Lead Like a Pro: The 3 Rules for Developing Others Effectively
So here you are, you have a business, you have a team, and now you’re the leader. Everyone’s looking to you for answers. In your experience, you may have been an expert in your craft, or maybe you were a leader of others. However, you think, “I really don’t know how to develop my team members.” Well, you’re not alone. Managing a team is one thing, but developing them is entirely different. To grow and develop your team, there needs to be a genuine connection. In our world, it’s not about command and control; it’s about care, understanding, a sense of belonging, and goal-oriented growth. What’s the difference? Well, we could go down a rabbit hole, but I’ll suggest you visit my blog on the difference between traditional leadership and today’s leadership (Breaking the Leadership Mold: From Misconception to Modern Mastery).
Let’s not get off track. As a leader, your number one goal is to develop your followers. No matter what kind of team you have—dishwashers, cooks, waiters/waitresses, mechanics, plumbers, police officers, troops, managers, executives—they all want some sort of development, whether you or they know it or not. As humans, we desire to grow in some sense or fashion; there needs to be opportunity for growth.
“Okay, well, how do I do this?” Well, we can do this by giving feedback, having regular check-ins, leading by example, coaching (e.g., listening to understand [not telling]), and so forth. Maybe that sounds easy, but to be frank, doing it is much more difficult. So… how do the best leaders turn followers into effective leaders? Let’s out in the next few minutes.
Rule Number One: Change Your Mindset
A friend once told me, “When my people start doing better than me, I’ve done my job.” Most people have an ego when they are the leader, and it’s hard to get over. Even if you try to keep the ego in check, the ego emerges like a dog hearing a bag of chips open. Suddenly you’re blurting out advice, thoughts, and opinions. I mean, hey, you built this business/team; why don’t you deserve some respect?! We think we should be smarter or more efficient and productive than our team members. Well… that’s just not possible after a certain point. Our ego is tricky because sometimes we don’t realize we have an ego. The leader I quoted does a great job of setting their ego aside to develop the most effective followers. Having an ego-driven mindset limits how much your followers can develop. In fact, it stifles them. It tells them, “My boss knows all, so I shouldn’t put the time or effort into developing myself because my boss knows more than me.” Therefore, making you feel frustrated. Why? Because your team isn’t taking initiative! Why? Because they’re waiting on you…
However, changing your mindset and eliminating your ego can create an unlimited amount of potential for your team. Essentially, you are opening the gates of development for your followers. You give them all opportunities to be the best team members and, therefore—the best leaders they can be. My friend did just that. Even with people who were not considered his own, he still led them in a way where they could far outperform him and put jealousy aside.
Rule Number Two: Ask for the Truth (just be you, with justification)
Notice how I said “ask,” not “tell” the truth. This is the hardest part for most people. It may sound easy, but in fact, it can be tricky. You might feel like you’re hurting others' feelings by asking probing questions, and therefore, you hold back on what the truth really is. So how do you get over this? Instead of focusing entirely on how they will feel or react, consider the growth opportunities if you are curious. What makes them want to behave the way they do? What’s behind their decision-making? What motivates them? What’s causing them to hold back? If you’re not asking questions around the truth, it will actually inadvertently hurt your ability to problem-solve in the future. When you aren’t curious, you limit a team’s full potential. Why? Because you’re not opening up the opportunity to problem-solve. This…is where those hard conversations need to happen.
“Okay, Evan… I’m busy; when do I have these conversations?” Well, don’t overthink it. If you pay attention, most of these behaviors or emotions appear in passing or real time. This is the opportunity to ‘be curious.’ Ask, “What do you think would work better?”
If you have regular check-ins with your team (which, by the way, you should, at least quarterly), this would be the best time to have these conversations or during some sort of performance review. Depending on how often you have your check-ins will influence your ability to ask probing questions or provide constructive feedback. Why? Because it all depends on rapport, and rapport is only built on the number of genuine conversations you have with your team members. SO, if you’re distant from your team (e.g., never leaving your office, separated geographically, or don’t create some sort of connection), you will not be able to build rapport.
Rule Number Three: Let Them be The BOSS
Having a team means you’re the boss, right? Technically, yes. Let me ask you this. Do you want positional authority to determine your worth as the ‘boss’… or your ability to lead and develop others to determine your worth? Regardless, you have all the tools your team needs from you, whether you know it or not. Leaders ask me, “How do I develop my followers?” my answer “Let them do your job.” Obviously, you won’t put them in charge of large responsibilities, but you start small. It’s called a secondment; let me explain. How someone learns is broken up into three categories, 70-20-10. 10% is done through training, such as reading this article, attending a college class, course, etc. 20% is done through conversations, such as a coaching conversation. Lastly, the largest piece is done through doing, such as taking on responsibilities (aka—secondment). Let’s pause for a moment.
“So Evan, you’re telling me, if I ask my team to do something for me, they’ll learn the most?” YES! I’m not devaluing schooling or coaching or listening to podcasts, but doing versus absorbing information always wins. Why? Because our brains retain more information when we are actively involved, not when we are passively learning. This is why it is called the 70:20:10 rule and why so many professional organizations have adopted it. The best part is that it’s cheap and efficient. You give a team member a task; they execute it to the best of their ability, you provide feedback, and they learn. Verses sending them to formal education where they’re gaining (at most) 30% of their learning ability. So, what am I saying at the end of the day? Delegate.
Within that 70%, they learn from what went well, what didn’t, and what could be improved. In the 20% and 10%, they’re learning and thinking but aren’t necessarily thinking about applying what they’ve learned.
Think about putting your team members in the 70% category. Your team's development is mostly your responsibility. When you give them anything and everything they need, you change their mindset and align them to your overall goals. Remember, you are their leader and, therefore, their guide to walk them down the right path. When they make mistakes, it is your responsibility to mentor, coach, and give them feedback to make sure they are on the path to success.
Let’s review
Developing others is not a simple checklist; it’s a continuous and intentional process. As a leader, the most impactful steps you can take are shifting your mindset to prioritize your team’s growth, fostering open and truthful communication, and empowering your team members to take ownership and learn through experience. By following these principles, you don’t just build a team—you cultivate future leaders who can carry your vision forward, even when you're not there.
Remember, developing others isn’t about having all the answers or being the smartest person in the room. It’s about being the guide who supports, challenges, and inspires your team to reach their full potential. When you invest in the growth of those around you, you don’t just transform them; you transform your entire organization.
Ready to take the first step?
Start by assessing your own leadership approach. Are you empowering your team to lead, or are you holding them back with command and control? If you're ready to become a leader who truly develops others, subscribe to my blog for more insights, or reach out to schedule a consultation on how you can implement these strategies within your organization. Let’s unlock your team’s potential together.
Did this article challenge you on your own leadership skills? If so, how? Let’s chat and let me know!
