Developing Team Potential

Connect learning to your work

A practical place
to begin.

Notice capability that routine work can hide

A person's current responsibilities do not reveal everything they can contribute. Some strengths remain unused because the work is allocated by habit; others are difficult to see when a manager answers every question first. This program explores how to recognize useful capability and create development opportunities that fit both the person and the team's real work.

Start with observed behavior rather than broad labels such as talented or high potential. What does the person do that helps others? In which situations do they show curiosity, judgment or persistence? Use those examples to open a conversation about the responsibilities they want to explore. Interest and readiness should be discussed, not assumed from a manager's first impression.

Design a stretch with support

Consider an illustrative colleague who regularly helps others understand a complicated process but has never led a cross-team discussion. Asking them to coordinate a small review could create a useful development opportunity. Before handing it over, clarify the purpose, the people involved, the decisions they can make and the support available if the conversation becomes difficult.

Practice distinguishing a stretch assignment from simply adding more work. Identify what may need to move out of the person's current workload and which errors would have serious consequences. A learning opportunity should have room for practice and feedback while respecting the responsibilities the person already carries.

Make space for another person's thinking

Explore how your own responses influence participation. Finishing an idea for someone, offering the first solution or stepping in too quickly may reduce the chance to see their reasoning. Practice asking about options, evidence and next steps before deciding whether advice is needed. This does not mean withholding essential context or leaving people unsupported.

Review development through actual experience

Prepare a follow-up that connects the assignment with the capability being developed. Ask what the person noticed, which decision was difficult and what they would try differently. Use those observations to choose a next opportunity rather than rushing to a permanent label about ability. Bring a development conversation or delegation situation to your request so that the program can focus on the choices most relevant to your team.

Practices to develop

• Describe a person's useful capability through observed behavior and discuss where they would like to develop it.
• Design a stretch responsibility that includes appropriate support, a realistic workload and a way to limit consequential errors.
• Prepare a review that examines the person's reasoning and learning rather than judging only whether the assignment was completed.

Topics to explore

Your learning focus.

Start where you are

Who it’s for.

Managers supporting employee growth

Bring a workplace situation you want to approach differently. We can discuss your experience, priorities and the support that would be useful before agreeing on delivery.

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