One of the questions I hear most frequently from managers and leaders is:
‘What should I do about employees who aren’t interested in growing and developing?’
It’s something I struggled with as a manager, and I’ll be honest, I’m not proud of some of my responses. Sometimes I’d just let it go and let them be, acknowledging that they were performing well in their roles. (Because after all, don’t we all need those Steady Eddies and Edwinas? And I had rising stars who might benefit more from my attention.) Sometimes I’d impose my own aspirations on them. Sometimes I would quietly judge their lack of ambition, tucking it away as a data point for future succession planning discussions.
But over the years, I’ve come to a more nuanced understanding of what’s behind the ‘no thanks, I’m good’ response from content employees. And leaders who want to future-proof their teams and organizations need to do the same.
People can no longer ‘just say no’ to development.
Declining or deferring development may have been an option in the past—but not anymore. The rules of the game have changed. Today’s workplace is evolving at breakneck speed, and technology isn’t just nipping at our heels—it’s sprinting ahead. The rise of AI has accelerated the disruption. In fact, Microsoft has just identified 40 professions will be transformed or eliminated entirely. And that’s likely just the beginning. In today’s environment, standing still isn’t safe—it’s falling behind.
As a result, leaders must challenge themselves – and their content employees – to examine their current mindsets and embrace growth like never before. And doing that begins with understanding – understanding people’s interests, motivations, concerns, and the nature of the relationship they want with their work. Bringing a curious – rather than critical – eye to the conversation will surface the real underlying reasons employees decline development. And 99% of the time, the reasons sort into just four broad categories.
The following if/then matrix offers tactics for responding constructively to the most common underlying reasons.
| IF (the reason is this) | THEN (consider this action) |
| Confusion about the nature of development | For too long, organizations have conflated development with promotions, positions, and moves. And not everyone is looking for that. So, help employees redefine development. Let them know that growth can happen right within the role they currently love. Uncover their interests and find ways for them to pursue those right where they are. |
| Burnout and overwhelm | The current mental health crisis in the workplace is evidence that employees are feeling maxed out and may not welcome anything more – even development. So, understand what’s contributing to the overwhelm. If they’re struggling to perform well within their current role, clarify and address skill gaps. If they’re dealing with factors outside of the workplace, consider low-bandwidth experiences that are integrated right into the work they’re already doing. Coaching or mentoring can offer the concurrent benefits of growth and support for an overwhelmed employee. |
| Failure to see the value | Frequently, people are so engrossed in their work that they don’t take the time to consider the bigger picture. So, educate them about the evolving workplace. Help them develop an understanding of the factors affecting the organization and their roles. Share articles about how technology is eliminating and changing jobs and data about the need for upskilling. |
| Lack of confidence or psychological safety | Growth is risky business. Frequently, it’s one step forward and two steps back. Employees who lack trust (in themselves, you, or the organization) will simply not risk it. So, foster psychological safety by demonstrating your active support for their development. Make mistakes safely. Offer invitations for low-stakes development experiences (like presenting at a team meeting) to build confidence. |
Growth isn’t just a business strategy—it’s a human responsibility that all leaders share. In today’s environment, it’s no longer enough to develop the high performers and the eager climbers. Leaders must also engage the quietly content, the cautiously hesitant, and even the seemingly unmotivated. Because every employee—regardless of their ambition—deserves the chance to stay relevant, resilient, and ready.
This post originally appeared on SmartBrief.
Image by Mohamed Hassan from Pixabay