In a recent LinkedIn post, Alvin Huang discusses a counterintuitive approach to leadership development, emphasizing the importance of promoting individuals based on potential rather than solely on current experience. Huang shares a personal anecdote about promoting someone at Truegenics into a leadership role for which, on paper, they were not fully qualified, arguing that this challenge was precisely the catalyst for their growth.
Huang highlights that the individual in question “was ready for it long before she believed she was.” The key, according to Huang, was enabling her to confront and overcome challenges she initially doubted she could handle. This experience forms the basis of his leadership philosophy, which prioritizes building individuals up rather than just extracting immediate output.
Cultivating Confidence Through Responsibility
A central theme in Huang’s post is the idea that confidence often follows responsibility, rather than preceding it. He advocates for a proactive leadership style where individuals are given the opportunity to lead before their self-assurance fully catches up.
“Give the role before the confidence catches up. Confidence tends to follow the responsibility, not the other way around.”
This approach, as Alvin Huang explains, allows employees to develop confidence organically by successfully navigating the demands of their new roles. He suggests that this method is crucial for fostering genuine growth and capability within a team.
The Power of Public Recognition and Deep Engagement
Beyond assigning responsibility, Huang points to two other critical elements in developing team members: public credit and an emphasis on thought processes over mere delivery.
Owning the Win
Huang argues that public acknowledgment of achievements significantly boosts an individual’s development.
“Let them own the win in front of others. Credit given publicly does more for someone’s growth than any private compliment.”
This public validation, according to Alvin Huang, serves as a powerful motivator and reinforces a sense of accomplishment and capability.
Focusing on Thinking, Not Just Output
Furthermore, Huang stresses the importance of understanding an employee’s thought process. While output indicates task completion, examining how an individual arrives at their results reveals their underlying growth and problem-solving abilities.
“Check in on how they’re thinking, not just what they delivered. The output tells you if the task got done. The thinking tells you if they’re actually growing.”
In Alvin Huang’s view, this deeper engagement with an employee’s cognitive development is what separates a merely functional team from one that is truly excelling and pushing boundaries.
The Leader’s Enduring Role
Huang concludes by framing leadership as a continuous decision to empower individuals. He states that the ultimate goal of a leader should be to enhance the capabilities of their team members.
“At the end of the day, the job is to leave people more capable than you found them.”
This perspective positions leadership not just as management, but as a commitment to mentorship and development, fostering an environment where individuals can exceed their perceived limitations.
📝 About This Content
This article is based on insights shared by Alvin Huang on LinkedIn.
📅 Originally posted on August 12, 2026 | View original post on LinkedIn →