Today most of the companies go through the leadership development and training programs. The primary objective of these programs is overall development of senior members of the company so that they can contribute their best to achieve the company’s goals and objectives. But today these programs are conducted just because others are also doing so. To run the course they arrange training and development programs by internal or external trainers. But there are very little follow ups and measurement of the results. Because when people actually come up with innovation they are reluctant to accept it. The objective key results should be the starting point to measure the initiatives.
The primary reasons for failure of leadership programs are
- Overlooking context
- Failure to measure the output
- Incorrect way of assessment
Overlooking context: Context is a critical component of successful leadership. The art of influencing others outside formal reporting lines is very difficult. And to persuade the other departments to change systems and working approaches is even more difficult. If managers succeed in doing so it can result in productivity rise by 10 to 15 percent.
Failing to measure results: Companies show the importance of developing leadership skills verbally only, with no evidence to quantify the value of their investment. The evaluation of any program begins with the interest of the participants and ends with the feedback of participants. But the fact is to check if it was a fair deal. These days trainers prepare a syllabus that is more pleasing than challenging to participants. They give more importance to their own interest and good feedback, so that they can make more business from it.
Incorrect way of assessment: One way is to assess the extent of behavioral change, by a 360 degree–feedback exercise at the beginning of a program and followed by another one after few months. This tool can also be used by leaders to demonstrate their own commitment to real change for themselves and the organization. To actually gain from this exercise, publish the results on the company’s intranet, for further improvement.
Another way is to monitor the career graph of the participants after the training. How many were promoted in one to two years after the program? What is the count of people who went through leadership training? How many left the company? By this analysis one can compare the difference between candidates who had been through a leadership-development program and those who were not. Failing to measure results is the primary reason projects and other initiatives fail. And most often we fail to measure because we don’t establish measurable criteria to begin with.
Yet another reason can be lack of alignment between the leadership development program and the organization’s core values as lived by its executive leadership team. In many of our clients, we see senior management using terms “innovation” and “leadership” but when they actually get “innovation” and “leadership” they are shocked, because invariably everything is not possible practically. Some leadership development programs are really management development programs but some are only for name sake. In addition one more reason could be failure to develop a real leadership course and criteria to verify learned leadership principles.
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