Why Leadership Programs Don’t Deliver and What to Do about it?

Leadership excellence is known to strongly correlate with organizational excellence.

A notable example is the intervention carried out by Sears, Roebuck & Co published in #HBR in January 1998 (“Employee-Customer-Profit Chain at Sears”).

The investment on leadership development projected to hit $81 billion globally in 2024, reflects this belief.

Yet, Gallup data and DDI | Development Dimensions International ’s report on leadership bench strength show only marginal impact on leadership, if at all.

Why do so many leadership programs underperform?

A look at the studies by Ivy league B Schools and global consulting organizations and my own experience in the field, six critical factors stand out:

– Context is Key: Leadership changes must align with the organization’s context. Skills like delegation only take root if the entire organization supports and encourages those behaviors. Leadership development is as much an organizational change effort as it is individual skill / mindset change.

– Focus on One or Two Areas at a Time: Don’t overwhelm participants with long lists of competencies. Choose one or two that align with business-critical priorities, and results will be much better. After all, the programs happen in the thick of ongoing operations.

– Integrate with Real Work: Classroom learning alone doesn’t lead to lasting change. Instead, integrate real-work projects to foster learning in action. A stretch cross-functional project will enhance cross-functional understanding a lot better than a session on the same.

– Mindset over Skillset: Behavioral change requires shifts in mindset, not just skill development. 1-on-1 coaching is crucial to explore these deeply held beliefs and values and internalize change for deeper and lasting transformation.

– Leverage Social & Digital Learning: Support leaders by encouraging learning from those who have faced similar challenges, and provide access to a Personal Learning Cloud (PLC) of resources they can tap into when needed.

– Measure Results: Hold participants accountable. Go beyond reaction-level feedback, using 360-degree feedback tools at program completion and again after 6-12 months to gauge sustainability.

Leadership development is essential amidst ongoing change and disruption. But given the substantial investment, adhering to the discipline in design and delivery is critical to derive true value.

#leaders #managers #employeeengagement #growth #mindset