Sometimes, one person can change what someone else believes is possible. When Operation HOPE CEO John Hope Bryant was 9 years old, a banker visited his classroom and introduced him to entrepreneurship. Bryant credits that encounter with changing the direction of his life. Decades later, that experience continues to shape how he thinks about developing others. “We’re modeling what we see,” Bryant says. Sometimes seeing a different possibility and having someone encourage you toward it can change your path forward. Gallup research underscores the importance of development in the workplace: Encouraging someone’s growth can have a meaningful effect on how they connect to their work. Among employees who report having someone at work who encourages their development, less than 1% are actively disengaged. In the latest episode of Leading With Strengths, Bryant joins Gallup CEO Jon Clifton to discuss the experiences that shaped him and how his CliftonStrengths influence how he develops potential in others. Watch the full conversation: https://lnkd.in/gPUQPMeU
Sometimes development starts with something remarkably simple: one person seeing potential in another before they fully see it themselves. ㅤ That’s what makes mentoring so powerful. A conversation, a different perspective or a little encouragement at the right moment can change what someone believes is possible, and sometimes the direction they take next. ㅤ The impact of one conversation can travel much further than we realise.
Although some traits may persist, it is possible for a person to actively change over time. Obstacles to change can include things like fear, lack of motivation, and societal expectations or social pressure. For people who want to make a change, connecting with a therapist can be a good place to start.
This stat is the best argument I've seen for stopping the "development is an HR program" framing. Less than 1% disengaged isn't because of a course catalog. It's because someone in their corner is paying attention. In my experience, the people who name a manager as their mentor aren't usually on the high-potential track. They're the ones whose boss asks about their career twice a year and actually listens. The cheapest retention tool we have is a real conversation, and too many orgs leave it to HR to manufacture one.
This is one of my favorite parts of leadership. Sometimes people don’t need a big intervention. They need someone to see something in them before they can see it clearly themselves, then give them a real opportunity to try. I can still name the people who did that for me, and I try to be that person for others whenever I can. You never really know how far one moment of belief might travel.
Warm reminder that potential needs a witness. Plenty of capable employees never hear anyone name what they could become. Building recognition and growth conversations into the rhythm of every team, and checking through pulse feedback that they are actually happening, turns one inspiring story into a repeatable practice.
One person can indeed change what someone believes is possible. A timely conversation, an opportunity or a vote of confidence can influence a career far beyond the moment itself. But access to that kind of encouragement should not depend entirely on luck. Organizations can create the conditions for it through managers who have the time and capability to develop people, meaningful mentoring and sponsorship, and fair access to stretch opportunities. The strongest development cultures do more than identify potential. They make sure people regularly encounter someone who can see it, name it and help them act on it.
One thing that tends to get missed with development conversations: they work best when they're regular and specific, not a once a year review thing. Managers who check in on growth also tend to notice early disengagement, like someone going quiet or pulling back, way before it shows up in a survey.
One of the areas I love the most is developing people! I make time to develop my team, leaders, managers, colleagues, and employees through coaching, mentoring, and training. Watching people grow is one of my favorite experiences and I also learn from others as well.
Less than 1% disengagement when someone actively encourages your development—the ROI on simple, intentional mentorship speaks for itself!
This is one of the reasons I’m drawn to people development. Encouragement matters, but mentorship becomes especially meaningful when it leads to action—an introduction, honest feedback, or an opportunity to practice a strength. Helping someone see their potential and giving them room to grow into it can leave a lasting impact.