How to be a Damn Good Developmental Manager

How to be a Damn Good Developmental Manager

Have you ever worked for a manager that consistently helped you learn new skills and develop? A manager that took an interest in your career, challenged you to be your best, and believed in your potential to grow?

That’s the kind of manager that most employees want to work for. And if you’re manager, that’s the kind of reputation you should aspire to have.

Why? From a purely selfish perspective, when you develop your employees, they get smarter, more productive, improve their performance, and ultimately, make you look like a genius. It helps with recruiting and retaining the best employees, allows you to delegate so you can focus on what you’re being paid to do, or even take a vacation now and then.

Most importantly, it’s rewarding. It’s what leadership is all about – making a difference in the lives of others.

Most managers have good intentions – they want to be known as a developmental manager – but there’s often a huge gap between the “should do” and the “do”. In many cases, managers just don’t know how.

Here’s how:

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