The Power of Developing Teams
Posted by Mark Bennett on August 21, 2010
Ravi and I had just been discussing the question of values and culture, when I saw Kris Dunn’s post on Which Managers Are Responsible for the Reality of Your Culture? All it Takes is One Question…
What I liked most was that Kris captured not only how managers and their behaviors are the real indicators of values and culture, but that perhaps the single most desirable value sought by employees is “they’re looking for managers who seem to care about development of their teams.”
This is a really powerful statement. Developing teams is key in two ways. First, developing people helps them find the meaning in their work. Done right, it links their passion to achieving the purpose the organization has laid out. Second, you are developing all the members of the team, which helps them see how, as each member brings their increasing knowledge and experience to the team as they develop, they in turn increase the knowledge of every other member of the team as well as that of the whole organization. But there’s a lot to making this happen.
But I Do Develop People!
First, the notion of developing individuals is seen as a risky proposition. If you invest in the development of someone and they leave, you’ve lost your investment. If they go to a competitor, it stings twice as much. Of course, your best people will leave if you don’t invest in their development, so what do you do? One thing that can help make the development investment create a tighter bond between the individual and the organization is to focus on things the individual is passionate about. In other words, rather than simply roll out a plain vanilla development plan, or throw a generic catalog at them, or stick them in programs or assignments that are tilted solely to what the organization needs, spend time to find what really makes them tick and help them create a plan (and a backup plan) that meets both party’s needs.
I know + You Know = We Know More
Second, the actual team aspect of development is often overlooked and that’s really a shame. This isn’t about everybody on the team getting the same development; it’s about how unique individual development and team development are intertwined and can amplify each other as well as create more cohesive teams. Instead of everybody getting the exact same development and thus very likely seeing others’ development as potential competition, each person brings their unique development experience into a truly collaborative team environment. That is, each person shares and exchanges their knowledge and what they’ve learned. This has multiple benefits – each person feels and is seen as a source of valuable knowledge and teaching to the other team members and everybody in total learns more than if they had all gone through the exact same development. It give them a greater sense of identity. What’s more, in the very act of sharing knowledge with their teammates, each person learns more about their subject because of the questions they get as well as their desire to teach it well.
We really believe in the positive impact these values have on organizational performance and it’s great to see the survey data back it up. Thanks for sharing with us, Kris!
Photo by papalars