Clear planning, hands-on practice, and habit-building are the keys to Leadership development training with long term measurable results.
Leadership development training is at a turning point. Organizations are spending enormous sums on learning and development (L&D) programs but struggle to see lasting, measurable benefits. Success is often measured by “satisfaction surveys” and tests of short-term improvements. Additionally, the people skills leaders need, like interpersonal and communication skills, are much harder to evaluate than technical skills such as financial literacy.
Moreover, organizations’ L&D professionals often have little in the way of guidance when selecting professional instructors. How do we evaluate our instructors? Through the “look and feel” of a slick website? Personal charisma? –per an MIT report. The process has been compared to online dating, with L&D professionals “swiping left” or “swiping right” on potential L&D providers. But while you may know on the first date whether someone will be a good fit for you, it often takes time to understand whether an instructor’s approach, knowledge, and skills are a good fit with your leaders and organization.
There is a better way! This article will examine ways to design and execute a leadership development training program that delivers lasting, measurable results.
The “three legs” model for leadership development training
An excellent starting point is a model published in the MIT Sloan Management Review. The authors argue that successful programs need three core elements: vision, method, and impact.
Vision. A program’s vision defines the skills to be developed. For example, the program may aim to develop a leadership philosophy, or to promote emotional regulation, or to improve team dynamics. The vision statement should be able to explain why the program goals are important to the organization and offer supporting facts.
Method. The method consists of both the materials and teaching methods participants will encounter. For example, the program description might state that students will review case studies and participate in role playing exercises to improve team dynamics. The methods and materials should be chosen to complement program goals.
Impact. What success looks like for the program must be clearly defined up front. The impact of the program can then be evaluated based on desired results. According to MIT, “A program worth choosing can articulate how the participants will change.” The program should be able to describe the expected results and how those results will be evaluated.
Obstacles to success in leadership development training
The biggest obstacle to measurable L&D gains is that, in most cases, participants don’t apply their new skills in the workplace. Let’s look at some of the challenges before considering solutions.
The Motivation Gap: The “Motivation Gap” is the disconnect between organizational and individual goals, according to an article in the Harvard Business Review. While organizations tend to focus on long-term needs, participants usually want short-term benefits. The misalignment affects both program planning and participant enthusiasm.
The Skills Gap: The “Skills Gap” is a misalignment between the skills being offered and the skills organizations need for success. L&D providers have no problem teaching technical skills. But teaching the “people skills” that today’s leaders need is more challenging.
The Transfer Gap: The “Transfer Gap” is the failure to apply what’s learned in the classroom to the workplace. Few executives “take what they learn in the classroom and apply it to their jobs,” according to the authors. To bridge the gap, the materials should be useful immediately and the teaching methods should reflect workplace conditions.
How to bridge the three gaps
To achieve the goals of changing participants’ behaviors, with practice, coaching, and habit-building Forbes suggested these approaches:
The “three to one” learning model. The “three-to-one” model states that for every learning experience, there should be three on-the-job practice exercises. The same three-to-one ratio applies to L&D budgeting and time management: if one dollar is spent on learning, three dollars should be spent on practice. The goal is to build new behaviors, not simply to cultivate new knowledge.
The coaching model. “No one bridges the gap between knowledge and action better than an executive coach”, according to the authors. Coaches have a repertoire of proven exercises to build healthy new behaviors and habits. If an executive coach doesn’t fit every budget, online coaching may be an option. Organizations’ L&D professionals can also help by providing role playing exercises, feedback, and action plans.
Bringing L&D to work. Techniques may include “micro-learning” – short learning sessions of two to five minutes – designed to minimize disruption. Providing “nudges,” or reminders, to view content and apply lessons during the work day can be useful, too. Bringing L&D into the flow of work can help bridge both the Motivation Gap and the Transfer Gap through first-hand exposure to the benefits of training.
Leadership development training doesn’t have to be a voyage into dark, uncharted waters. There are solutions! A successful program starts with a clear, specific assessment of goals, methods, and expected outcomes. Making the leap to measurable, lasting results boils down to helping participants practice their skills and build new habits.
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Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential. If you would like to learn more about leadership development training, please contact us.
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