Not long ago, I came across a TikTok where employees joked about how drained they feel when managers ask them to set development goals. The general sentiment? “I can barely get through the day, and you want me to think about five years from now?” It was funny, but it also reflected something real: when people feel stretched thin or underappreciated, talking about growth can feel out of touch with their actual needs.
Managers sometimes assume “career development” means chasing a promotion, leading a big project, or stepping into stretch territory. But many employees define growth differently. For some, development might mean feeling more confident with a tool, speaking up more comfortably, or reducing unnecessary stress. When managers expect ambition to look the same for everyone, they unintentionally create a barrier between themselves and their team.
Goal-setting becomes much more meaningful when managers:
This type of conversation makes employees feel seen rather than evaluated. It also builds trust, which is the foundation of meaningful people development.
When goal-setting feels like a supportive collaboration instead of a performance requirement, employees show up differently. They’re more thoughtful, more open, and more motivated because the process centres their lived experience. And when managers adopt this approach consistently, teams feel clearer, more capable, and more connected to their work.