I'll comment that this is also something that you can partially delegate to the team. A healthy team has a good understanding of one another's strengths and we

I'll comment that this is also something that you can partially delegate to the team. A healthy team has a good understanding of one another's strengths and weaknesses just from working with each other. A manager should be trying to collect that feedback, as well as use their own, then work with each member of the team to determine what opportunities they need, to either demonstrate a strength, or work on a weakness, and then create space to socialize those needs. With the team aware of what one another needs, they're able to all be on the lookout to identify and highlight those opportunities. Once the items the team definitively owns are being optimally allocated by the team, the manager can look for opportunities outside of the team's domain. They don't even need to be for specific individuals, but things that the team would be able to reasonably help with; then pitching them to the team, the team can self-organize to determine who it's an opportunity for (and then further break it down; maybe person A needs the opportunity to lead a cross team initiative, but person B needs the opportunity to dive deep into a technical implementation, style of thing).