Developing people is tough, time-consuming and taxing, but as a leader it is absolutely one of the most important and mission critical tasks you will ever do. People need development. People develop people.

#1- See the need and the potential in the person, before the production. People need development. Productivity takes time.  Development is different than growth. Growth is what you see, development is what you don’t see. Production is what you see, development is what you don’t see. If you are looking for quick fixes and quick growth, you will not succeed for very long in truly developing those around you. You must train yourself to look for the potential in those around you. This is why the NFL, NBA, MLS and MLB spend so much money on scouting, tracking and drafting people with potential. They believe in their system, they can unlock the potential of the one they drafted. You must see the need and the potential.

#2 – Development takes time– relentless, intentional time. You cannot and will not develop people quickly. People are complicated locks that take time to unlock. If you want to develop others for long term success then you have to be in it for the long term. So if you are the one being developed or the one doing the developing, you must surrender your time. This is super hard to do, because we want to value our time. In the development of others, the greatest gift you can give is the undivided, availability of your time. When you give undivided time in the development process you are saying one thing loud and clear: “you are important.” When people feel valued they open their ears, their minds and their hearts.

#3 – Build real, personal relationships. Authenticity is critical in developing others. Initially, with most of those you are developing they will project an image and a persona that they want you to believe in. Your job as a developer is to unmask the one you are developing. Sometimes, masks come off easy, often they take much longer. Masks are signs of pretending and pride. Proud pretenders make terrible people developers.

#4- Teach principles, not performance. Anyone can put on a show. Anyone can interview well. The test of development does not come when you are on stage, but when you are off stage. The test of development comes through adversity, isolation and problems. Principles are timeless truths that guide choices, thoughts and behaviors. Performance is a reaction to a stimulus or a script to be followed. In developing leaders, there is no script. But, there are principles. That’s why a performance may feel powerful for a moment, but it doesn’t last. Principles are powerful, because they last and can be applied in any situation or any circumstance. They give guidance for uncertainty and when there is a lack of clarity. If one thing is for certain in the information age, we have more information with poorer decision making. Thus, we must instill, pound home and chisel timeless truths into the lives of those we are developing. Don’t be afraid to say the same things over and over again–repetition is the key to mastery.

#5 – Set Expectations and clearly communicate them. This is where many leaders go wrong, they assume before they truly set. Assumption leads you to die a slow, frustrating death. Leaders must never assume that those they are developing “get it.” If they “got it” you wouldn’t have to keep repeating yourself or spend time developing them. They don’t get it. That’s why you must set expectations, clarify them and set them again. You must coach, train, develop to the expectations. This is the responsibility of the leader to clearly communicate. The burden of proof regarding setting expectations and communicating them are on the leader, not the one be developed. Now, if they refuse to listen, that is an entirely different story and clearly they are not willing to be developed.

#6 – Release real responsibility into their hands. At some point you have to take the training wheels off the bicycle and let them fall. Now, you must do it in a controlled environment where you have already calculated the risk and set in place contingencies. If you really want to see your team develop, then allow them to fail. This is where all of the helicopter parenting and helicopter education is not helping produce and develop stronger leaders.

Failure is a valuable learning tool. The idea that no one is allowed to fail is simply not only not helpful, it is simply not even true. You don’t build and develop people by shielding them from the consequences of their own failure. Allow them to own their own results. The world is in a “blame anyone but me” mode. This is the environment we live in and develop in. An environment where failure is always someone else’s fault. But, often it is not.

Failure, if approached the right way, builds confidence. David stood and faced Goliath, not because he was Goliath’s equal or because he had more confidence in his ability (although he had great confidence in God), stood there because he had already killed a lion and a bear. And the reason he had killed a lion and a bear is because his father had given him real responsibility to protect the sheep. Jesse, David’s father, knew exactly the dangers his son would face, but he prepared him for danger. He didn’t hide him from danger. Those you are developing need to face the pressure of failure under your protection.

The Law of the Leash: Responsibility

Responsibility is a like leash. When the dog is young and disobedient, but full of energy, the dog needs a short leash. All the dog wants is off the leash. However, the better trained (more responsible) he becomes, the more leash he gets, until he doesn’t pull and jerk you around. Eventually, he graduates from the leash altogether. See responsibility as a leash. Don’t unleash undeveloped leaders, but increase the leash. Eventually, as they demonstrate results that accompany responsibility, take off the leash. But, give more leash, before you take it off completely.

The Law of the Leash: if you are responsible you get a longer leash, if you are irresponsible you get a short leash.

#7 – Above all, hold them accountable. Now, then, this is where accountability comes in. Responsibility demands accountability. This is the least fun, but most impactful part of developing others. This is where great people developers stand out among their peers, they are willing to hold others accountable in the development process. If the results don’t meet the responsibility, reasons need to be examined. There may be some legitimate reasons why the results are lagging. But, never accept excuses. Allowing those you develop to give excuses hinders the development process. I tell my team all the time, “You can be part of the problem or part of the solution, but never both.” Excuses are always part of the problem.

Many people in your organization say want more responsibility, but, what most of them are after is really more authority 0r perceived freedom. They want more power. Most of them cannot handle more responsibility and the accompanying authority that goes with it. The reason you must hold those you are developing accountable is because you have given them more responsibility with authority (power). If they are not using their power correctly, then you need to correct them immediately. This is why “promotion” should follow more responsibility, not precede it. As authority increases, so too must accountability. Far too often, I see more authority given to people followed by less accountability. This will never develop a person well. It will create a tyrant, a boss or a dictator, but never a leader.

What does accountability look like? Well, if the results are lagging and the responsibility understood, then corrective action (pain) needs to be introduced. Pain is an incredible motivator for principled, honest people. This needs to be a private conversation to begin with. Expectations need to be examined and questions asked. Evaluate the one you are developing by their responses. Sometimes, communication was lacking, materials unavailable or extenuating circumstances outstanding. But, when it is not those things, then there must be correction. Make sure the correction fits the consequence. Don’t be too light or too severe. Be measured.

Developing people is a high calling. It can be really frustrating, but even more fulfilling!

(c) Alex Vann, 2018