Skill Development is Not Optional
The Backbone of Successful Teams
As a manager with a team of diverse people, one of your most important jobs is making sure everyone keeps growing professionally. This is critical for those who want to move on to other roles as well as those who plan on staying in their current role.
This isn't just paperwork to check off—it's an investment in your team's future and your organization's success. Skill development - whether that means improving on current skills or developing new skills - is expected of everyone. It is NOT optional.
Why Skill Development Matters
Skill development does a lot of good for both your people and your organization:
It fights stagnation. Even for folks not looking to move up, staying current keeps them effective.
It keeps people engaged. Research shows that people care more about their work when they feel the company is investing in their growth.
It helps your team roll with the punches. Industries change fast, and development plans help your team adapt instead of becoming dinosaurs.
It shows you care about each person. Creating personalized plans shows you see everyone as individuals with unique potential.
Two Development Tracks: Advancement vs. Mastery
Many people think skill development is just about prepping for promotions. While that works for many, there's another equally valuable path: mastery.
The Advancement Track focuses on building skills needed for moving up:
Getting exposure to different departments
Building leadership muscles
Understanding the bigger organizational picture
Getting better at strategic thinking
The Mastery Track focuses on getting even better at what you already do:
Deepening specialized knowledge
Finding ways to improve processes
Helping newer team members learn the ropes
Becoming the go-to expert in your area
Both tracks bring huge value to your organization. The team member who's spent years honing their craft brings knowledge and reliability that's impossible to replace. Their development plan should honor that choice while still giving them new challenges.
Creating Effective Development Plans
1. Have real conversations
Sit down one-on-one specifically to talk about development, not during performance reviews. Ask things like:
"Where do you see yourself in the next few years?"
"What parts of your job get you excited?"
"What skills would make you feel more confident?"
Really listen to who wants to climb and who wants to master their current role.
2. Team up on setting goals
Work together to create 3-5 specific, measurable development goals. They should stretch the person but be doable within 6-12 months. For example:
For advancement-focused folks: "Lead two cross-team projects by fall"
For mastery-focused folks: "Create three process improvements that make the department more efficient"
3. Mix up development activities
People grow through different experiences:
Training and courses (20%)
Challenging assignments and projects (70%)
Coaching and mentoring (10%)
Make sure each plan includes all three instead of just sending people to training.
4. Build in accountability
A plan without follow-through rarely works. Include:
Regular check-ins (monthly works well)
Clear milestones
Tangible results to show
Celebration when progress happens
5. Connect development to business goals
Help your team see how their growth helps the company. This gives meaning to their efforts and helps you get resources for development activities.
6. Walk the talk
Show your own commitment to learning by sharing your development goals and progress with your team.
Common Roadblocks and How to Get Past Them
Roadblock: "I don't have time for development stuff."
Solution: Weave development into everyday work rather than making it extra. For instance, a challenging assignment can achieve business goals while building new skills.
Roadblock: Not enough money for formal training
Solution: Get creative:
Set up internal mentoring
Arrange job shadowing
Start a book club or learning circle
Find free or low-cost online courses
Watch conference recordings
Roadblock: Team members who resist creating plans
Solution: Figure out what's really bothering them, but also let them know this isn’t optional:
Worried they're not good enough: Emphasize that development is about growth, not fixing flaws
Been burned before: Start small and follow through to rebuild trust
Too comfortable: Gently point out the risks of falling behind as the industry evolves
Roadblock: Limited opportunities to move up
Solution: Reframe development beyond promotions:
Sideways moves that build new skills
Special projects that get people noticed
Becoming the expert that everyone consults
Mentoring others to build leadership skills
Roadblock: Different levels of ambition on your team
Solution: Create a team culture that celebrates both paths equally. Recognize excellence in current roles just as enthusiastically as promotions.
Making It Stick
Development planning often starts with enthusiasm but fizzles out. To keep it going:
Make it part of your regular routine. Schedule recurring conversations about progress.
Share success stories. When plans lead to visible growth, celebrate and spread the word.
Be flexible. Development plans should evolve as circumstances change.
Connect people with similar goals. Create learning buddy systems where possible.
Wrapping Up
As a manager, few things impact your long-term success more than developing your team. By creating meaningful plans for everyone—whether they're climbing the ladder or deepening their expertise—you build a more engaged, skilled, and adaptable team.
Remember that development isn't just about prepping people for what's next; it's about helping them become their best right now. When everyone has a thoughtful plan that fits their goals and strengths, everybody wins: the person, the team, and the organization.
What's one step you'll take this week to boost development planning on your team?