When we talk about performance, it can be easy to focus on tasks, outputs and the day‑to‑day delivery pressures that often feel relentless. But performance is also deeply connected to something more human: whether people feel they are growing, progressing and building a future for themselves here.

At a recent development session on managing performance, one manager shared a brilliant example of how investing time and attention to staff development doesn’t just support career progression, it improves team performance, strengthens relationships and enhances the overall staff experience. It reminded me that development isn’t an “extra” we add on top of performance; it is performance. Here is their story.

A Manager’s Story: Development as a driver of performance

Within the IT Service Desk, the manager introduced a structured shadowing scheme designed to support upskilling, deepen understanding across IT functions, and create clear pathways for internal progression.

Each shadowing placement is built around:

• defined learning goals
• active involvement, not passive watching
• time for reflection
• exposure to specialist teams including infrastructure, cyber security, applications and service delivery

This gives colleagues a chance to see how their frontline role connects to the wider IT ecosystem, building both confidence and competence.

The impact?

Service Desks in the sector often experience high turnover, but this team’s average tenure is five years. Investing in development has been a huge part of that stability. It’s helped colleagues understand more about the organisation, shown them where they might progress next, and strengthened cross-team relationships.

Other IT teams now get a chance to see the technical ability and potential within the Service Desk too. That visibility matters. When people feel seen, valued and invested in, they contribute more, and they stay.

Development has become part of a culture where:

• performance feels shared
• progression feels possible
• confidence grows
• the Service Desk is recognised as a launchpad for long-term growth within the organisation, not just a support function

A very simple development intervention has had a very real performance impact.

Why this matters for all managers

What I love about this example is that it demonstrates something we often underestimate: development doesn’t have to be complex or resource-heavy to be powerful.

When we give people opportunities to stretch, explore and learn, they:

• become more engaged
• bring fresh insight back into their role
• strengthen relationships across teams
• see a future here, and that stability supports performance
• perform better because they feel better

Development is not an “add‑on.” It shapes morale, motivation, confidence and clarity, all of which feed directly into performance.

Other ways managers can create development opportunities

While structured schemes like shadowing can be powerful, development doesn’t only happen through programmes like this. Often, the most meaningful growth comes from small experiences that help colleagues stretch their thinking, build confidence and make connections across the organisation. There are many development opportunities already available at CCCU that managers can actively encourage their teams to engage with, including:

• Workshops and masterclasses – practical, focused learning on specific skills or themes.
• E‑learning modules – flexible, bitesize learning colleagues can complete at their own pace.
• Internal networks and communities of practice – spaces to share knowledge, learn from peers and build a broader understanding of the University.
• Various online resources like the Careers Hub and Leadership and Management Toolkit
• Beacon Lectures and internal events – opportunities to hear from experts, connect ideas and gain wider context about where the University is heading.
• Conferences, professional networks and sector events – especially powerful for building confidence, broadening horizons and strengthening professional identity.
• Mentoring – a supportive relationship that helps colleagues think about their goals, strengths and next steps.
• Coaching – focused, reflective conversations that build self-awareness and unlock potential.
• Shadowing – as shown in the case study, a highly effective way to strengthen cross-team understanding and identify future career routes.

But for colleagues to benefit from these opportunities, they need something essential: permission and space.

The most common reason for workshop and event drop-outs is work commitments, not lack of interest. Many colleagues tell us they feel guilty taking time away from “real work” to attend learning activities, even though these opportunities are designed to support their role, wellbeing and long-term performance.

As managers, we play a critical role in removing that guilt. Make learning a priority, not an interruption

Encouraging colleagues to attend development opportunities, and protecting that time, sends a powerful message:

Growth matters, they matter, learning is part of the job, not an optional extra.

We are a learning organisation. We want colleagues to be curious, confident and continuously developing. When teams feel supported to learn, we see the benefits in performance, morale, engagement and retention. Creating a culture where people feel able to invest in themselves is one of the most impactful things we can do as leaders.

Harriet Robb, Organisational Development Manager and Laurie Cleaver, Digital Support Lead Analyst.

Further recommended reading:

A rapid review of reviews on the nature of the relationship between learning and development and employee engagement, wellbeing, attraction and retention – GOV.UK

Employee Experience 2026: Development, Engagement & Performance – HR Hype