“I’m Good. I Don’t Want to Be Developed.” Developing Employees When They Resist
You’re trying to do the right thing. You want to be a good boss. You know developing employees is an important part of your job.
You’re eager to invest in your team’s growth, help them succeed, and make sure they’re ready for what’s next. But then, one of your team members looks at you and says, “I’m good. I don’t want to be developed.”
What do you do with that?
Let me tell you—this moment isn’t a dead end. It’s a pivot point.
I recently had the chance to talk with Julie Winkle Giulioni, who’s an absolute pro when it comes to employee development. Her take on this common conundrum? Not developing your team isn’t just frustrating—it’s a recipe for disaster, especially in a world that’s changing faster than ever.
Here’s the good news: you can turn this around. The key is to redefine what “development” even means.
Developing Employees When They Would Rather Not Grow: An Interview With Julie Winkle Giulioni
See More about Julie’s book with Bev Kaye Help Them Grow or Watch Them Go
Redefining Development
When someone says they don’t want to be developed, they’re usually imagining extra work, more responsibility, or stepping outside their comfort zone in ways that feel overwhelming or unappealing. Who can blame them? Life is already busy enough.
But growth doesn’t have to mean adding more to their plate. Julie suggests reframing development as an opportunity to engage with the future and think about the role they want to play in it.
So, what does that look like? It’s not about piling on new projects or suggesting another course to take. Instead, focus on how they can evolve in the context of the work they’re already doing. Growth can be subtle. It can be about deepening their expertise, building stronger relationships, or finding more efficient ways to work.
Co-Creating a Plan
Once you’ve reframed development, it’s time to co-create a plan. Sit down with them and explore what excites them—or at least what feels sustainable. Maybe they don’t want to climb the corporate ladder, but they’d love to master a new skill or improve a process they care about.
Ask questions like:
- “What’s something about your role that you’d like to get even better at?”
- “What would make your workday more rewarding?”
- “How do you see your career evolving over the next few years?”
By aligning development with their interests, you’re not just helping them grow—you’re laying the foundation for a future where they can thrive.
Why It Matters
Here’s the thing: the world won’t stop changing just because someone feels “good” where they are. Jobs evolve, industries shift, and what feels comfortable today might be obsolete tomorrow. By helping your team members develop—even when they’re resistant—you’re future-proofing their careers and your team’s success.
And let’s not forget the confidence boost that comes from even small wins. When someone feels more capable or sees the impact of their efforts, it’s amazing how their perspective on development can shift.
The Bottom Line
When a team member tells you, “I’m good,” it’s not the end of the conversation. It’s an invitation to get curious, redefine growth, and meet them where they are.
Because here’s the thing: development isn’t about dragging someone along for the ride. It’s about showing them why the journey matters—and helping them find their reason to say yes.
Now, go co-create that plan. You’ve got this.
Has this ever happened to you? I’d love to hear how you handled it. Let’s swap stories in the comments. #AskingForAFriend
For more conversation with Jule see How Do I Develop Employees When There is Very Little Time?
You might also enjoy this popular article on performance feedback conversations. Performance Review: How to Respond to Lazy or Frustrating Feedback
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