How Busy Managers Practice People Development

You hire the best, but the best can always get better. All organizations are in the people development business.

People development is the heart of organizational development.

People development is the heart of organizational development. Image of a woman construction worker with thumbs up.

People development is:

  1. Equipping people to do things without you.
  2. Cheering and affirming more than correcting.
  3. Respecting and maximizing potential.
People development puts an end to incompetence. Image of a fragile egg.

10 reasons busy managers care about people development:

  1. Values. People matter.
  2. Multiplication. Develop people who can develop people.
  3. Capacity. Expand contribution.
  4. Efficiency. Develop people to the place where they need little oversight.
  5. Agility. Keep up with changing environments and new technology.
  6. Aspiration. Good people care about personal development. Provide development opportunities or they will go where they can get it.
  7. Potential. Bring out untapped potential. The person you hired can contribute more than you expected.
  8. Productivity. Everyone feels good when they’re productive.
  9. Fulfillment. It feels good to help someone make greater contribution. You’re a despot if holding people down is enjoyable.
  10. Innovation. Learning enables innovation.

In an unpredictable world people development is essential.

The greatest leadership ability is the ability to develop others. Image of a bridge arch.

Giving direction as a form of people development:

#1. Competence and giving direction:

Giving direction is development when you speak to ignorance, inexperience, or lack of skill.

Over-direction produces lack of initiative. Why bother taking initiative if you’re going to tell everyone how to do their job.

You prolong incompetence when you give unnecessary direction to competent people.

#2. Goal of giving direction:

Giving direction is development when the goal is to stop giving direction.

You might feel important when you give direction, but you’re successful when you don’t have to.

Questions for managers:

  1. How can you work yourself out of some aspects of day-to-day work?
  2. How can you work yourself out of repetitive tasks?
  3. How can you do things that can be done only by you?
  4. How can you become the dumbest person in the room?

How might busy managers practice people development?