The most common approach to leadership (and management) development is still training-based—and most of it doesn’t work!
The reason is that leadership training events and programs require
connecting both the development of people and fundamental business
processes for them to be successful. A variety of research studies
reveal wake-up results for us to heed in adjusting the traditional
classroom type of training events approach, whether delivered by a
company or as part of a university program. Without follow-up coaching
or connection to on-the-job performance only 10% of what is taught is
actually applied on-the-job. By contrast, with coaching, performance
gains of 50%-73% are commonly achieved. One might even ask whether
leadership-management training/development is necessary. The answer is
ABSOLUTELY since research shows that less than 10% typically use the
approach required for success—let alone doing so effectively!
Consistent with this, we have found over the decades that people
identify less than 1 in 5 or more managers they have worked with to
have been effective ones.
What, then, IS the practical
solution to this problem of massive spending with little justifiable
business return from this investment? Three different solutions work,
all of which are doable. And, each of these works successfully when the
“people” being developed are connected to the managerial “processes”
where applying their expanded performance capacity pays-off for the
business and them!
As mentioned above, the first solution is effective coaching
practices which provides a big return on this investment when
performance focused. Our experience is that “mentoring” can support
performance coaching but is not a sufficient substitute since the
performer typically focuses on their personal aspirations in that
relationship which often is not consistent with either blind spots or
uncomfortable areas for development for which their awareness or
acceptance is limited. The second practical solution is effective performance management.
In too many organizations one or more 
of its three essential elements
(sound work direction/focus, on-going monitoring and coaching, and
effective review/evaluation for on-going improvement) either does not
occur or is too poorly executed to get the business payoffs from this
essential process. The third and easiest, though the least often
applied solution, is on-going effective self-management & self-development.
I continue to be amazed by the needed accountability and
commitment-driven processes and initiatives required for people to
become more aligned with business performance expectations. While
being most aware of this long-standing research, it is also noteworthy
that in repeated studies and books on the subject of leadership and
successful people we find that it is such individuals who blend their
own strengths and development opportunities throughout their careers
with key performance processes like goal/tasks achievement,
problem-solving, decision-making, communications, and influencing.
Dr.
Michael O’Connor is a recognized thought leader, executive coach and
founder of Life Associates & The Center For Managing By Values.
Michael is the co-author of “The Leadership Bridge Program (Situational
Leadership II® & DISC),” several books, The Leader Within, Managing
By Values, People Smart, and more. For additional information visit
www.centerformbv.com.
