Manager Tools – "Development Plans Are Dumb" (Jan 5, 2026)

Episode Overview

In this episode, hosts Sarah and Mark challenge the established wisdom around employee development plans, arguing that not only are they ineffective, they are a significant drain on managers’ time and resources. They scrutinize the origins, persistence, and problems of development plans—and offer practical alternatives for genuine professional growth. The episode is delivered in Manager Tools’ trademark direct, conversational, and no-nonsense tone, filled with wit, anecdotes, and memorable quotes.

Key Discussion Points & Insights

1. Why Development Plans Are So Popular (But Wrong)

• Development plans are mostly seen as essential at the start of each year, especially for early-career professionals (00:58).

• The concept is recommended often by HR and is widely perceived as a generational need, notably for Gen Z (00:08–01:42).

• Mark dispels generational stereotypes:

  “All 40 year olds think all 20 year olds are stupid because 40 year olds forgot how stupid they were when they were 20.” – Mark (01:52)

• History and rationale for development plans are lost—most professionals execute them because “everyone knows” they make sense, not because of proven effectiveness (03:21–03:45).

2. The Theory vs. The Reality

• In Theory:
  • Development plans promise tailored roadmaps for every employee, projecting promotions and growth in advance (05:09).
  • Supporters claim everyone will be ready to promote, unlocking organizational productivity and saving on hiring costs (07:49–08:29).
• In Practice:
  • Mark underscores the total lack of evidence for their success:

    “Development plans do not work. They never have.” – Mark (10:21)

  • The hosts have never encountered credible data from HR or clients to support their effectiveness (11:14–11:57).
  • The “everyone knows it makes sense” argument is seen as dangerous; lack of data is a red flag (12:04).

3. Bandwagon Management Fads

• Many HR and management trends begin with good intentions, get hyped, and fade with little evidence of results:

  “Gamification… Engagement. Total hogwash. Formal mentoring programs… Foosball tables, panel interviews… These things all made sense to someone.” – Mark (12:59–13:57)

4. The Real Flaw: An Overwhelming Managerial Burden

• Annual/multi-year development plans are unworkable: managers lack the time, adaptability, input, or even resources to keep them up to date (13:57–15:35).
• HR cannot realistically “bless” or oversee hundreds of plans due to span of control and insufficient knowledge about every employee’s specialty (15:35–17:09).
• File folders filled with “burdensome to create development plans… [are] sitting there gathering dust.” – Sarah (18:33)

Notable Quotes

• "Making sense and making a difference are two different things.” – Mark (10:21)
• “No plan survives first contact with the enemy.” – Sarah (17:57)
• “Everybody's got a plan until they get hit.” – Mark referencing Mike Tyson (18:01)
• “Eisenhower said planning is everything, but plans are nothing.” – Mark (18:13)

5. The Exception: Performance Improvement Plans (PIPs)

• Development plans are only truly necessary for performance management situations (i.e., when someone is at risk of termination), typically called PIPs (Performance Improvement Plans) in the US (19:42–22:27).
• Even PIPs (which originate from legal requirements more than HR) are often misunderstood and executed poorly.

6. A Better Alternative: Assignment-Based, Ongoing Development

• Short-term, adaptive, actionable assignments:
  • Build relationships through regular 1:1s and feedback.
  • Give new responsibilities requiring learning new skills (one or two at a time).
  • Provide regular feedback, guidance, and weekly check-ins, adapting tasks as needed (24:01–25:02).
• This cycle—“lather, rinse, repeat”—keeps growth continuous and adaptable to changing business needs and technologies (25:02–25:55).

Notable Quotes

• “If you want to develop a direct, forget about development plans. Start by developing a trusting relationship with them…” – Mark (24:01)
• “Assign regular development tasks. Just one at a time, perhaps two for your top performers. Don’t plan any further than that.” – Mark (25:55)

Timestamps for Important Segments

• 00:58 – Annual tradition: launching into development plans with the new year
• 01:42 – Generational stereotypes; the myth of “generational management”
• 03:21 – Origin and hidden history of development plans
• 10:21 – Development plans don’t work—no data, too slow, no follow-through
• 13:57 – The unrealistic administrative burden on managers
• 17:57 – “No plan survives first contact with the enemy”; the breakdown of ambitious plans
• 19:42 – The only legitimate use: PIPs for at-risk employees
• 24:01 – The Manager Tools answer: regular, assignment-based development
• 25:55 – Final summary: why less planning and more incremental assignments work

Memorable Moments & Quotes

• “Development plans are dumb people. Because they are. Because they don’t work. And we’re all so busy we don’t have time to do stuff that don’t work.” – Mark (03:57)
• “Managers are not trained on how to do their jobs. And therefore it seems natural to everyone in HR that they should require every manager…to have a development plan for every direct.” – Sarah (06:58)
• “Nobody could do it [manage all development plans for hundreds of directs]. They don’t know enough about each person’s specialty, career path…” – Mark (15:53)
• “We encourage you to listen to or read…our guidance on the manager tools coaching model. It’s a much better way for you to plan…a way that’s a week at a time.” – Sarah (18:31)
• “If somebody can create a six month plan of detailed deliverables in five hours, I’d be impressed. Even with AI.” – Mark (19:42)

Practical Takeaways

• Abolish formal, long-term development plans—they’re a costly, ineffective management fad.
• Focus on relationship-based management: Engage in frequent one-on-ones and targeted feedback.
• Assign growth tasks incrementally—let performance and adaptability dictate the pace and content of development.
• Use formal development plans (PIPs) only when required for performance management/legal reasons.
• Development is an ongoing process, not an annual paperwork exercise.

Conclusion

“Development Plans Are Dumb” is a sharp, evidence-based critique of a perennial management practice, urging listeners to ditch burdensome, theoretical plans in favor of frequent, practical, short-term assignments and coaching. The episode is filled with memorable analogies, clear reasoning, and actionable advice—perfect for managers seeking real development impact in the real world.