Title: Developing Others (Leadership Competency) | LEADx
Headings: Developing Others (Leadership Competency)
Developing Others (Leadership Competency)
Leaders Skilled in Developing Others
What Prevents the Ability to Develop Others
Self-Coaching Questions on Developing Others
Tips for Developing Others
Example Goal Statements for Developing Others:
Developmental Action Plan for Developing Others
Additional Point for Thought
Suggested Additional Resources
Suggested Internet Search Terms

Content: The less effective of leaders in organizations are typically less well-developed in their management philosophy and are less organized more generally, leaving them in a mode of operating that is focused on meeting immediate daily needs. Under such management, staff attrition, especially of talented employees, is predictably high. They do not embrace their opportunity to achieve more by helping others advance toward their personal goals and, by doing so, better serve the long-term growth and other interests of the business. The most effective leaders normally understand the need for ongoing employee development and prioritize it. Leaders Skilled in Developing Others
Recognizes development of existing talent as an important priority
Promotes an aspirational culture of eagerness to develop and use increased skills
Provide clear feedback on progress
Provide guidance throughout employees' developmental processes
Employs a variety of activities and approaches to employee development
Encourage employees to take on more challenging assignments
Are always scouting for new developmental opportunities for team members
What Prevents the Ability to Develop Others
Lack of understanding of staff development as a critical management responsibility
Sense of being overwhelmed with immediate workloads
Lack of understanding of the importance of personal development
Lack of interest in team performance excellence, have a bureaucratic mentality
Unawareness of available development resources and opportunities
Narrow and excessive focus on developing only a very few employees
Over- or under-estimating individuals' raw developmental ability
Poor choices of development methods
Failure to recognize that workers want and need development opportunities
Fear of competition from talented employees
Poor skills in employee training and development
Ignorance of the value of developing others to one's own performance
Lack of courage to assert feedback on development progress
Insufficient patience with the development process
Self-Coaching Questions on Developing Others
How many employees have you actively helped develop for roles with increased responsibility? Which of your employees have strong management potential, but whom you have not yet begun to help to increase their skills and opportunities? Who is currently working with you to help you further develop your own company and industry knowledge and leadership skills? How much total time do you spend on general staff training and performance enhancement presentations, discussions, dissemination of informational and developmental materials daily, weekly, monthly, quarterly, yearly? Tips for Developing Others
Do a bit of coaching daily, by helping employees figure out approaches to elusive solutions, save time, reduce wasted steps, learn more advanced techniques, manage time more efficiently. Build employees' confidence by helping them increase the efficiency of their execution of tasks and communications skills, and assign new challenges that allow them to apply what they learn.