This course reshaped how I think about employee development. The biggest shift for me was recognizing that development isn't a separate item on my to-do list — it's how I schedule and assign work in the first place. When I pair tasks with people who can grow from them, everyday work becomes the classroom. I was also struck by the reminder that written goals are 10 times more likely to be achieved than unwritten ones, and by the research showing that development is a partnership — I create the conditions, but ownership of growth belongs to my team members.
Moving forward, I want to be more intentional about scanning my to-do list each week with development in mind, asking "Who could grow from being part of this?" I also want to build shorter, more frequent check-ins focused on what my team is learning and trying rather than just status updates on tasks. Most of all, I want to be a connector — introducing team members to role models, raising their visibility with institutional leaders, and using my network to open doors for them. Real development is an act of generosity, and it's how a leader leaves the team stronger than they found it.
