What are the best practices for consulting on leadership development programs?

One more important thing to be done is understand the alignment of the key stakeholders with the overall vision, mission and purpose If key stakeholders are not aligned, it causes any initiative to break down Understanding the current practices and policies that have led to the misalignment is a first step After this comes the need for aligning all the key stakeholders and charting out the new strategy

> engage heads of organizations early in articulating business challenges leaders should solve to centre programs around real strategic priorities > strengthen messaging and change management consistency by tightly integrating content and participant mixes across related HR, strategy, technology and peer leadership programs > focus on action learning through intensive cohort team capstones tackling current complex business dilemmas under expert facilitator guidance over lecture-only knowledge absorption > link programs into longer-term transformational leadership agenda roadmaps rather than isolated interventions > identify related processes and tools ranging from coaching circles to appointed change ambassadors

Culture and business objectives need to be the focus points. The drive needs to come from the Key Stakeholders and they need to be brought into the thought process. If they aren't on board then there's no real hope of enacting real change. Trends in industry wax and wane and there is real danger in hanging a leadership development program onto what could turn out to be a fad. you need to understand the context of why they are enacting a leadership development program and build on a solid foundation or you run the risk of building a program that isn't repeatable or fit for purpose.

The important aspect of any developmental program is considering the nuances of the recepients. The culture of any organization, kind of talent it attracts, the philosophy of leadership are some of the variables. These variables impact the path to reaching the desired outcomes. For example, if the desired outcome is to develop a fearless organizations yet the culture of organization does not allow for any missed deadlines or failures, that outcome will need a longer path and a different approach to acheive. It is essential to understand the nuances of any environment for leadership development programs.

Defining the outcome has to be the basis of our planning - without the learning outcomes as a foundation you cannot hope to create a fit-for-purpose program. Main steps are: 1. Identify what the business needs its leaders to look like and how that fits into the current/future thinking of the organisation. 2. Define what success looks like built on SMART targets and actionable measurable data. If you cant track progress towards your end goals - how on earth can you see if you are on track.

Customizing leadership development program content is crucial because it allows tailoring the material to the specific needs and challenges of the client. Generic leadership programs may not address the unique dynamics, nuances, or corporate culture. Customization enables alignment with the client's strategic goals, ensuring that leaders acquire skills directly applicable to their roles. It enhances engagement and the practicality of the learning experience, maximizing the impact on leadership effectiveness.

There is no need to build a Leadership program from the dust - its a off-the-shelf bespoke concept - most of the content already exists out there, it's which areas are or the highest importance to the business. Customisation is the key here - don't spend time trying to reinvent the wheel, customise and repurpose the wheel. Case studies, observations and always linking back to the learning objectives of the business are key to ensuring the content is suitable for the end user. Customise not new creation is the main message.

My experience has been the most successful "transformational" leadership development initatives can benefit from a top down approach. Meaning that if leaders at the top have done the work and believe in the possibility and power of change for their organization, the employees and the culture have a much better rate of adoption.

Repeatability and future proofing are so important whilst creating an Leadership Development Program. It needs to be a top-down approach with the buy in of the senior stakeholders. They key here is that the stakeholder don't know what they don't know - and this can cause them to keep trying the same things with no real progression. As an L&D Professional its our job to inform them of potential routes towards their goals. Adoption of newer initiatives always perform better when leaders of the organisation are the power behind it.

For example, the Japanese technique of Shu Ha Ri is very powerful for leaders to learn and experiment with. Shu stands for understanding the current context for leadership. Ha is for detaching themselves from the current situation and exploring from the outside. And finally, Ri creates new opportunities to learn, execute, and perform. Typically, most leaders operate at the Shu level as either they need to be made aware of the Ha and Ri aspects or have never felt the need to go beyond the obvious. As a consultant on leadership development programs, we must take leaders out of their comfort zone in a safe and encouraging environment and help them explore their true potential.

A leadership development consultant?provides advice and direction to an organization or company to develop better leaders among the workers or members. It requires providing safe space to individual members to connect with their strengths as well as opportunity based on the desired outcome of the program. Consulting also brings that aspect that you can share out of your experience what has worked in similar situations and environments and let the recipients reflect on what path they want to experiment with.

There is such a difference between teaching and facilitating that few outside of L&D truly understand. The best courses use the knowledge within the delegates and organisation to develop and inform growth. The way you approach facilitation is key here - there isn't one method that you need to be flexible with your support. Things can change in a second and you as a facilitator need to be able to change and direct the conversation to ensure the learning objectives are being met. The main focus should be on creating a safe space for the airing out of ideas and their consequent development within the group. I know it sounds cliché - but the atmosphere of "no wrong answers and no stupid questions" needs to be at the forefront of the session

Sustained change starts in the heart of the Leadership Development Coach, by remembering that the client engagement is a sacred trust for lasting results. All activity should clearly funnel toward measurable outcomes that align with the long term results we want to create. Compounding growth is a central priority when consulting on a Leadership Development Program. The client is investing to develop their leaders to grow for the long haul and deliver lasting results for the organization. Short term results are easy but can ultimately do more harm than good, because resources are consumed without those compounding returns. Sustained change is built daily through accountability to measure every activity against long term impact.

Leverage The Group Nobody is better positioned to support leaders than *other* leaders. A key component of a leadership development program should include structured time for leaders to work through challenges together. If all the knowledge and info is flowing through the facilitator/teacher, then an opportunity is being missed.

1. Tailor programs to organizational context, aligning leadership development with specific goals, challenges, and cultural nuances for maximum impact. 2. Integrate experiential learning, simulations, and real-world scenarios to cultivate practical leadership skills and adaptability. 3. Foster a coaching culture, providing personalized guidance and feedback, enhancing self-awareness, and empowering leaders to drive continuous improvement.