When I stepped into my first leadership position, I thought I had to do it all perfectly. I also thought I needed to have all the answers. Developing others wasn’t on my radar because I focused on getting the job done. How well do you think that went?… It was a disaster! I lost trust with others, wasn’t getting results, was overstressed, and was overworked. It was enough to make me want to quit my job.
My New Manager Changed My Outlook
Everything changed when I got a manager who truly prioritized my development instead of just holding me accountable to tasks. The principal I worked under at the time, Cliff Claflin, taught me that the best leaders develop those around them. Since then, I have directly managed dozens of individuals and been indirectly responsible for developing hundreds of others (or thousands, if you include my former students!).
Cliff used to reference Greg Popovich (long-time Head Coach of the NBA’s San Antonio Spurs) and his coaching constantly. He pointed out how Coach Pop didn’t just develop his players to win games but rather to win at life, as evidenced by the number of them who have gone on to have successful coaching roles across the NBA. I believe a true leader can partially measure their success through their coaching tree. In my direct coaching tree, I’m proud to have played a role in the ascendance of some of my former direct reports into two current School Principals, three District-level administrators, three school-level administrators, and many others who have continued to excel in their roles. I know, through firsthand experience, that developing others directly leads to improving student achievement results.
If it’s so clear, then what gets in the way?
Myths of Developing Others
A few beliefs can often get in the way of a manager developing their people.
Time
Myth: “I don’t have enough time to develop others.” You think you need to dedicate too much time or time that you might otherwise be spending on necessary work.
Fact: Developing others will save you time. By developing others’ skillsets, you are supporting their growth and teaching them skills that will enable them to take on responsibilities previously on your plate.
Skill
Myth: “I don’t know how to develop others.” You don’t even know how to start the development process of the people you lead.
Fact: Countless resources can help you learn how to develop others. If you like to engage in your learning, there are countless books, podcasts, and courses you can take. You can also hire an outside party with the experience that can guide you through it all.
Misalignment on what development looks like
Myth: “I know I’m developing others because they are doing their job well.” You think their successful completion of their work is all the development they need.
Fact: Developing others involves more than supporting them in their current work. It’s about supporting them for their future job or future project. Great developers of people are constantly thinking about what’s next, not just what is.
Greed
Myth: “If I develop them too well, then I’ll lose them.” You don’t want people to get too good, quit, and leave you having to hire and train their replacement.
Fact: Developing others will promote loyalty and encourage people to continue working for you. It takes a lot for an employee to leave a manager who’s been so invested in their employees’ development. When the time comes for an employee to move on, their loyalty might even push them to take it upon themselves to recruit, hire, and train their replacements!
Insecurity
Myth: “If I develop them too well, then I’m putting my job at risk.” You aren’t confident enough in your abilities to have a developing high-quality staff member working right below you.
Fact: Developing others will place you in the spotlight too! A client recently shared with me how certain people in his organization keep getting promoted because they are known to be great developers of people.
It’s not my job
Myth: “It’s my job to get results, not develop others.” You think it’s your sole purpose to focus on the tangible work projects you oversee.
Fact: These days, the greatest results will come from a well-developed team. As an individual employee, you just need to worry about your work. As a manager, you are responsible for much more getting done, but it would be nearly impossible to do it all alone.
How Do I Start?
Build Trust
- Be honest and vulnerable with yourself. You need to get clear on what’s holding you back from developing others. Is it a mindset issue? A skill issue? Once you know the root cause, you can address it.
- Know your team’s strengths and weaknesses. You can’t develop others if you don’t know what they’re good at and what they’re not. Just by knowing their strengths and weaknesses, you will be more vigilant for opportunities where you can give them targeted feedback.
- Know where your team wants to go. A great teacher plans their lesson with the end in mind; what should their students know and be able to do by the end of the lesson. A great leader needs to know where their team wants to end up to help them get there.
Build Skills
- Develop Yourself. It’ll be challenging to start developing others if you aren’t setting yourself. Today’s access to nearly unlimited (and many free) development tools, such as articles and podcasts, means you have no excuse to skimp on your development.
- Learn the Basics of Coaching. The most effective coaches constantly provide their direct reports with clear guidance on how to perform, opportunities to act independently, and regular feedback on their performance.
- Outsource for Development. Even the most outstanding performer can benefit from a great coach. Find people in your organization who might be willing to serve as mentors for yourself and your team. You can also contract coaching firms like Romano Leadership to support your work.
You don’t need to obtain results at the expense of developing your employees. By focusing on your team’s development, you’ll be happier, your team will be happier, and results will come your way.
