Many managers project preferences instead of listening.
You think you know what your people want to develop, but you’re probably guessing. The supervisor you assumed wants analytical work might prefer coaching others. Have real conversations about what energizes them, what they want to learn, where they see themselves going. Ongoing dialogue, not annual reviews.
Take Action: Ask one team member: “If you could design your ideal next assignment, what would it look like?” Listen without assuming. Document their answer.