Leaders have the power to shape organisations' futures by creating environments where people take ownership of their development. This requires a shift in how we see our roles—from specialists to conductors—and a commitment to continuous learning and growth, writes Frans Campher.
Creating environments where employees feel empowered to take ownership of their own development is not merely a managerial task; it is a fundamental shift in how we view our roles within an organisation.
The first step is for leaders to fully embrace our responsibility as custodians of a continuous learning and development (L&D) culture. This begins with engaging in purposeful conversations with each team member. These conversations are vital in establishing a psychological contract that clarifies roles: while the employee is responsible for their career growth, our role as leaders is to support and facilitate that development within the flow of work. HR and L&D functions are crucial partners in this process.
In a world characterised by rapid technological and market shifts, our ability to support employee development is continually tested. Leaders who take this responsibility seriously will constantly coach and mentor their people. This means actively seeking opportunities to stretch our team members, encouraging them to innovate, and welcoming their ideas rather than becoming the bottleneck that stifles creativity.
To do this effectively, we need to regularly have quality, purposeful conversations with our people—at least quarterly. These discussions are not just about tracking progress; they are opportunities for reflection, learning, and identifying areas for continuous improvement.
One of the most significant challenges facing leaders today is balancing the need for immediate results with the long-term goal of continuous employee development. There is an inherent tension between demanding high performance today and investing in the development that will pay dividends tomorrow.
However, in my experience, the more we focus on daily development, reflection, and continuously improving our teams' mindsets and skills, the better the financial results we achieve. This is not a short-term strategy; it requires patience and a commitment to fostering intrinsic motivation within our teams. The quality of our conversations with our people will ultimately determine their engagement level and capacity for innovation.
Leaders need to undergo a significant shift in identity and mindset to create an environment where people take ownership of their development. I like to use the analogy of an orchestra to explain this. Imagine you start your career as a specialist, perhaps a violinist. Over time, you become the first violinist, leading a team of violinists. Your scope expands, but you remain a specialist. Then, one day, you are asked to put down your violin and pick up the conductor's baton. This requires a complete shift in identity. You are no longer valued for your individual expertise; instead, you are valued for your ability to lead others and ensure that the entire orchestra performs beautifully together.
In business terms, this means recognising that what got you to this point in your career will not get you to the next level. As leaders, our role is not to play the instruments ourselves but to ensure that our teams are engaged, motivated, and working together effectively. Our job is to ensure that their eyes shine with passion and enthusiasm so that our customers, stakeholders, and colleagues also feel that energy.
I've seen these principles put into practice successfully in several organisations. For instance, Takeda Pharmaceuticals has made quality conversations a cornerstone of their leadership approach. Their leaders regularly engage in purposeful dialogues with employees about their career development, helping them take ownership of their growth. This has fostered a culture where employees feel empowered to explore new opportunities and move within the organisation globally.
Similarly, APi Group, a building service and safety business, decided to make “building great leaders” their mission. Their commitment to creating a continuous learning culture has led to extraordinary growth, high employee engagement, and retention, as well as outstanding financial results. These organisations understand that by investing in their people, they are also investing in their future success.
Fostering a culture of continuous learning and development is not just about meeting immediate needs; it is about ensuring long-term workforce sustainability. The most significant human need is to feel seen, heard, and that our work matters.
Organisations that prioritise continuous growth and development through strong leadership create a more engaged, creative, and innovative workforce. It's often said that people don't leave organisations; they leave managers who fail to see and value them. By focusing on development, we can demand even higher levels of performance because our people know they are valued and growing. The result is increased engagement, retention, and performance.