May 2, 2023
Strong leadership doesn’t happen by accident—it’s built with intention, strategy, and mentorship. In any growing organization, developing great managers is one of the most rewarding and impactful investments you can make. For our business, this truth came to life recently when we promoted seven employees at once—a milestone that marked years of steady growth, effective systems, and a commitment to leadership development.
The result? A win-win-win: a win for the business, a win for the staff, and a win for the customers. But this success didn’t happen overnight. It came from following a simple three-step leadership framework called I.C.E.—Identify, Cultivate, and Empower.
Whether you’re running a dealership, retail chain, tech startup, or any service-based company, this I.C.E. approach can transform your high-potential employees into confident, capable managers who can lead your teams into the future.
The first step in developing in-house leadership is identifying the employees who show true potential. Not everyone is cut out for management—but you may be surprised at how many hidden leaders are already in your organization.
Start by asking yourself:
Once you’ve identified potential candidates, define what leadership looks like in your organization. For our company, we looked for people who:
After setting clear leadership benchmarks, it became much easier to identify the right individuals for management roles. Remember, the Identify stage is not about choosing the loudest or most senior person—it’s about finding those who embody your company’s core values and show a consistent drive to improve.
Once you’ve identified potential leaders, it’s time to cultivate their abilities through mentorship, coaching, and practical experience. Leadership isn’t something you assign; it’s something you build.
One of the most effective ways to develop leadership skills is through one-on-one coaching. Sit down with each potential leader and learn what motivates them. Ask questions like:
By understanding what inspires them, you can tailor your mentorship approach. Use this opportunity to align their personal goals with the company’s vision.
You might say something like:
“I want to help you reach the next level of your career. You’ve shown that you value growth and responsibility, and I believe there are upcoming opportunities where you can truly shine. Let’s work together to prepare you for that step.”
Encourage your developing leaders to take ownership of small projects or mentoring roles. In our company, we invited them to lead parts of our internal training program. It was a voluntary initiative—but true leaders naturally stepped forward. They began teaching their peers, gaining confidence, and developing the soft skills required to manage a team.
To accelerate growth, allow your trainees to shadow existing managers. Let them experience the “crawl-walk-run” method—observe first, assist next, and eventually take charge. Too often, companies make the mistake of promoting employees without proper training, leaving them unprepared and overwhelmed. Instead, build a foundation of competence before handing over full responsibility.
Before they officially step into their new roles, ensure they feel both supported and challenged. Leadership should push people slightly out of their comfort zone—but never set them up for failure. Provide regular feedback, evaluate progress, and ask what support they need to succeed.
The final step in the I.C.E. process is Empowerment—giving your new managers the authority, resources, and trust to lead effectively. This is where leadership transitions from potential to performance.
Start by clearly communicating to the entire team who has been promoted and why. Transparency builds respect and eliminates confusion. Announce the promotions publicly, explaining the criteria used in the selection process. This not only motivates the promoted individuals but also inspires others to strive for the same recognition.
Encourage your new leaders to introduce themselves in their new capacity by addressing their teams. Have them answer questions such as:
This open communication helps align expectations, build trust, and establish accountability from day one.
As a leader yourself, make sure to clarify the hierarchy and structure of responsibilities. Everyone should know who reports to whom and what the expectations are for each position. Unknown expectations lead to frustration; clarity builds confidence.
When empowering new managers, publicly back their authority. Support their decisions, especially in the early days, to help them earn respect. If they make mistakes—and they will—treat these moments as learning opportunities rather than failures.
Leadership development shouldn’t be a one-time event; it should be part of your company culture. The best organizations continuously identify, cultivate, and empower new talent at every level.
As you implement the I.C.E. method, keep an eye out for untapped leadership potential across departments. Sometimes the next great manager isn’t the top performer—it’s the quiet achiever who consistently supports others and exemplifies your values.
Here are a few extra tips for maintaining long-term leadership growth:
By nurturing your internal talent and providing ongoing growth opportunities, you build a self-sustaining leadership pipeline that fuels company success for years to come.
The I.C.E. method—Identify, Cultivate, Empower is a simple but powerful framework for creating future leaders from within your own organization. When you focus on identifying talent, investing in development, and empowering people with trust and authority, your business doesn’t just grow—it thrives.
As a result, you’ll build a team of passionate, capable leaders who take pride in their work, motivate others, and drive your company forward. Leadership isn’t about control—it’s about growth, collaboration, and vision.
Remember: the next great leader in your company may already be standing beside you. You just need to I.C.E. them.
