Personal growth isn’t about stacking up certifications or chasing the next title, Stavola said. It’s about becoming more valuable, period.
“Whether you’re an engineer, a manager, or a CIO, growth happens when you apply what you learn in ways that create real impact,” he said. “I’ve seen too many tech professionals fall into the trap of ‘more knowledge equals more success.’ But knowledge without application is useless. What really moves the needle? Connecting technical expertise to business outcomes, learning to solve bigger problems, and owning challenges outside your job description. That’s what makes you indispensable.”
Understanding that engineers value personal growth and recognition as much as financial rewards, Stavola prioritizes these aspects to keep employees motivated. The key to real growth is intentional, structured development — not just hoping your team figures it out, he said.
Stavola said his approach involves:
- Tactical learning that sticks: “I build micro-courses and hands-on training that cut through the noise and focus on real-world application,” he said. “No generic theory — just practical skills you can use immediately to solve real problems.”
- Coaching over managing: A manager assigns tasks. A coach develops people. “I focus on creating feedback-driven performance environments, where learning is constant, and improvement is expected,” Stavola said.
- Recognition as a daily habit, not an annual event: The best work in IT often goes unnoticed because success means nothing breaks. “That’s why I focus on recognizing strategic wins, not just visible results,” he said. “Small acknowledgments — a quick message, a shoutout in a meeting, or time invested in mentorship — are often more impactful than a formal award.”
- Creating learning environments that allow failure: Growth requires safe spaces to test and refine skills. “I build sandbox environments and real-world training scenarios where people can experiment, make mistakes, and improve without risk to the business,” Stavola said.
- Clear career playbooks: Nobody wants to guess their next move. “I use structured frameworks like runbooks and career pathing tools to make success repeatable and measurable,” he said. “That way, career progression isn’t just luck — it’s a process.”
- Expanding identity beyond the tech role: Too many tech professionals box themselves into being “the IT guy.” Stavola said he pushes people to develop business acumen, problem-solving skills, and cross-functional collaboration so they’re seen as strategic assets, not just technical resources.
“Personal growth happens when people are challenged, equipped, and recognized,” Stavola said. “And recognition isn’t just about giving credit — it’s about showing people their work matters in ways that inspire them to push further.”
Practice all of the above
Bottom line: IT leaders need to create a supportive environment where workers can keep learning, advance their careers, and maintain a healthy work-life balance. By offering training, involving them in exciting AI projects, encouraging their personal growth, and showing that their work is appreciated, IT managers can keep their teams motivated and ready for the future.
“For me, keeping tech workers engaged requires a holistic approach,” said Unum’s LaCelle. “We focus on creating opportunities for continuous learning, growth, meaningful work. We emphasize mentorship, career progressions, really fostering a sense of community within our organization. And lastly, clear communications around goals and celebrating achievements, both individual and collective, really helps keep engagement high.”