Why Leaders Struggle to Develop Their Teams

Hint: It's Not a Lack of Motivation

Most managers want to support their team’s development. They know that coaching, feedback, and leadership opportunities are essential to keeping people engaged and growing. But despite the best intentions, development often ends up on the back burner. Why? It’s not a lack of motivation. It’s a mix of pressure, uncertainty, and limited support.Between hitting deadlines, putting out fires, and managing competing priorities, it can feel like there’s never enough time or clarity to truly invest in someone’s growth. Even the most well-meaning leaders find themselves stuck in a cycle of short-term execution—leaving long-term development for “later.” But “later” rarely comes.

• Managers aren’t sure what “good” development looks like.
  Many leaders are promoted based on performance, not coaching skills. They're told to develop others but given little direction on how to actually do it.
• There’s pressure to deliver over develop.
  When KPIs and quarterly results take precedence, people development feels like a nice-to-have—until turnover and disengagement become impossible to ignore.
• They fear doing it wrong.
  What if they give bad advice? Overstep? Say the wrong thing in a development conversation? The fear of mis-stepping can lead to doing nothing at all.
• They’re overwhelmed.
  Even experienced leaders can feel like they’re juggling too much. Without simple, effective tools, development can feel like “extra” work instead of the work.

• A well-placed coaching question during a check-in
• A few minutes of reflection after a project ends
• A quick conversation to align on career goals
• An honest piece of feedback that opens up new awareness

What matters most is consistency—and confidence. When managers have the mindset, skillset, and support to make development part of how they lead every day, small moments start to add up to real momentum.

Reflect on your current practices. Do you?

• Regularly set aside time to talk with team members about development.            
• Know what each person on your team is working toward in their growth.            
• Provide feedback that helps your team learn—not just perform.
• Encourage your team to reflect on what they’re learning from experience.            
• Tailor your development approach based on individual strengths.

• What’s one skill or strength they’ve shown recently?
• What might be next for them?
• What’s one question you could ask to open a development conversation?

Final Thoughts

If your managers care about their people but still feel like they’re falling short, it’s not a failure—it’s a signal. One that says it’s time for a more practical, accessible path forward. One that fits into real-world leadership. Stay tuned—we’ll be diving deeper into what that can look like in the coming weeks.