Why Do Leadership Development Programs Fail?
In January 2014, McKinsey & Company conducted a study that examined the four main reasons why leadership development programs fail:
1. Not allowing for context. Simply, leadership development training is unique. One size does not fit all, regardless of a homogeneous company, management, or culture. An organization should ask, Why do we want this training, and who is it for? Then focus on a few detailed core topics and the corresponding expected results.
2. Not linking development programs to real-world projects. Clearly define expectations and then balance them with the actual work responsibilities. Use subject matter experts and design projects that are relevant to the attendees. If you prepare your key people for the future and make it tangible, they will be ready to lead.
3. Underestimating what it really takes to change behaviors. There must be some level of personal discomfort for change to be effective. The program should be designed to address mindset, culture, habits, feelings, personality, and other non-measurable traits. Programs should be challenging yet not too comfortable or easy for attendees. Consistent feedback and open communications post-program reinforce the company’s commitment to change.
4. Not measuring results. Learn from both successes and failures. The use of 360-degree feedback tools, pre- and post-program, is an effective tool. Tracking career advancement post-program is another. Comparing participants’ career advancement versus that of non-attendees is a great barometer of overall impact. These take time; start now.
Considering these reasons, it should come as no surprise that 60% of frontline managers fail within their first two years in the role. 26% feel they were not ready for the role, and 58% reported receiving no management training. Companies annually spend upwards of $150 billion on training, with as much as 70% of that amount wasted. Wouldn’t it be advisable to try a different, more effective approach?
