Development plans that actually work

Maybe you’ve experienced this before: you help each person on your team write a half-baked individual development plan because it’s required. Then you file it away, and neither you nor your employee looks at it again until the end of the year.

I’ve seen this from both sides: as an employee trying to get something meaningful out of my development plan, and as a leader trying to motivate my team to invest in their growth.

The reality is that most development plans never really take off.

And yet, scrapping them entirely would be a mistake. If no effort or intention goes into developing your team, you won’t see much growth.

In my former days as an HR leader and now as an executive coach, I’ve seen hundreds (if not thousands) of development plans. I have a pretty good sense of why most of them fail to launch.

1. Your employee isn’t emotionally invested in the growth areas.
   This is the most common issue I see. Employees often write down development areas based on what they think you want to hear, or what sounds impressive. But the plan has no real connection to their interests or motivations.

2. The plan isn’t discussed often enough.
   Development requires ongoing attention. Your employee needs to actively work the plan and share updates, and you need to show interest and support. When every 1:1 is consumed by status updates and fire drills, the development plan quietly fades into the background.

3. The plan isn’t really a plan.
   Many development plans stop at general growth areas. Everyone runs out of steam before getting specific about how that growth will actually happen. Effective plans include clear actions and the support the employee will need to execute them.

4. There aren’t enough on-the-job learning opportunities.
   Development plans often default to classes or training because they’re easy to assign. But most meaningful growth happens through real work—stretch assignments, new responsibilities, and practical application. Those opportunities take more effort to design, but they’re where the real development happens.

If all of this sounds familiar, don’t worry. You’re in good company.

The biggest barrier to successful development plans isn’t lack of good intentions. It’s making development a real priority in the middle of busy workweeks and constant demands.

Once you decide that developing your people is a high priority, there are a few straightforward steps that make a big difference:

• Start with a real conversation.
  Set aside the form and explore what your employee is genuinely interested in learning. Look for the intersection between their interests and the organization’s needs.

• Schedule dedicated development discussions.
  It’s easy for every 1:1 to become a project update. Consider adding quarterly or bi-monthly meetings focused specifically on development.

• Get specific about the plan.
  Your employee may write the plan, but you can help identify projects, stretch assignments, and opportunities that support each growth area.

• Clear the path for growth.
  Your employee owns their development, but you play a critical role. You can make connections, open doors, and provide coaching that dramatically increases their chances of success.

Even when you approach development thoughtfully, not every employee will be ready for growth at the same time. My approach has always been to genuinely extend the invitation—and then invest my energy in the people who are ready to do the work.

If you’d like help creating development plans that actually lead to meaningful growth for your team, I’d be happy to help.

Reach out if you’d like to explore coaching or leadership development programs that equip leaders to develop their people more effectively.