WHY LEADERSHIP DEVELOPMENT PROGRAMS FAIL
I have written on this issue before but I ran across an excellent article the McKinsey Quarterly from 2014 by Pierre Gurdjian, Thomas Halbeisen, and Kevin Lane which perfectly summarizes my basic argument.
I am going to include the link below but the for those of you who don't have the time to read the article their premise is argued through four principles;
First, -the training does not match the "context" of where the leaders are. Principles and concepts are not tied to the issues that these leaders face in their company, day to day.
Second, and very closely related, most training "decouples" reflection on the things being taught from the real work confronting trainees.
Third, they underestimate or ignore the mindsets that create barriers toward effective leadership - in short they avoid the painful discussions around behaviours and the assumptions that go with them found in most companies.
Fourth and lastly, they fail to measure results. Often leadership development programs hesitate to "go there" as there is an underlying fear that measures around results will reflect poorly on the program - and they would be right.
I will leave you to read the article and if you are interested in finding out how a Certificate in Performance Leadership actually addresses each of these areas then don't hesitate to reach out. Performance Leadership - Think About It!
Take me to the article.
Comments are closed.