Preparing people for more.
WHY IT MATTERS
Capability must exist before it is needed, and it takes time to build.
WHAT DEVELOPMENT DIFFERS FROM TRAINING IN
Training addresses the current role; development prepares for a future one.
WHAT TO ESTABLISH
Which roles you will need filled Who could fill them What they would need
WHAT TO ASSESS
Capability, and interest.
WHY INTEREST SEPARATELY
Capable people who do not want a role perform badly in it.
WHAT TO ASK
What they want to be doing.
WHY ASK DIRECTLY
Assumptions about ambition are frequently wrong in both directions.
WHAT DEVELOPMENT LOOKS LIKE IN PRACTICE
Additional responsibility, gradually Deputising during absence Leading a project Exposure to parts of the business they do not see Working alongside someone more experienced
WHY REAL RESPONSIBILITY MATTERS MOST
It is where capability is actually built and tested.
WHAT TO PROVIDE ALONGSIDE
Support, and permission to make recoverable mistakes.
WHY
People cannot develop while being protected from every decision.
WHAT TO AVOID
Promising advancement you cannot deliver Developing people and giving them nothing to do with it
WHY THAT SECOND POINT
It is the fastest way to lose them.
WHAT TO ESTABLISH
What opportunity exists, honestly.
WHAT TO DO IF THERE IS NONE
Say so, and let them decide.
WHY
It is more respectful than false encouragement.
