Can I Develop My Leaders?

One of my clients exemplified this perfectly. They listed “We support each other” as one of their core values—and they lived it. Their leadership team embraced this ethos, consistently evaluating its members against the principle of “Right Person, Right Seat.” Each leader not only fit the company’s core values like a glove but was also deeply committed to the company’s goals.

Two leaders stood out during this process. The first, a warehouse manager, had been with the company for 17 years. He started as a sweeper and worked his way up to managing two warehouses. However, his role had never formally included managing the pickers, loaders, and other warehouse staff. The second, a sales manager, was a phenomenal salesperson, regularly hitting her numbers. Yet, she struggled to manage the broader sales team.

The leadership team recognized these challenges and faced a choice: replace these leaders or invest in their development. Staying true to their core values, they chose to invest.

The company sent the sales manager and the entire sales team to a local sales trainer. This wasn’t just about improving her individual skills—it was about aligning the entire team around a shared sales process. With newfound clarity and management tools, the sales manager flourished, proving that she was capable of leading her team all along.

The warehouse manager’s path was equally transformative. When the leadership team asked if he wanted to improve his management skills, his enthusiasm was palpable. They enrolled him in an MBA program at a local university, covering the costs. This investment not only enhanced his ability to manage his team but also demonstrated the company’s belief in his potential.

These efforts paid off in ways that extended far beyond the individual leaders. As trust grew, so did openness across the leadership team. Leaders felt safe asking for help, admitting mistakes, and providing honest feedback. Meetings became more collaborative and solutions-focused. The culture shifted, and the team began to truly work as one, designing decisions that aligned with their collective goals.

Focusing on What People Want

Great managers understand that you can’t simply “get people to do what you want them to do.” True leadership involves finding out what people?want?to do and helping them achieve it.

I once worked with a company struggling with customer service issues. After a training session, Mark, one of the managers, approached me with a question about his star employee, Alex.

Alex was the best customer service representative Mark had ever seen. He could turn even the angriest customer into a loyal advocate in just 15 minutes. Naturally, Mark wanted to retain Alex for as long as possible.

During a quarterly conversation, Mark followed my advice and asked Alex about his future goals. Alex surprised him by saying, “I want to be a hairdresser.”

Mark was stunned. His immediate instinct was to figure out how to change Alex’s mind. He asked me, “How do I convince him to stay?”

My answer was simple: you don’t.

“Mark,” I said, “you have two options. First, you can fire Alex now and lose his help immediately. Or, you can help him become a hairdresser. If Alex believes you’re invested in his future, he’ll likely give you his best work during his remaining time with the company.

“In the meantime, start recruiting someone to take Alex’s place. Use him as a model—find someone who shares his strengths—and ask Alex to help train his replacement.”

At first, Mark hesitated, but he quickly saw the wisdom in this approach. By helping Alex achieve his dream, he ensured Alex’s productivity remained high and created a smooth transition for the next person in line.

Mark learned an invaluable lesson:?a great manager helps people achieve their goals, even if it means they eventually leave the team.

The Ripple Effect of Investing in People

The outcomes of these stories reveal a deeper truth: investing in your people doesn’t just develop their skills—it transforms your organization.

When leaders feel supported, they become more confident, open, and collaborative. They trust their team and their managers, creating a culture where mistakes are learning opportunities, not punishable offenses. And when trust is present, teams align more easily, designing solutions that move the company closer to its goals.

Developing leaders isn’t about control or compliance—it’s about belief. It’s about seeing potential, supporting growth, and trusting that when you invest in people, they will rise to the occasion.

Can you develop your leaders? The answer is a resounding yes. The real question is,?will you take the time to do it?