Developing your people – ‘must have’ or ‘nice to have’?

I hear a lot of excuses about why leaders fail at coaching and developing their people continuously and sustainably – daily operational pressure, difficult economic situation, financial constraints to the business, all hands needed on deck to cope with the workload, etc, etc

developing your people
They sound reasonable to you, do they? They are true enough for most businesses? They most certainly are. And if you are happy with a business that will decline over the mid – if not the short – term, you are very welcome to keep hiding behind them.

Should you be interested in playing a long term game and staying ahead of your competition, however, they completely miss the point and are irrelevant.

The mind set you create with a lack of empowering and developing your people who are supposed to carry your business forward towards long term competitive edge, will not get you there. Your people will find themselves other, more encouraging and rewarding (in a more than just monetary sense) employment. This might put you under pressure regarding delivering what you promised to your clients, with a stark effect on productivity and the bottom line. This will impact your ability to fund your growth, which will stump the growth….feeling the pain, yet?

So, how about rethinking your approach to coaching and developing your people? How about starting to see it as a must have that will give you a business that will sustain you and all your stakeholders in the long term?

How about putting time in your diary now to have development conversations with all your direct reports, and starting a dialogue about what they would like to achieve within the business? How they would like to develop? What are their ideas to push the business forward? How, together, you can come up with a plan that will align their development plans with the strategic goals of the company?

And how about finishing each of those conversations by putting another one in the diary for a month’s time and encouraging them to have similar conversations with all their direct reports?

Author: Nicole Bachmann