Engaged and Empowered: Building Staff Potential with Bespoke Development Tools

When it comes to effective professional development, one size does not fit all. The most impactful training efforts are those that adapt to the unique characteristics, aspirations, and learning styles of each employee. This is especially true in military and other government organizations, where staff may come from a broad range of educational, cultural, and professional backgrounds. The practice of individual consideration is not just a leadership theory but a practical tool that enhances engagement and accelerates growth. Research in leadership development confirms that personalized coaching significantly improves employee performance and satisfaction, particularly when it builds on the individual's existing strengths and interests (Yukl 2013)¹.

In my experience, effective development begins with listening. Before assigning a training course or recommending a book, I invest time in understanding the person. What are their career goals? Where do they see themselves in five years? What tasks energize them, and which ones drain their motivation? Structured one-on-one conversations, performance reviews, and even informal check-ins provide valuable insight. This process not only builds trust but also helps align development activities with both the individual's goals and the organization's strategic objectives. When people feel seen and heard, they are far more likely to commit to the growth process and take ownership of their learning journey.

Structuring Development Through Intentional Planning

To move beyond ad hoc coaching, development must be embedded into a structured plan. An Individual Development Plan (IDP) is an effective tool for this purpose. An IDP outlines specific goals, identifies skill gaps, and maps out the steps needed to close those gaps over a defined period. Federal agencies have used IDPs for years to promote continuous learning and career progression (OPM 2023)². Any organization, to include local governments, can adapt this model to fit their workforce, tailoring the framework to department-specific competencies and community priorities.

Effective IDPs are co-created between the supervisor and the employee. This collaborative process ensures that the development plan is not imposed but agreed upon. It also encourages accountability on both sides. The manager commits to providing support, resources, and feedback, while the employee commits to following through on their development goals. Regular check-ins, ideally quarterly, help monitor progress. During these meetings, both parties can adjust the plan based on emerging needs or shifting organizational priorities. This approach keeps development dynamic and responsive, rather than static and outdated.

Leveraging Formal Training and On-the-Job Learning

While mentorship and coaching are foundational, formal training programs continue to play a critical role in developing technical and leadership skills. These programs can include workshops, certificate courses, webinars, and conferences. However, training is most effective when it is directly tied to on-the-job application. The 70-20-10 model, widely adopted in leadership development, suggests that 70 percent of learning occurs through experience, 20 percent through coaching, and only 10 percent through formal instruction (Lombardo and Eichinger 2000)³. This model reinforces the need for practical, experiential learning.

To integrate formal training with real-world work, I often assign stretch assignments or cross-functional projects immediately following a training session. For example, if an employee at