While investments in corporate leadership development are rising, public confidence in leaders' abilities keeps falling. How can this be explained? According to Clomedia.com, there are six major problems in company leadership development, mostly based on deeply rooted, but incorrect views and so-called best practices.
1. Leadership definition problem
Companies often mistakenly define leadership on the basis of positions in their management hierarchy. But the reality is that many managers are much better promoters of their careers than real leaders. Competency models are subsequently produced based on the requirements of senior managers who are not good leaders, and therefore do not know what leaders need.
2. Participants selection problem
The participants are, again, often selected based on their positions, not according to their their leadership prerequisites. That is why good politicians, tech-savvy individuals achieving good results and ambitious managers who are too arrogant to learn something new are most likely to enter these programs. These are people who lack the motivation to work on themselves.
3. Content problem
Leadership development programs often teach things that have little to do with real leadership. They are based on questionable competency models which are usually not focused on how to achieve results in teams. The focus on team management is, however, fundamentally important.
4. Teaching system problem
Many leadership development programs consist of separate lessons that are not interconnected very well. In addition, they lack support after the completion of the courses as well as the responsibility of implementing new knowledge into practice. The teachers are usually HR professionals or consultants who lack practical experience in leadership roles.
5. Reasons problem
Leadership development programs are often created based on questionable reasons such a sudden decision by the CEO, a feeling that the company needs to follow the "best practices" of other companies, or senior managers' who ask for coaching as a perk. Your program can achieve ROI only when the reason for implementation is to help leaders develop competitive strategies and tactics, build and develop teams and improve their results.
6. Results evaluation problem
Leadership development programs are rarely evaluated meaningfully. Companies ask the participants how they liked the program and what they learned. They also measure how many managers saw an e-learning module, and how many have been evaluated through a 360-degree feedback. However, this does not answer the basic question of whether the program has brought about positive changes in the managers' behavior and the financial results of the company.
How can these problems be resolved?
1. Define leadership as the ability to build teams that are able to overcome competition. This should also include specific ways to hire, develop, and promote leadership talent within the company.
2. Create better competency models based on cooperation with real leaders who have demonstrated their abilities to build strong teams.
3. Reconsider who should be involved in the leadership development program. Do not decide based only on positions. Search for motivation, interest, and talent.
4. Focus the program's content on building and developing teams. This should include setting goals, communication, coaching approach and performance management with regard to teamwork. You can involve entire teams in the program, not only individual leaders.
5. Beware of leadership development fads. Your program must reflect the definition of leadership in your company, your business strategy, knowledge and skills.
6. Measure important things. Watch the skills and competencies of leaders to build strong teams, followed by the teams' performance and its impact on business results.
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