Leadership is not just about developing yourself — it is about developing those around you. Invest in your team and the rewards come back tenfold. Avinash Chate on India 2026.

{"@type": "FAQPage", "@context": "https://schema.org", "mainEntity": [{"name": "Why is developing those around you considered leadership's biggest challenge?", "@type": "Question", "acceptedAnswer": {"text": "Developing those around you is leadership's biggest challenge because it requires you to consistently invest time, energy, and visibility in someone else's growth — often with delayed or invisible returns. It means giving credit to others when the spotlight is on you, investing patience in people who grow slowly, and tolerating the discomfort of coaching rather than doing. In Indian corporate culture, where individual performance is loudly celebrated and people development rarely features in performance reviews, making this shift requires genuine leadership courage. The managers who do it consistently are always the ones who build the highest-performing and most loyal teams.", "@type": "Answer"}}, {"name": "How do I start developing my team members if I have never done it before?", "@type": "Question", "acceptedAnswer": {"text": "Start with one deliberate development action per week per direct report. The simplest entry point is a 15-minute conversation framed explicitly as a development conversation — not a project update. The question to ask is: \"What are you working on right now that's stretching you?\" Then listen carefully, ask what support would help, and follow through on that support. Do this consistently for 30 days. You will notice a shift in how your team members engage with you — more openness, more initiative, more willingness to flag problems early. That shift is the signal that development trust is forming. Build on it from there.", "@type": "Answer"}}, {"name": "What is the tenfold return on investing in your team development?", "@type": "Question", "acceptedAnswer": {"text": "The tenfold return is the compounding effect of developing multiple people who each then develop their own people. A leader who invests seriously in developing five direct reports over three years creates not just five stronger performers — each of those five develops their own teams, and the investment multiplies across the organisation. There are also direct returns: developed people perform better, stay longer, and advocate for the organisation's culture. At L&T, Mahindra, and JSW, the teams with the highest retention and output are always led by the managers with the strongest track record of developing people. The investment pays back tenfold — across retention costs, performance quality, and institutional knowledge retention.", "@type": "Answer"}}, {"name": "How do I develop people who are already performing well?", "@type": "Question", "acceptedAnswer": {"text": "High performers need development as much as anyone — they just need a different kind. Where average performers need foundational skill-building, high performers need stretch into the next level of complexity: more strategic responsibility, exposure to cross-functional challenges, opport…
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By Avinash Chate — Maharashtra’s #1 Corporate Trainer & Motivational Speaker. .