Help Them See What's Next
Most leaders assume disengagement comes from somewhere obvious, too much work or maybe too little recognition. Of course those things matter, but research discussed in the book PAUSE, How to Lead Brilliant Work in a Busy World by Shawn Vanderhoven points to something quieter and easier to overlook. People begin to lose energy for their work when they can no longer see where it might lead.
People want to feel that their growth is part of the conversation, even if they aren't looking for a title or promotion. They want to know that someone is thinking about their future, not just what they contribute today.
Vanderhoven found that leaders who regularly ask about their employees' growth saw a measurable increase in effort beyond what the job required. The conversation itself didn't necessarily solve anything, but it sent a message that their future was on someone's radar, not just their output.
Unfortunately, most leaders are skipping these conversations without even realizing. Performance reviews tend to look at the past, and one-on-ones focus on today's priorities and tasks. Somewhere between the two, the question of the future gets lost.
When people feel valued only for the role they fill, it's easy for their effort to become limited to that role. When they know their growth matters, things shift. They begin to see more possibility in their work and often bring more of themselves to it. They may even give more than what the job asks for.
The good news is that this doesn't need to be a complicated development plan or a promise of a promotion. It starts with a short, intentional conversation rather than waiting for it to come up naturally, because it rarely does.
So ask your direct report what they want next. Not necessarily five years from now, but what feels like a meaningful next step today. What would need to be true for them to get there? What's standing in the way? Where YOU might be able to help?
To me, this is one of the most meaningful parts of leadership, helping people reach their potential. It's also the thing I enjoy most about coaching teams and leaders.
There will always be another task competing for your attention. It's important to make time for these future-focused conversations.
Choose one person on your team this month. Someone’s development that may have slipped off your radar. Spend fifteen minutes asking them about their future.
You may already know what they want, but you may be surprised by how long it's been since anyone asked them directly. Sometimes, simply knowing that someone sees their potential can be the spark that makes them genuinely happier in their work.