com/gray-cat-learning-series