As the calendar year comes to an end, you’re either looking for ways to spend the rest of your development budget, or you’re planning on how to use it next year.
If you don’t have a budget set aside for development, then make sure you get one next year! If it’ll help, consider sharing this article with your boss. After all, leaders are learners, aren’t they?
But what if you’re the one approving proposals for development?
What if you’re the one who sets the budget? Have you ever considered that the types of proposals coming in, the amount given to each team member, and how your team looks at development reveals a lot about your culture?
If you’re leading a team, here’s the tension that you face as it relates to development:
On the one hand, if you develop your people, they might outgrow their job, realize the weaknesses on your team, and/or now have a new set of skills that’ll set them up for another role somewhere else.
On the other hand, if you don’t develop your people, their performance can stagnate, they might not innovate, and you’ll essentially be cultivating a culture of mediocrity, maintenance, or at best, incremental growth.
So what are you to do? To develop or not to develop?
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