Holding a Higher Vision for Coworkers: Leading with Growth in Mind

A wise mentor once emphasized the importance of holding employees in a higher vision than they may hold for themselves. The idea was to place greater emphasis on their strengths, as this is where true potential lies. Constant criticism or nitpicking can redirect employees’ focus to their limitations, making it harder for them to explore and develop in areas where they naturally excel. Over time, this diminishes not only their confidence but also the contributions they make to the team.

However, applying this principle effectively requires more than good intentions. It demands self-awareness, curiosity, and restraint from projection.

When Good Intentions Backfire

In practice, holding a "higher vision" for employees is not as simple as imagining their success and pushing them toward it. Some employees may rise to the occasion, but others may become frustrated or even demoralized.

This often occurs when leaders assume they know what a higher version of an employee should look like, rather than being curious about who that person actually is. When leaders impose their own standards, values, or strengths onto employees, it can feel more like pressure than support—undermining the very growth they aim to inspire.

6 Key Lessons for Supporting Employee Growth

Here are a few practical lessons that can help leaders support employees' development more effectively and compassionately:

1. Don’t Project Your Strengths or Weaknesses Onto Others

Avoid assuming that what works for one person will work for everyone. Expecting others to excel in areas where a leader naturally thrives can lead to frustration for both parties. Instead, make an effort to truly understand each employee—their strengths, values, motivators, demotivators, and personalities. Be curious about their path of transformation rather than defining it for them.

2. Recognize When a Weakness Is Simply a Weakness

While growth opportunities are important, not every vulnerability will turn into a strength. If repeated efforts to develop a certain skill yield little progress, it may be time to shift focus. Investing in strength-based development can significantly boost confidence and morale, often leading to more measurable gains.

3. Support, Don’t Penalize, Developmental Risk-Taking

Development is inherently experimental. Not every stretch assignment or growth opportunity will go well. If employees fail while exploring new territory, leaders should refrain from punitive responses. Instead, use these moments as opportunities to learn more about where their strengths truly lie.

4. Avoid Performance Penalties for Developmental Setbacks

If performance evaluations penalize employees for failing at developmental tasks—even when their core responsibilities are being handled well—trust can erode. Employees will become risk-averse and hesitant to grow if they perceive that trying something new comes with unfair consequences.

5. Understand the Difference Between Potential and Willingness

Sometimes employees have the talent to take on greater responsibility but lack the desire or interest. This doesn’t mean they are underachieving—it simply reflects their values and goals. Rather than pressuring them, leaders should strive to understand what motivates each individual and, where appropriate, help them connect with that inner drive. In other cases, it’s important to respect their decision not to pursue a particular path.

6. See the Whole Team as an Ecosystem

Even when team members don’t have all the ideal skills for their roles, leaders can still achieve high performance by strategically harnessing collective strengths. The best teams operate like ecosystems, where synergy is created by blending diverse talents and perspectives toward a shared goal.

Everyone Plays a Role in Uplifting Coworkers

While much responsibility lies with leaders, employees also have a part to play in holding a higher vision for one another. It's easy to become frustrated with peers or to label others as difficult. However, when employees extend support—or even just a little belief in a colleague’s potential—they can become catalysts for transformation.

It’s important to remember that institutional memory can be long and unforgiving. Forgiveness, patience, and support from peers and leaders alike can create the trust necessary for real growth.

Look in the Mirror First

Whether in a leadership or team role, supporting others begins with self-reflection. Ask:

• Am I able to hold a higher vision for myself?

• Can I recognize and build on my own strengths?

• Do I create a safe space where others can make mistakes and grow?

• Or do judgment and bias undermine my ability to support others?

  
  

The answers to these questions will shape not only how others grow—but how cohesive and resilient the entire team becomes.

In summary, holding a higher vision for coworkers is not about projection or perfection. It’s about understanding, supporting, and believing in others’ unique paths of growth—even when those paths look different than expected.

About the Author: With over 40 years of global consulting, thought leadership research, and Fortune 500 experience, Yvette brings deep expertise in trust, leadership, and organizational ecosystems. She is a multiple award-winning author and creator of a unique, proven model for transforming organizations from the inside out.

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