Encouraging Employee Ownership of Learning Paths

This week, I facilitated a manager workshop on how to grow and develop people and teams. One question sparked a great conversation: “How do you develop your people outside of formal programs?” It’s a great question. IMO, one of the highest leverage actions a leader can take is making small, but consistent actions to develop their people. While formal learning experiences absolutely a role, there are far more opportunities for growth outside of structured settings from an hours in the day perspective. Helping leaders recognize and embrace this is a major opportunity. I introduced the idea of Practices of Development (PODs) aka small, intentional activities integrated into everyday work that help employees build skills, flex new muscles, and increase their impact. Here are a few examples we discussed: 🌟 Paired Programming: Borrowed from software engineering, this involves pairing an employee with a peer to take on a new task—helping them ramp up quickly, cross-train, or learn by doing. 🌟 Learning Logs: Have team members track what they’re working on, learning, and questioning to encourage reflection. 🌟 Bullpen Sessions: Bring similar roles together for feedback, idea sharing, and collaborative problem-solving, where everyone both A) shares a deliverable they are working on, and B) gets feedback and suggestions for improvement 🌟 Each 1 Teach 1:  Give everyone a chance to teach one work-related skill or insight to the team. 🌟 I Do, We Do, You Do:Adapted from education, this scaffolding approach lets you model a task, then do it together, then hand it off. A simple and effective way to build confidence and skill. 🌟 Back Pocket Ideas:  During strategy/scoping work sessions, ask employees to submit ideas for initiatives tied to a customer problem or personal interest. Select the strongest ones and incorporate them into their role. These are a few examples that have worked well. If you’ve found creative ways to build development opportunities into your employees day to day work, I’d love to hear what’s worked for you!

YOU OWN YOUR CAREER If we have worked together, you have heard me say this before, and it is my ethos of Employee Development and Growth. While companies should provide the tools, resources, and support, the most meaningful growth happens when individuals take the lead. Your development is not limited to a performance review cycle. It’s the ongoing choice to seek feedback, explore new challenges, reflect on experiences, and remain curious. Here are a few practical ways to take charge of your growth: - Ask for feedback consistently, not just during review periods - Schedule regular time to reflect on what you’re learning - Seek mentors both inside and outside your organization - Say yes to opportunities that stretch your capabilities - Pursue skills that align with your future goals, even if they fall outside your current role - Set clear development goals and track your progress No one is more invested in your career than you are. When you take initiative, you not only accelerate your growth but also build clarity and confidence in your path. One of the most important shifts I’ve seen in high-performing organizations is when employees take full ownership of their development. What is a step you’ve taken to own your development? #Careers #LearningAndDevelopment #GrowthMindset #Leadership #ProfessionalDevelopment

I’ve seen leaders is work so hard at the employee's career that they don't have to! Then, the leader feels frustrated when the employee's performance doesn't improve or they show up unmotivated. It's time to put career ownership back in the hands of its rightful owner. The employee. As a leader, you have your own career to worry about and it's hard to do that if you are working on everyone else's career (this doesn't mean you don't support others, you right size the support.) Here are three ways to put career ownership back in the right hands: 1. Have your employee craft their own development plan based on their goals. 2. Encourage the employee to source their own learning, mentoring and development. Let them do the research and legwork. 3. When things get off track, instead of proactively making adjustments, ask them what they are taking action on to improve their performance or implement performance feedback. People tend to take accountability and action when they've come up with the plan and the solution. What other tips can help leaders offer support without taking over mental ownership of their employees' careers and performance?