Growing as a Leader While Your Team Grows
A true mark of an effective leader is the growth of the team they lead.
By Tashion Hewitt Stennett, MBA, C.Mgr. | Chartered Managers Canada
A true mark of an effective leader is the growth of the team they lead. Yet as a team expands, recognizing and nurturing that growth can become increasingly challenging. I have led teams ranging from 12 individuals to more than 20, and with each increase in size, measuring individual development requires greater intentionality.
As leaders, we must develop the capacity to grow alongside our teams. The leadership techniques and strategies that work well for a smaller team often need to be rethought and redesigned as the team grows. In smaller teams, leaders are typically more hands‑on, with frequent one‑on‑one interactions, informal feedback, and quick decision‑making. Growth is easier to observe in real time, and relationships tend to be more personal.
As teams expand, however, leadership must shift from direct oversight to intentional structure. Larger teams require clearer systems, more deliberate communication, and scalable processes to ensure consistency and fairness. While accessibility remains important, leaders must balance personalization with structure, relying on frameworks such as regular check‑ins, defined roles, and shared goals. Although the approach changes, the objective remains the same: supporting meaningful growth for each individual.
When I first stepped into the role of leading a larger team, one of my greatest challenges was maintaining strong individual connections. This was something I often reflected on outside of work. Over time, I learned an important lesson; growth takes patience, both with your team and with yourself.
The foundation of enabling team growth begins with truly knowing your people. Getting to know 30 individuals may feel daunting, but it is essential to building trust and rapport. When you understand your team members (where they are, where they want to be, and their individual aptitude for growth), you are far better positioned to support them. This understanding does not happen overnight or through a single conversation. It develops gradually, through small, everyday interactions as well as more intentional moments, such as performance reviews. The key is being deliberate.
Leadership also requires consistency and follow‑through. Doing what you say you will do builds trust. Showing genuine interest in your team’s growth and demonstrating that interest through action, reinforces that trust even further. If you commit to helping someone grow within the organization, it becomes your responsibility to create opportunities that support that commitment. Leadership means walking the walk, not just talking the talk.
Small, informal touchpoints and follow‑ups can also have a powerful impact. These moments signal that you care and that their development matters to you. Often, it is these simple, unscheduled interactions that make people feel seen and supported.
As leaders, we are often hired to solve problems. While that may be true, I would argue that our greater responsibility is to enable our teams to identify problems and develop solutions themselves. They are the ones closest to the work; they understand the challenges and often have insightful ideas on how to address them. John C. Maxwell captures this well in Developing the Leader Within You 2.0, where he writes, “The best leaders help others see and solve problems without them.”
Creating an environment where people feel safe to speak up, share ideas, and take initiative is critical. When team members feel heard and valued, their contributions become more meaningful. I am also a strong believer in allowing team members to take the lead on projects when appropriate. My role, ultimately, is to empower others to grow, learn, and succeed.
There is no single formula for effective leadership. It takes time, reflection, and a willingness to adapt. What matters most is finding what works for your team, your organizational culture, and yourself…and remaining committed to growth every step of the way.
About the Author: 
Tashion Hewitt Stennett is the Manager for the Regina office at McKercher LLP. She supports the administrative and legal functions of the Firm. She works with the support staff and lawyers in Regina to ensure processes are aligned with the strategic direction of the Firm, while facilitating personal and professional growth and development.
Tashion prides herself on being a transformational leader, working with the team to create meaningful change in an all-encompassing work environment.
Contact: t.stennett@mckercher.ca
