By Jennifer Maxson
In many organizations, there is a disconnect between development and career advancement. This problem impacts individuals and companies, threatening organizational success through talent loss, reduced engagement, and diminished agility. The solution lies in how managers approach talent development.
The disconnect has become increasingly pronounced in today’s rapidly evolving workplace, and it is known as the “Great Detachment.” According to Gallup’s “State of the Workplace 2023” report, more than 77% of employees report feeling detached from their jobs. Meanwhile, just 2% of the chief human resource officers from Fortune 500 companies Gallup surveyed strongly agree that their performance management system inspires their employees to improve (“2% of CHROs Think Their Performance Management System Works,” May 2024). This means companies are struggling with retention rates, spending millions on recruitment while overlooking the untapped potential sitting right within their existing workforce.
The consequences of this extend far beyond individual frustration. Organizations that fail to bridge the development-advancement gap experience higher turnover costs, decreased productivity, and loss of institutional knowledge. When talented employees leave because they cannot grow, companies not only lose their investment in training and development but also hand over valuable skills and insights to competitors.
This challenge is particularly complex because traditional career development models no longer align with modern workplace realities. The old view of promotion ladders and long-term tenure has given way to project-based work, cross-functional collaboration, and rapidly changing skill requirements. Managers in this new environment must evolve from supervisors who oversee tasks to strategic developers of human potential.
The most successful leaders we see are managers who serve as the critical bridge between individual aspirations and organizational needs. Managers need to understand how to identify, nurture, and strategically deploy talent. Employees gain meaningful growth opportunities, managers build stronger teams, and organizations develop the agility needed to thrive in competitive markets.
While there are many opportunities for companies and individuals to continue growing in their careers, many people are unable to take advantage of these possibilities because their immediate supervisors lack the skills, awareness, or commitment to facilitate meaningful development conversations and create growth-oriented environments.
FROM SUPERVISOR TO DEVELOPMENT COACH
Effective managers are coaches first, supervisors second. To understand your team, you first need to learn each person’s unique learning style. This knowledge helps you create an environment where people feel safe taking risks, making mistakes, and asking for help.
It will also set your company apart from the rest. Only 15% of employees have managers helping them build career plans, according to LinkedIn Learning’s “Workplace Learning Report 2025: The Rise of Career Champions.” Being a leader who invests time, effort, and resources in continuous and personalized learning and development can help your team succeed.
This transition from supervisor to coach requires a fundamental shift in mindset. Traditional supervision focuses on monitoring performance, ensuring compliance, and correcting mistakes. Coaching, by contrast, emphasizes potential, growth, and future possibilities. Great leaders understand that their primary responsibility is not to manage people but to develop them.
This coaching approach begins with deep listening and genuine curiosity about each team member’s aspirations, strengths, and challenges. It means asking powerful questions that help individuals discover their insights rather than simply providing answers. Managers who adopt this stance unlock creativity and engagement that supervision alone cannot achieve.
I have seen firsthand how teams transform when leaders model learning. When teams see leaders stretch and grow, it enables them to do the same. This requires moving beyond command-and-control leadership toward a coaching mindset. Leading by example through our words and actions allows an opportunity for growth and a broader perspective.
COMMUNICATION SKILLS: FOUNDATION FOR ADVANCEMENT
We communicate every day of our lives, but sometimes we forget how much weight our words hold and how to shape our messages for different audiences.
At Jennifer Maxson & Associates, we use a methodology called Everything DiSC® to help leaders understand communication preferences and adapt their approach for better results. This helps you recognize your natural communication style and how others might perceive it. The insights allow you to tailor messages to different audiences, improving clarity and influence. These differences help teams develop more versatile communication that connects across the organization.
Mastering communication skills does not happen overnight. Provide practice opportunities for your team to develop these skills. Offer specific feedback to identify exactly what worked well. Model effective communication yourself, and your team will follow your example.
The most impactful leaders I have coached ask great questions, embrace learning, and constantly challenge their assumptions. They make time for self-reflection and create space to envision their future. That, in turn, helps their teams grow alongside them and leads to environments where communication thrives.
Effective communication in today’s workplace also requires cultural competence and emotional intelligence. Leaders must navigate diverse perspectives, generational differences, and varying communication preferences. They need to recognize when to use formal versus informal communication, when to communicate publicly versus privately, and how to deliver difficult messages with empathy and respect.
THE BUSINESS CASE FOR CONTINUOUS LEARNING
Learning delivers measurable business results through higher productivity, greater organizational agility, and improved retention. When organizations underinvest in development, it can create the opposite effect, where people want to leave or are less productive.
Leaders have noticed this shift toward continuous learning and are investing in it. According to LinkedIn Learning’s “Workplace Learning Report 2025,” 47% of companies are investing in career coaching and mentoring. The report also found that 7 in 10 employees say learning helps them feel more connected to their organization, and 8 in 10 say it adds purpose to their work.
I have worked with organizations that commit to personalized development approaches, and they consistently create cultures where all team members feel valued and motivated to stay.
Forward-thinking leaders understand that investing in learning delivers returns beyond individual skill building. They create organizational capabilities that directly impact business results and increase retention and motivation. When you connect development to strategic priorities, your team will see learning as a value driver, not a cost center.
The return on investment in continuous learning extends to innovation and adaptability. Teams that prioritize learning are better equipped to respond to market changes, adopt new technologies, and identify opportunities for improvement. They develop what organizational psychologists call “learning agility”—the ability to quickly acquire new skills and apply them in novel situations.
CREATING NEW CAREER PATHWAYS
Career paths rarely follow traditional ladders anymore. In my work with executives, I have seen how valuable lateral moves, special assignments, and even temporary roles can be in building broader capabilities for long-term success.
Great managers bridge learning and advancement by connecting skills to opportunities. Talk with your team members about open career paths, within and beyond their current role, and what skills they need to develop to reach those roles. I have seen vague career aspirations transform into concrete plans through these conversations.
Building connections is equally important. Introduce your team to leaders in other parts of the organization to help them build networks that provide visibility to diverse career options. These relationships often lead to mentoring, project opportunities, and eventual role transitions.
Make growth a regular agenda item in your team check-ins or meetings. We encourage the leaders we coach to dedicate time in their one-on-one meetings to discuss development separate from day-to-day work. Ask about their growth areas and what they are learning now.
Modern career development also requires helping team members build portfolios of skills rather than climbing single-function ladders. This might involve developing technical expertise alongside leadership capabilities or combining analytical skills with creative problem-solving abilities. The most valuable professionals in today’s economy are those who can bridge different domains and bring diverse perspectives to complex challenges.
BECOMING A DEVELOPMENT-FOCUSED MANAGER
Transforming your approach to talent development does not require organizational changes or large budgets. It begins with small but intentional changes in how you engage with your team.
Begin with an honest self-assessment about your current approach. Do you view development as a core responsibility or a secondary concern? Do you know each team member’s career aspirations and learning preferences? Are you creating regular opportunities for skill building and growth?
Schedule dedicated time specifically for discussing growth, separate from performance reviews or operational check-ins. These conversations should focus on future possibilities rather than current performance.
Create a team environment where learning is celebrated and shared. Establish regular forums for skill sharing, such as lunch-and-learns, where team members teach each other. Recognize learning milestones alongside performance achievements to reinforce the value of growth. Schedule training opportunities, either on a team or an individual basis, using a leadership coach.
Effective development requires strong coaching skills. Focus on asking powerful questions, practicing active listening, and providing balanced feedback. Remember that coaching is about unlocking potential rather than solving problems.
The most successful organizations understand that retention through education is about creating personalized development experiences.
PUT IT IN ACTION
Managers are the essential bridge between skill development and professional advancement. Leaders who reimagine their role, build communication skills, and foster continuous learning cultures can better create environments where talent doesn’t just stay—it thrives, driving both individual careers and organizational success.
The question is, will you make the investment in yourself and your team that your organization deserves?
Jennifer Maxson is the CEO of Jennifer Maxson & Associates, where she helps leaders, “Lead to the Max!®.” As an International Coaching Federation (ICF) Professional Certified Coach and Team Coaching Practitioner, she and her team coach individuals and teams to become the best leaders they can be.