The last few years have seen a greater focus on leadership development maybe not surprisingly after the GFC drop out, but what is the return on investment? In September 2011 IEDP, in association with Deloitte’s Leadership practice, surveyed over 300 executives on their perceptions and experiences of leadership development. The results were disappointing if not unsurprising. Just 7.9percent of leaders rated their current leadership as reasonably powerful and a 4.3percent their leadership development as very effective So why is there so much dissatisfaction over leadership development?
My view is that in spite of twenty years of research and identification of clear adult learning principles this understanding is not being translated into business leadership development design and practice.
We think there are a number of variables, so in this brief article let’s begin with perhaps the most important thing to incorporate into your design of any leadership intervention.
How to Facilitate a personal motivation to change?
Learning has to be thought of as a personal change process. Leaders only commit to growth they can see a personal pay off for. When asked in the Deloitte survey what development is the most effective for leaders? The overwhelming response (60%) was creating a personal development plan, or (47 percent ) development aligned with their own career aspirations.
These high preferences also have been echoed in previous Corporate Executive Council Research. The bottom line is if you want to roll out company wide leadership capability building programmes you have to discover about and utilize the individual agendas of your trainees and not only the company agenda. learn more, des penny
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