Develop People, Drive Results: Making Employee Growth a Priority
There was a time when staying in the same role, doing the same tasks year after year, was considered a good thing. Stability was the goal, and growth often meant a promotion or moving up the ladder.
But today, that mindset doesn’t work. The world is changing fast—technology, industries, and expectations are evolving constantly. Organizations that don’t learn, adapt and evolve risk falling behind.
Employees feel this, too. They’re not just looking for a paycheck or a title. They want to learn, stretch, and improve. They want to know that who they are today isn’t the limit of who they’ll be next year. And if they can’t see real growth opportunities in your organization, they’ll find them somewhere else. This is especially true in younger generations.
Growth doesn’t always mean a promotion, however. In fact, many people love their role exactly as it is. What they want is to learn, improve, build new skills, take on new challenges, and stay energized by their work.
Growth isn’t just good for individuals—it’s good for the organization. When you create space for your people to develop, they bring new ideas, energy, and value that move the business forward.
So the real question isn’t whether to offer growth—it’s what happens if you don’t, and how to do it.
Growth Is More Than Promotions
Growth isn’t just about climbing the corporate ladder or moving into a management position. Not everyone wants to be a manager or to switch roles. Some people love their job and want to deepen their mastery.
In Radical Candor, Kim Scott talks about Rock Stars and Superstars. Rock Stars are steady performers who excel in their current role. Superstars are ambitious, looking for the next big step. Both are valuable—but they need different kinds of growth.
For Rock Stars, growth might mean deepening expertise, mentoring others, or taking on specialized projects. For Superstars, it might be new responsibilities, leadership opportunities, or promotions.
Growth isn’t one-size-fits-all. It’s about meeting people where they are and helping them move forward—even if that doesn’t mean moving “up”. Recognizing the value of rock stars is critical too (a team full of just superstars is not stable as they are looking to move on to new challenges).
Growth can come from developing new skills, taking on stretch assignments, cross-training, or simply getting exposure to different parts of the business.
Promotions are limited, but growth opportunities don’t have to be. When people can grow in place, they stay motivated, perform better, and feel valued for their contributions.
What Happens When You Don’t Offer Growth
People don’t stick around when they feel stuck. Without growth, work becomes routine and uninspiring. Even your best performers can plateau, lose motivation, or quietly check out.
You might notice signs like reduced initiative, lower creativity, or a dip in enthusiasm. Turnover can spike, especially among your strongest contributors. A "coasting" culture takes hold, where people do the minimum to get by.
The risk is high. Superstars will leave to find growth elsewhere. Rock Stars may disengage if they feel underappreciated or unchallenged. And replacing people isn’t just costly—it drains knowledge and slows progress.
Organizations that neglect growth face stagnant culture, missed innovation opportunities, and weaker succession pipelines. Plus, in today’s talent market, companies known for development have a major edge attracting and keeping top people.
Thinking you don’t have time or resources for growth prioritizes short-term simple solutions, rather than longer-term success and sustainability. You’ll invest time and money either developing people or recruiting replacements.
Growth Doesn’t Have to Be Big or Expensive
A common misconception is that offering growth opportunities requires a huge budget or complex programs (making them out of reach for many organizations). Small, intentional actions make a big difference.
Try stretch assignments like leading a meeting or managing a project. Encourage cross-training or job shadowing. Share articles, podcasts, or quick skill sessions. Invite employees to solve problems or join planning conversations.
Managers can should regularly conduct growth conversations with their employees. Asking about their career aspirations and tailoring opportunities to those plans is a great way to help employees develop knowledge and skills.
Leaders can simply ask, “What skill do you want to build this quarter?” or “What challenge would help you grow?” Set small goals, give meaningful feedback, and create opportunities to learn from each other.
Growth isn’t a specific program—it’s part of culture. It’s about normalizing development as part of everyday work and conversations. Standalone programs are more difficult to implement, than those integrated into daily culture.
When leaders actively create these moments, growth becomes a natural, ongoing process—and employees remember who helped them grow.
Growth Opportunities are a Retention and Engagement Strategy
Growth is a powerful driver of engagement. When people are learning and challenged, they bring energy and commitment to their work.
Research consistently shows that development opportunities are among the top reasons people stay with a company—and just as often, the reason they leave.
Employees want to feel seen for who they are now—and supported in who they could become. They want to grow without needing to jump jobs to get there.
When organizations invest in growth, it builds trust and loyalty. It sends a clear message: “We believe in your long-term success.”
A growth-focused culture attracts high performers, drives innovation, and builds stronger internal pipelines for leadership. Developing skills internally (with people who are already great culture fits) can yield better success than external hiring, when done intentionally.
It’s not just good for people—it’s good for business.
Don’t Leave Growth to Chance
Growth isn’t a “nice-to-have.” It’s a must-have in today’s workplace.
Employees expect to develop, not just deliver. Organizations that fail to provide growth lose talent, momentum, and their competitive edge.
You don’t need a massive program—just a genuine commitment to helping people move forward. Growth works best when it’s a shared responsibility—the organization provides the opportunities, and the employee takes ownership of their development.
Small actions build a culture where learning and progress are normal. Supporting growth shows your people they matter—and keeps them motivated to stay and succeed.
What’s one small growth opportunity you can offer someone on your team this month? What would shift in your culture if growth became a shared responsibility?
If you want help creating meaningful growth opportunities on your team—whether through training, coaching, or leadership development—I’d love to talk.
What’s Next:
Read these blogs:
Listen to these Radio Show Episodes:
In your next 1:1, ask:
“What is something you’d like to learn or to try this quarter?”
Where do you see yourself in the next 1-3 years? What gaps do we need to fill to get you there?
Offer a stretch opportunity to someone
Invite people to sign up for my Leadership Toolbox
Check out my Resource Page (and share it)
Share a book, podcast or article and invite people to discuss
Read Kim Scott’s Radical Candor
As always, reach out to me if you want support. I offer programs for all budgets and time constraints!
