We give new managers a title, a team, and a set of targets.
Then we call it a leadership development plan when we tell them to figure it out.
Clear expectations and practical tools should come BEFORE we measure their success.
A company can grow faster than its managers.
Headcount increases. Complexity increases. Expectations increase.
But leadership capability doesn't automatically increase with any of them.
Growth requires developing the people responsible for leading it.
Companies say they don't have time to develop managers.
But they have time to deal with turnover, poor performance, and disengagement.
Manager development isn't taking time away from the business. It's how you make the business better.
The pressure to make decisions quickly can push leaders toward the wrong answers.
Dr. Ali Atkinson calls her approach “Deliberate Doubt”—interrupting certainty with curiosity before acting.
A good instinct can survive one thoughtful question.
New Leading Through Growth episode out now.
On the latest episode of my podcast Leading Through Growth, I asked my guest Nick Reich if his ideas around having a “people first” culture would create an environment of low or even anti-accountability.
His answer reminds us that the answer is often “AND” and not “OR”.
Take a listen…
Can you build a high-performing team without burning people out?
Nick Reich believes you can.
And he makes the case that putting people first isn’t just good for employees. It’s good for business.
In this week’s Leading Through Growth, we’re talking about:
- Lessons from building a state championship basketball program
- High expectations AND genuine care
- Accountability without sacrificing connection
- Building teams that deliver sustainable results
This conversation challenges what it really means to put people first.