3 Powerful Ways to Develop a Development Disposition
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10 complimentary copies available.
Leave a comment on this guest post by Julie Winkle Giulioni to become eligible to win one of TEN complimentary electronic copies of the best seller, “Help Them Grow or Watch Them Go: Career Conversations Organizations Need and Employees Want.”
(Deadline: 1/19/2019)
People see and understand you better than you think. Your disposition and temperament are obvious in how you:
- Run meetings.
- Set goals.
- Organize projects.
- Grow people.
A critical responsibility:
Frequently, development gets sidelined with excuses that range from ‘no time’ to ‘no promotions available’. But developing others is among your most critical responsibilities.
Developing others may be the most valuable contribution you make.
The extent to which you engage in development is more about your head and heart than the world around you.
A development disposition:
Leaders with a development disposition bring a talent-driving temperament to all they do.
When it comes to getting to know employees and their goals, offering feedback, coaching, and co-creating experiences that offer growth….
If you find yourself leaning toward the left column, congratulations. Your disposition tends toward development and your people – and results – likely reflect that.
3 ways to develop a development disposition:
If, however, you are more of a ‘right column’ leader, it’s time to temper your temperament with three new actions.
- Speak with each employee to make sure you understand their definition of success.
- Seek out collaboration with colleagues that offer more varied developmental experiences for your people.
- Remember that talent is an enterprise-wide resource. Reframe ‘losing’ someone to another department.
Cultivating a generous development disposition may result in growing good people who’ll move on. But, it will also generate a reputation and employment brand that will attract a steady stream of top talent…just what’s needed for your new temperament.
What prevents leaders from developing others?
How might leaders develop a development disposition?
Julie Winkle Giulioni works with organizations to improve performance through leadership and learning. Named one of Inc. Magazines top 100 leadership speakers, Julie is the co-author of the bestseller, Help Them Grow or Watch Them Go. She offers keynotes, workshops, webinars, elearning and microlearning solutions that deliver measurable results. www.juliewinklegiulioni.com.
Well said! Listening to people that report to you; helping them identify their growth and career goals; giving them opportunities to try; allowing them to figure out the “how” once you and they agree on the “what” all matter a great deal. It is about the other person and the mission!
Well said, Ken. Since you’re first to comment today, I’ll be sure to send you a book code for, Help them Go or Watch them Go. It’s a great read. Hope you enjoy it.
Our children are falling through the cracks in this nation. The leaders we get are the leaders we raise. (And it isn’t looking too good!). Talent is one thing. Talent and abilities will get you places, however it is character that will keep you there and character that will promote you. Who out there is building character in our young people?
Even small companies have development opportunities -to say we’re “too small” and there aren’t advancement opportunities. I would argue that we’re MORE flexible when it comes to development and expanding current positions for development!
Thanks Heather. Wonderful comment. I’ll be sure to put your name in the hat along with the others. Cheers.
A mindset of preferring others and servant-leadership lends well to a disposition of development. To be the greatest, become the least.
Developing a development disposition requires an understanding of learning. The learning curve must be included in talent development and requires patience and support. I just recommended a newer employee for a national committee. That recommendation followed supporting her learning while she served on a local committee where she was persistent in attending meetings and committed to the issue. She was so pleased about the recommendation and motivated to continue good work.
Dan. This sounds like a book worth reading. I’d be proud to add it o my library!
This is so important! Asking the right questions, listening to the answers, and moving forward with a plan from there. The result will be a more dynamic workplace, one with more depth because everyone is contributing.
To listen like a leader and practise it like a leader ….you will get great results .
Looks interesting and aligned with my philosophy!
This is just what I needed today! I work in non-profit. We have a full-time volunteer who we could provide a much better learning / job development experience if “someone” would take responsibility for it to happen. I’m excited to be that person and now have a simple and smart plan to help her grow with the understanding she will go… or maybe not!
Makes me think of the saying / adage – Why develop our people since they may leave? And the response is – What t if we don’t and they stay?!
Thank you for reminding me of my priority as a leader!!
One of my earliest business mentors showed me through his actions why developing people is so important. It is one of the reasons I have chosen a career in leadership development and coaching. There is no greater reward for a leader than to see the people around them grow and succeed. I am blessed!
I am very interested in helping my division develop and retain talent. Our bench needs to be full of talent and knowledgeable staff ready to move up!
It’s been my experience that leaders that don’t develop their folks are worried about being replaced by one of them. I had the good fortune of having a superior that taught myself and others that if you want to be able to take on a new opportunity you need to ensure their are others that can do your current duties.
Dan – have read your emails for a long time and this is the first time I’ve commented, … and because yes, all business is the people business. Where we are in the work we do is all about what Julie is about in the work she does. Thanks too for your work in this.
Needed this message today more than ever.
Finding development incentives other than promotions can be key in helping to se that need external goals.
I’ve worked in small companies or specialized departments almost my entire career. This has limited my “upward” mobility and that of my staff. There aren’t always places to go up in the org chart. That was frustrating to me for a long time until, through a discussion of the first edition of “Help Them Grow…”, the development and growth conversation was reframed to talk about developing in the work and responsibilities and utility to the organization rather than title. People get fixated on a title (I even fall into that trap too often). Real value is not in the title or the corner office, but in the work that you do and the impact that work has on the company, its customers and its community.
Dear Dan,
An interesting post with the right focus on what good leaders need to really do and how!
Leaders need to develop future leaders to sustain organization growth and stability. They should identify good potential talents and groom them with newer responsibilities as challenges. The necessary direction and guidance can be of help when needed. Moreover, every employee can be treated as an asset for his competencies and requires time-to-time encouragement and recognition. This can be easily be done by establishing good policies and processes to push people to perform and contribute well towards the organization growth.
“I don’t have time to develop my employees” means you’re a manager at best, but probably no better than a strong individual contributor. You make time for the things that you value, and if you don’t value your employees, you should consider why you’re in a leadership position.
Perfect message for today!!!!!
Brings to mind the classic quote from Henry Ford, “The only thing worse than training your employees and having them leave is not training them and having them stay.”
We were just discussing this in a strategy meeting. So important!
I love it – “Help Them Grow or Watch Them Go”…. My view is that my leadership skills are mostly in the left column of the chart, but a 360-degree review could prove otherwise.
This was an interesting post. I’ve been at a new organization for almost 7 months and my decision to remain here will probably be strongly influenced by development opportunities. Organizations must realize that it is less expensive to train and develop their current employees than to continuously onboard people. Organizations that are honest and have a growth mindset will jump at the opportunity to improve themselves and their employees.
Great reminder. I’ve had many great performers grow and move on to other roles in the organization. I find it interesting when receiving managers are surprised by the openness to move talent and transition quickly. If we don’t foster this growth culture, we risk losing them altogether.
The recurring theme of most of the management meetings I attend within my organization is the need to develop our staff better. We talk about it a lot but nothing ever seems to happen. The focus always ends up being tasks accomplished instead of people developed.
Thank you for highlighting an issue for so many! If I am not developing others, I am not a leader! I especially love the thought of treating each employee as an individual, and I would add that too many of us don’t know ourselves well enough to answer the question fully, so a developmental leader also has to help those they lead develop accurate and healthy self-awareness (which of course helps the leader develop the person too).
Thank you for sharing this! I would love the opportunity to read this book. As a new manager early in my career, I am working to improvement the frequency and quality of my development conversations, as I am still unsure of my own development path and haven’t experienced many development conversations to use as models.
Development is such an interesting topic. Leaders that are more on the left side of your chart, probably have less turn over, high production, less absenteeism, etc. but let’s flip this around to the employee side.
I hear people say they want “development” all the time.They expect leaders (and/or the company) to give it to them. Like they are entitled to this gift.
Development is not something you can give. It doesn’t come in a box (as far as I have found)
Those same people work on projects that I do and it feels they don’t recognize a development opportunity when it’s standing right in front of them.
Development is not just a course you take. I’ve seen many people in courses who change nothing after the course. They are there to get time away from their work.
I ask myself what would a real development-supporting leader looks like for me? (Learning to ask the right questions is one reason I read your blog. To me, you have nailed asking questions)
Development to me helps me become a better me. If that is making strengths stronger, working on weaknesses, learning skills needed to do a job, or skills that I want to learn, that may appear pointless to others in my role. (connecting “unrelated” dots is something I love doing).
A development-supportive leader is one that will talk with me not only about what I want to be, but also share what they see as my potential. Maybe they see something in me that I don’t quite see yet, or take for granted.
Then we would explore ways to get me to become an improved version of me that I want to become. Two keys: 1-we explore together, 2-I agree to wanting that development (that agreement is because I really want it, not just want it because my boss says I should. It is intentional).
Sometimes in all the hustle and bustle of working to get things done, work toward developing others seems to get lost. It’s so important for the growth of any organization. We preach a growth mindset…but what are we doing in support of it? Great reminder. I will be sharing with our leadership team and I look forward to some great discussion…and ACTION!
Again affirming that being a leader is more about the people around you than yourself. It’s a legacy effect and it’s important that senior leaders help develop the next generation to not only take their place some day, but to take the organization to the next level. Even if faced with challenges, it’s up to effective leaders to develop solutions. As a young professional development, opportunity and growth are more important to me than salary.
Good post Dan, this gets missed by so many leaders. I was fortunate that this was a strength of mine, meaning I felt strong when doing it and was the most rewarding part of my job. I even had a few team members comment that can’t I just accept people as they are without trying to improve them? Obviously I came on a bit strong for that person, but it was the start of a great conversation. It gave me a chance to be vulnerable and explain that was who I was. We ended up building a great development plan for that person who became an advocate for the effort with the rest of the team.
I think the term “servant leadership” fits in with this – how can we as leaders help others be successful – and even more successful than we are.
I think for some leaders they don’t know how to develop others. The definition of developing others is also tied into the culture of the organization; leaders need to be adept at navigating both. Collaborating with someone for the purposes of development takes time, energy, and commitment from both parties.
Really great concepts. This year my focus is renewed emphasis on employee development so this is extremely helpful.
In a small business sometimes we forget to develop people because it makes what we have always done their job and now so I need to find a new direction to lead. Would love a book to learn more about Help them grow or watch them go.
I feel that a lot of leaders forget this. I work with quite a few leaders/managers and its obvious those that focus on their people, and those that don’t ‘have time’ to do that. You hear and see it in the staff.
We have weekly leadership classes to encourage and help our employees find their passion whether it be with our company or another. When someone leaves us to pursue their dream/passion we have a celebration. “People truly foget what you said. They may forget what you did, but they will never forget how you made them feel.” Part of our 90 day reviews with our staff includes their personal goals and how we can help them to achieve those goals. So it’s about helping them to become the best person they can be.
I love word generous. Generosity with time, opportunity, and in spirit is the essence of seeing the value of others (and self) and providing opportunities for growth. I’ve never regretted giving my colleagues and direct reports my time and providing opportunities for growth and development!
Generosity is needed – people must think beyond their selfish interests. Thanks for the posting today.
I’ve had some good mentors and success in mentoring others but I tend to be less engaging if people give off signals they don’t want to learn and or grow. I think I have the quaities on the left but I’m not delevoping people consistently.
By putting your time in the development of others it eliminates the ability to use the excuse “no time”. By putting trust in people, you are able to maximize your time in self/ further people development.
Growing your business is growing the people.
I love this concept. I’ve seen so many fail to develop talent and leadership for fear of losing them or being replaced. Developing a Development Disposition within our organization would change the entire culture. Can’t wait to read this book!
Sounds like a great read!
Love to have this book in my portfolio. I key initiative for our company and myself is to enhance the way we develop our team members.
Insecure leaders will jealously guard their authority and information. Leaders who are confident in their abilities will teach, mentor, diode, support and champion their employees. You can’t do it alone. Recognize this fact, understand that your role as a leader… in fact your obligation as a leaders … is to develop your people. Make it about the organization, not you.
What prevents leaders from developing others?
…because they do not know how.
Leadership is giving, not sure that’s what is looked at on the resume.
This is what a future leader looks like. Someone who is selfless and knows that what we do is not “about me” concept. Being consistent with how you treat people and make decisions will always be in one’s favor.
People choose to follow leaders based on their actions. You can’t force someone to follow you. This would be a great book as I have 2 formal mentoring relationships and something I could use with both.
There’s a ton of comments already, but never hurts to try! Thank you for sharing – great points and helpful for new members of leadership. I love the third point sometimes the best “win” on coaching an associate is watching them grow (not go) to another department.
In addition to being an entrepreneur and running my biz Yokibics, I work as a volunteer member of a 3-person Leadership Development Ministry at my church. We are a congregation of open hearted people who pride themselves on our geneeous attitudes, but I find in leadership that many of the “how-tos” on hetting there are missing. That leads to the perception of stinginess, or a grudgingness to share authority, and causes great upsets among teams. Just as important as sharing is the ability to draw the line on complaints and interference in good governance – always a call for better communication and increased clarity.
Quoting: “Leaders with a development disposition bring a talent-driving temperament to all they do.” What a great phrase – “DEVELOPMENT DISPOSITION” … And, yes, leaders having employees definitely need to Consider until they understand that development of others’ capabilities to contribute AND then engage in development support (not management, certainly not dictation).
BUT everyone, repeat EVERYONE, should (I’d argue MUST) have a development disposition!!! Why shouldn’t they??? Ask yourself this question: What possible negative could emerge if I recognize and provide support in helping ANYONE become a better contributor to better lives – for others as well as yourself?
Whether you are a leader of a group, or if your emphasis is yourself and others with which you interact informally, a development disposition is or should be, IMO, a component of your Personal Servant Leadership (as I have labeled it and write about it)!!!
This was a helpful reminder to strive towards the characteristics emphasized on the left hand column rather than settling for those on the right because it would appease those in upper management. As a mid level manager, creating an atmosphere that fosters growth is always the goal.
Awesome book! Growth or go!
I liked the self reflection question “What prevents leaders from developing others?” If we forgo a need for training etc., we are left with leaders that build silos and go into self protection mode. leaders of this type rarely grow or push the envelope. They and their organization become stagnant. A development disposition will not only help the group but also reflect positively on the leader as they grow and expand as well. Thanks for the thoughts today.
Love reading all the comments, they are providing just as many hints and tips as the article. Your teams success is your success. Great reminder to start the day
Be the leader you would follow & the right dispositions will also follow:)
Develop others is something that takes passion and courage. The passion I have, so it was very easy to me to make sure my priorities in terms of my time with my team, building the relationship that allows to powerful conversions, honest and transparent. It is easy to give feedback constructive and build the development plans with them and help them to understand what it takes to go to the next level.. Normally the tough conversations happen, but not so tough if at the end both sides are in agreement, and the promotion will happen sooner or later.
The courage needed to develop people is also when the leaders have to admit that the skills developed are ok, but not good enough for the promotion. The courage to tell someone, this job is not the right fit for you, the best is to find another role. This is tough but needed. In this case both sides are not in agreement, but I believe it makes part of the process of develop others, and sometimes seeing what others are not reaching… yet.
Great post! Sad that so many are afraid to operate from the left hand column.
I think it would be a great read!
I’ve noticed that some leaders are hesitant to develop others fo fear that they would move on (whatever that means for them). I wonder if that would change if we saw development as an investment?
The concern that people will leave seems to be one of the main reasons why development may be lacking. I wonder if that would change if development was viewed as an investment?
Sounds Great !!!
I try and send to my team daily
I recently left an organization full of “right column leaders” and am now in a role where I have been given my first opportunity to manage a team. I am grateful that the impact of having my own career growth stalled did not stymie my own development disposition. As a new leader, it is so rewarding to watch others grow and develop and to know that I can have a hand in that growth.
I think point #3 is absolutely critical — thinking on an enterprise level and not myopically thinking only about one team/department. Making the investment in developing talent is good for the team/department in the short-run and good for the company in the long-run. I want to be known as a leader who challenged and inspired my team to grow into bigger roles.
Thank you so much for the great post today. Much needed.
Growth and development is so often a “competency” in many organizations and yet finding ways to actively invest in the Team Members continues to be a challenge for them. Great points here and I’m looking forward to picking up a copy of the book!
Growth and development doesn’t necessarily mean a formal leadership role. It could equal being a valued, sought after contributor to move your company forward. This is just as valuable, maybe more so, than being in management.
Awesome words to remind us of the importance of developing people, and the responsibility that we have as leaders in doing that–both for our benefit and the people who we serve. Thanks for this!
Co-creating success with your employees requires a leader that understands how to a safe environment. Would love to receive this book gift!!
Our department continually works on this aspect. It is something that sets us apart, but that also has required us to change our mentalities to abundance. A question that has also helped us mentor, teach, delegate, grow our teams is – When you are gone, who will be able to take your place? (By this we mean anywhere from a day to a week or even to the time when we change departments or leave the agency).
Well said. This is the environment that I strive for in my current position. I work in a company with 9 different major treatment plants. Skill, knowledge as well people skills goes along way. My goal is to make my work center an example. I am fortunate to work with a great team and if we can help anyone of them get promoted I consider that a win in my book!
I will like to have a copy of this. Thank you.
This can be a great tool.
I applied for graduate school today! My goal is to develop people who will drive the organization. I am excited.
That’s awesome, Amanda. I wish you well.