Development: Why Growth Requires More Than Self-Study

Estimated reading time: 5 minutes. This article dives into the concept of real development and its impact.

Managers often provide employees with development plans—certifications, mentorships, leadership programs—all intended to spark growth. But is this enough to drive true development? According to Laura Morgan, Managing Partner at MorganHR, the answer is no. Development isn’t just exposure to new knowledge—it’s what happens when new ideas are processed, debated, and shaped through conversation and feedback.

The True Definition of Development

According to the Cambridge Dictionary, development is “the process of growing or changing into a more advanced, larger, or stronger form.” It’s highly personal—shaped by background, learning style, and access to resources. What feels like a rich growth opportunity to one person might seem irrelevant or inaccessible to another.

That’s why it’s dangerous to define development too narrowly. For HR leaders and managers, real development should be seen as enabling employees to gain applicable skills and knowledge while also creating the space for those ideas to be questioned, challenged, and interpreted. A certification is helpful—but without reflection, dialogue, or application, it often lacks impact.

Why Self-Development Falls Short

The term “self-development” sounds empowering—but it’s misleading. Can someone truly grow into a more advanced version of themselves alone? Without feedback, debate, or alternate viewpoints, development efforts can become isolated and stagnant.

Reading an article or attending a lecture may inform you—but discussing those takeaways with peers or mentors deepens the learning. Like muscles that grow through resistance, professional development thrives when new knowledge is put under tension—challenged and examined from multiple angles.

The best development experiences aren’t solo. They’re interactive. They include moments of friction, feedback, and differing opinions that force you to reframe your thinking.

How to Promote Real Development in Your Team

Managers often default to offering access to tools: courses, conferences, or mentorship programs. But when budgets are tight or resources are limited, how can HR leaders still support meaningful growth?

At MorganHR, we take a conversation-first approach to development. Our culture emphasizes feedback-oriented discussion, peer learning, and real-time coaching. We create space for employees to share their insights, challenge assumptions, and shape one another’s perspectives.

Here are simple ways to promote real development at any organization:

• Encourage peer discussions after every learning event or training

• Schedule regular reflection sessions to unpack what employees are learning

• Create learning cohorts or internal study groups

• Coach managers to ask thought-provoking questions, not just provide resources

• Celebrate learning through application, not just completion

A Simple Framework for Managers

Use this three-part filter when planning development opportunities:

1. Exposure – Will this opportunity introduce the employee to something new?

2. Reflection – Is there time and space for the employee to process what they’ve learned?

3. Conversation – Will the employee have opportunities to discuss, apply, and reshape their thinking?

If all three are present, you’re building more than a checklist—you’re fostering real development.

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