The Value of Developing Others

What differentiates a great manager from an average manager? There are hundreds of books, articles and studies published each year that define the must-have qualities of a good manager. But when it comes to the day-to-day actions and interactions that set apart great managers from the rest, the details can be a bit sketchy. While management styles can differ, the one thing that exceptional managers do is treat each person in their team as an individual. They spend time getting to know the unique person in front of them, their quirks, eccentricities, and hidden abilities. By understanding how each team member ticks, great managers can maximise on their strengths, benefiting the individual and the entire team.

Why Developing Others is Important

Taking a tailored approach may seem like a lot of work but capitalising on the uniqueness of each team member returns immeasurable dividends. When people feel appreciated for who they are, they are more likely to think creatively, take more ownership and excel in their role. When people feel appreciated, they are more likely to value the contribution of others within the team. It’s not only the individual and the team, but the organisation as whole that stands to gain. Here are some benefits that arise when great managers focus on developing others:

1.     Enhanced Performance:

When a manager understands the unique strengths of their team members, they can harness these distinctive abilities to allow that person to shine and grow. Benefiting the individual and the team.

2.     Boosted Morale and Engagement:

When people are valued for who they are and the skills they have it increases job satisfaction and morale. This leads to more engaged employees who are enthusiastic about their roles.

3.     Adaptability and Flexibility:

A well-developed team can better adapt to the dynamic nature of the business environment, including changes in technology, and evolving market demands.

4.     Empowered Decision-Making:

Focusing on individuals makes people more accountable. Employees feel empowered to make better, more informed decisions that align with the organisation’s goals.

By taking the time to appreciate what drives each of your team members, managers demonstrate a genuine recognition of every individual's unique value. This deepens trust, fosters understanding, and ignites collaboration, leading to stronger team dynamics.

The Ripple Effect of Positive Contribution

Countless management books are devoted to outlining the qualities and traits of good managers. However, amid tight deadlines and demanding meetings, even the best-intentioned managers can make mistakes. The distinction of a great manager lies on making the leap from theory to practice by developing the skills and putting in the groundwork.

Introducing the Contribution Curve - a management and leadership competency framework that offers invaluable insights and guidance. This framework empowers managers and their teams to become top contributors within their organisations. The Contribution Curve consists of five levels, each representing an ascending level of managerial proficiency. As managers ascend the curve, their impact on the organisation's success amplifies. With their growing ability to make a positive difference, both they and their team flourish.

Developing Others Capability at the 5 Levels of Contribution

Reacting:

The reactive manager understands the importance of equality, diversity and inclusion in the workplace. When it comes to providing feedback to individuals on their team, it’s very much on the task at hand. Development plans are functional and short-term, like suggesting an Excel training course.

Controlling:

The controlling manager is investing their time and efforts in recruiting, retaining and developing a functioning team. Their focus is on having the right person, in the right role, at the right time. They are good at giving performance feedback, not just task-based, and holding open conversations about resilience, well-being, diversity, and inclusion. Providing coaching and mentoring to their team members is high on their list of priorities.

Directing:

The directing manager is a role model in both giving and receiving feedback consistently, turning every experience into a learning opportunity. They not only analyse successes to replicate them but also gather insights from mistakes. By embodying resilience and promoting well-being, they prioritise a balanced work-life for themselves and their team, ensuring everyone understands and adopts recovery mechanisms if they become overwhelmed. When it comes to succession planning, the directing manager is an active contributor to departmental talent strategies, ensuring seamless succession planning.

Facilitating:

The facilitating manager knows the power of coaching and influencing their peers, and even their seniors, to align with the organisation's vision. Though advising senior management might seem daunting, these managers recognise where they can offer valuable insights and help resolve organisational problems. They are future-focused, identifying and nurturing deputies and potential leaders within their teams, even if it means those individuals might one day surpass them. This selfless dedication benefits the individual and the organisation but is also fulfilling for the manager. It is part of the vital role the facilitating manager plays in contributing to organisational talent planning strategies, and championing effective succession planning.

Leading:

Leading managers go beyond coaching within their organisation, extending influence into the broader industry ecosystem. Recognising that a healthy ecosystem benefits all, including competitors, they champion nurturing talent across the sector. By collaborating on initiatives like university apprenticeships, PhD programs, and training schemes, they ensure the industry's sustainability. Their focus is a selfless one: prioritising the success and well-being of the entire system over individual gain, always asking, 'How can I further contribute to the greater good?’.

Ramp up contribution in your organisation

Contribution is about more than a person’s individual performance, it’s a reflection on how people think and behave to achieve the organisations goals and objectives.

We have helped many organisations to increase the amount of contribution they make towards achieving the company’s vision, mission and goals. Why not get in touch to find out more and see how our Contribution programme can help your organisation?

Management Development Programme

A capability diagnostic and growth plan for your managers:

Our Management Development Programme has helped many of our clients to transform their management and leadership capability by building the contribution of each of their people. This has enabled organisations to fulfil their purpose, make an impact and achieve sustained contribution, value, and success.

Take a look at our programme and find out how we can help your organisation.

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