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In every organization, certain roles act as accelerators of development—positions where the nature of the work and its challenges enable individuals to build critical skills and gain meaningful experiences faster than in other roles. However, when someone remains in one of these high-impact roles for too long—without the interest or potential to transition into larger, more complex roles—it can hinder both individual growth and organizational performance. Signs of stagnation often include disengagement, delayed succession readiness, and the departure of high-potential talent seeking development elsewhere. To keep development and leadership pipelines flowing, it’s essential to regularly assess whether these roles—often limited in number—are being used to unlock opportunities for others. To jumpstart your thinking, here’s my one-page slide with guiding questions for managers: Has the person been in the same development role for an extended period without progression? Are they open to new responsibilities or stretch opportunities? Is their continued presence in the role limiting access to valuable experiences for successors? While there are other ways to accelerate development—such as short-term assignments—roles remain a meaningful and powerful source of growth. This topic can be woven into talent review discussions to support more informed and strategic talent decisions that strengthen organizational performance.
