One of the traits of all successful leaders is the ability to develop others around them. These efforts produce an abundant return for the leader and the organization, but it is surprising at how little attention it gets from many leaders. The rewards are indeed compound. First, the leader gets colleagues that have a richer set of skills and are more confident in the use of those skills. Second, the leader’s commitment to them to be fully engaged with their development is one of the most powerful motivational tools available. Third, delegation is so much easier if it is done in the context of a development plan that it is essential to work on both at the same time. Fourth, the ability to influence down will be deeply enhanced if a fundamental part of the relationship is based on a commitment to development of others. Finally, if there is commitment to developing direct reports, then nothing else need be done with regards to succession planning. It comes as a freebee in the process.

One action – a commitment to development – produces all of the above. And, if the leader works it for a bit and with sincerity, the person being developed will actually start to drive this development agenda for themselves, with gentle guidance from the leader.

Most leaders want to develop their people or even feel like they are, but the reality is that they are not systematic in their efforts and end up wasting more time and sometimes even working against what they want to achieve. A commitment to each direct report of three hours a year, done in an informed and formal manner is all that is required of calendar time to accomplish this. But it has to be done in the right way and with the mindful engagement by the boss or supervisor.

Here are five steps to improving development skills.

Know yourself

The first step is to understand what you bring to the process of developing others. What are the particular ways you approach the world, interact with people, get inspiration and insight, do the work, and channel drive and energy? Being a successful mentor, coach and supervisor that can develop others is driven by how well the leader understands, accepts, changes when needed, and effectively uses time and effort to achieve the goals of working with others. Developing this self-knowledge is an essential step in being a good mentor.

Build the relationship

Good mentoring involves more than just the technical process of sharing information. It is fundamentally about developing a solid and supportive relationship in which information can be shared both ways in a trusting and supportive manner. Without this relationship dimension, the very best insights and observations about another person’s development will be wasted because without trust the messages will not be heard, fully understood, or valued. It is the strength of this relationship that allows you to give constructive input and be heard. Without this, the negative will be heard and understood as a critique of the person you are developing, not the skills in that person that you want to call out. Some secret words are, “I want you to be successful.” Leading with these and, more importantly, living up to them with time and courage to speak the truth, will build a lasting connection. There are many ways to work on building the relationship. Putting time and energy into developing them is a solid start. Active listening will also build a strong tie to the person being developed.

Share something practical

Most people want to be successful and the leader needs to share with them the pathway to that success. Sadly, leaders know a lot and it is likely to come across like drinking from a fire hose: too much, too soon. It is not about what the leader knows, but how it can be learned. Think about the questions when you were new, not the rarefied ones that that move you now. Basic things like what skills to need to be developed, people to know, how to be present in every meeting. That will be enough, and it will establish a safe and comfortable foundation from which to share all of the other great things that need to be shared.

Build a constructive and supportive feedback environment

This is essential and all of the work that has been put into this process will be wasted if a safe environment is not carefully built. An environment in which affirming and corrective feedback can be given and can be heard, understood and valued.

Develop a plan

Finally, it all comes down to the plan: a written agreement between the leader and them on where the work will be focused, measured, and readjusted as needed. This can derive in many formats but be sure that it combines work challenges, future directions, and external developments.