What do you do if your employees are not engaged in a leadership development program?

Totalmente de acuerdo, porque si hay un tema al que los colaboradores si van para una capacitación es cuando se trata de liderazgo, entonces o realmente el horario no es adecuado, no se comunicó bien, o el jefe no permite que vayan o peor aún hay un descontento tal , que se manifiesta como una muestra de rechazo.

If your employees aren't interested in a leadership development program, do your best to understand why. You could ask them directly through discussions, or watch how they interact with the program. There might be many reasons, like not having enough time, not finding it interesting or useful, not getting feedback, or not feeling supported. Understanding the main problems they face can help you make the program better for them.

Let me guess! They must have seen others or they themselves have experienced the tyranny of going for 'programmes' after 'programmes' without an opportunity to actually GROW in the organisation. Learning for learning's sake is a nice quotation but learning without opportunity for growth is an unfortunate truth in most instances.

Three main barriers prevent employee engagement in leadership development programs: Lack of Time and Resources: Employees have demanding workloads, making it hard to find time for training. Organizations often fail to provide adequate support. Perceived Irrelevance: Employees may see the programs as not relevant to their roles or career goals, reducing their appeal. Lack of Organizational Support: Without encouragement from management, employees lack motivation. Organizations may not foster a culture that values continuous learning. Addressing these issues requires aligning programs with employee needs, providing support, and promoting a culture of development. This may be accomplished through employeecentric engagement surverys.

Leadership development programs are basically designed to shift the thinking pattern of employees from doer to thinker and creator. If they are not engaged then there could be several reasons. Primarily the TNI is improper, the event is not planned as per the adult learning style and the cognitive aspect is overlooked. Thus, as a Leader of my team, my primary focus will be to have a reflective session with the trainer, identify the reasons for non-engagement, and come out with more engaging content for a diverse audience. Thus,

Ultimately, employees must see a link between any development program that's offered and their career outcomes. In short, it's reasonable for them to ask "What's in it for me?" Telling them that this will support the organization's mission and goals is simply too abstract an answer. Design the program to directly link to their career progression. Then, demonstrate that it really works.

Hoshin Kanri is an established methodology for cascading down the vision of top management to the people down to the level of operators. This is done by communication by the top management through open house, circulars, notices, individual communication, setting up a process to cascade down the business objectives as individual's KRA and KPI and establishing periodic review and monitoring system. Alignment of all employees with company vision and goals is an absolute must for ensuring the business exvellence.

If your employees appear unengaged in a leadership development program, it’s important to provide clear information about the program's objectives and how it will benefit them. Explain clearly how participating in the program aligns with the company's goals and can aid in their personal and professional growth. Clarify the program's purpose, goals and expected outcomes. Use multiple communication channels to ensure your message is received and understood.

A reuni?o informativa sobre o que é coaching e as diferen?as de outras abordagens sempre é válida. Também utilizo a técnica "POW", para início de trabalhos de desenvolvimento. No P (Positive), pergunto para os participantes sobre o que enxergam de benefícios ao entrarem no programa de coaching. No O (Objections), pergunto sobre o que pode ser um impedimento para o programa de desenvolvimento e no W (what else?), eu pergunto se há algo mais que n?o foi compartilhado. Essa conversa inicial é bastante útil para ouvir as partes envolvidas e fazer alinhamentos.

There is always a reason if leaders are not engaged, therefore the best step is to solicit feedback from the participants. It could also be that the participants did not see how the programme was going to add value or change their situation. Leaders sometimes have the perspective that going to training is taking them away from their day to day jobs and only adds more stress. They will be engaged when they know that spending time in the programme will alleviate their challenges.

To some extent, customization involves having clarity about each employee's career objectives. That is, it's hard to customize until you know the desired end point. The starting point is obviously where the employee is at this stage of their career. The gap describes the customized training needed by that employee.

To make sure your employees are engaged in a leadership development program, adapt it to fit their unique requirements and interests. Find out what skills they want to develop, what challenges they face, and what kind of learning experiences they prefer. Then, you can adjust the program by offering different kinds of learning like online classes, in-person workshops, one-on-one coaching, or group discussions. Giving them choices and focusing on what they need will make the program more interesting and useful for them.

Creating a leadership development program that is customized and personalized to your team member is really critical to engagement. Ensuing that the program addresses identified gaps and goals ensures that each participant feels connected to the learning. Conducting a great discovery that combines tools like those mentioned turned above, along with individual conversations and interviews can clarify those important development spaces. Designing a program that includes different learning styles, along with opportunities for practical application and reflection is also key. It’s also valuable to layer in individual or group coaching to help support each leader in embedding their learning.

Dividir em uma meta pessoal, uma meta interpessoal e uma meta de resultado/sistêmica ajuda o programa ter uma estrutura. Escutar os contratantes pode apoiar você a construir os pilares do programa. Estou exatamente nesse momento em um programa que o líder me pediu que olhássemos de forma integral para os líderes, ent?o vou inserir também espiritualidade e áreas da vida para apoiar os clientes. N?o há uma regra, mas sim conversas de alinhamento sobre o que se espera ao final. Coaching é sempre uma metodologia artesanal e centrada nas necessidades de cada cliente/empresa.

Definitivamente se realizaria una ruta de aprendizaje de cada colaborador para que se sintiera incluido en su proceso de crecimiento, dando una sensación de que él lo administra.

Este punto puede ser un poco "enga?oso" si no está conectado desde el comienzo al fin, con el propio proceso. Si se es capaz de comunicar y transmitir el propósito de este tipo de programas, entonces cada nivel superado debe verse como parte del progreso en el proceso. Lo reconocimientos externos pueden ayudar, siempre y cuando estén justificados con la finalidad del proceso en su conjunto. Porque no hay nada más gratificante que la persona observa en sus carnes su propia evolución

En mi opinión una persona que no se preocupa por aprender y desarrollarse, no está comprometida con ella misma y mucho menos con el equipo o la empresa, así que evaluaría su actitud y rendimiento para ver si en verdad es lo que le conviene a la organización. ????

To increase engagement in a leadership development program, offering incentives and recognition is effective. Introduce elements like gamification, badges, or rewards to make the learning process more enjoyable and motivating. Publicly or privately acknowledging employees' progress and accomplishments within the program can significantly boost their morale and participation. Whether it's through a simple verbal compliment, a certificate of completion, or a tangible reward, recognizing their efforts reinforces the value of their development and contribution to the organization.

Enviarles un recordatorio de la importancia de su participación no sólo para la empresa en general sino para ellos mismos en el desempe?o de sus actividades presentes y futuras no sólo en la empresa en la que se encuentran actualmente.

En mi experiencia la gamificación en bloques puede ayudar mucho a partir el conocimiento y a que los colaboradores tengan la sensación de que esten avanzando.

Listening to and acting on feedback from your employees about the leadership development program is important. You can gather their opinions through surveys or meetings and pay attention to their suggestions and concerns. It's important to show that you value their input by making changes to the program based on their feedback. This approach not only improves the program but also increases their engagement and trust in it.

Aplicar feedbacks construtivos, para que possam melhorar cada dia mais. Em programas de lideran?a, além de feedbacks com os participantes, através de reuni?es mensais e quando necessário, interven??es individuais, aplico também avalia??es de desempenho com indicadores, trimestralmente, caso seja um programa anual, para que eu possa fazer compara??es e se preciso realinhar a rota.

1- Apresentar a relevancia da participa??o. 2- Instituir a??es de reconhecimento por ades?o x e prática no dia-a-dia com a equipe ou outras áreas. 3- Utilizar conteúdos do programa de desenvolvimento para Feedback de desempenho e desenvolvimento. 4- Liderar pelo exemplo: exercer todas as sugest?es acima sugeridas.

Everyone loves to feel important. Everyone loves to be heard. When people have a free and healthy atmosphere where their opinions, views and contributions are sought on certain topical issues, they feel valued and consequently, offer more invaluable contributions in subsequent times.

La retroalimentación de aquellos quienes tomaron el curso o taller, es fundamental. Sin ella, se corre el riesgo de continuar con cursos que no se adaptan a las necesidades específicas de los empleados, resultando en falta de interés y atención y, por consiguiente, perdida de recursos de la compa?ía. La opinión que los empleados tengan sobre estos cursos, es la más valiosa; ya que ellos son los que están asistiendo, buscando el mayor beneficio posible de estos cursos.

Firstly, it is important that you practice the skills and behaviors the program teaches in your own work and try sharing your experiences with your team. Also, make sure they have what they need to learn effectively, whether it's time, materials, or someone to guide them. You could coach them, offer feedback, or connect them with mentors.

I think that some people hesitate in leaning in to development opportunities for two reasons: a) they don't believe they will learn more or have the time to find out if they will; and b) their "deficits" may surface and they don't want those to be revealed to others. When I engage in development opportunities I openly share with my colleagues I am doing so in hopes of gaining personal insights but also, in hopes of bringing more value to our collaborative table. I will even go so far as to share some of what I am learning/experiencing during the timeframe the sessions are occurring. I find that it causes my colleagues to want to learn and experience more themselves. Encouraging by Example! It breaks the stigma and leads to discussions

Ah yes. Telling people what to do never works. They might comply and it just won't stick. Instead, I model the behaviour I am hoping to engender, creating a space in which all are safe and we can all learn...at the very least, if it doesn't call others forth at least I am being the person I want to be!

Este paso es de los más importantes, porque refleja que lo que aprendemos es fruto de la influencia de otras personas que ocupan un cargo más relevante en las organizaciones. Si entre esas habilidades y competencias, se fomenta la autonomía, independencia y espíritu crítico, a la par que de apoyo y guía, para impulsar el propio liderazgo, entonces estaremos construyendo organizaciones saludables, con recursos personales y materiales. En general es necesaria adoptar esta visión al resto de la organización, y no sólo puntualmente.

Ok, I know the value of this development opportunity. I see how it fits with the organization's mission and goals. And, I am aware of the incentives. So, what's the problem? Why am I not engaging in the program? For one, there may be external factors, outside the organization that are perceived as a bigger risk factor that committing to a development program. If people fear for their job, or the life of the organization, no amount of incentive will move them off center. Another deterrent may be this individual's past history at this firm, worded as: "I did this before and nothing happened." So, where's the proof of career impact?

Leadership involvement is pivotal for employee engagement in development programs. When leaders actively participate in or endorse these initiatives, it underscores their importance. It also signals a commitment to employee growth, fostering a culture where learning is valued. This involvement cultivates trust and inspires employees to engage, knowing their leaders are invested in their development and success.

First and foremost to understand is - what the employee wants. Is that the direction employee wants to choose. By understanding the employee needs, one can help them develop self-awareness. To do so, create an environment of safety for them to speak their mind and understand their needs. Expectations are often developed from ones values and beliefs. Understanding this will help engage with the employee and usher real engagement. In my observation, the employees are nominated without even assessing the needs or desire. The employees go into a training under pressure. The Leader-Supervisor has to be highly engaged in the employee's development and invested in their growth.

I would suggest that if you have gotten all the way to delivering your program and folks are not engaged you are a little late. We need to do a much better job at extolling the virtues of our programs, and providing the benefits to our learners UP FRONT. We have all had learners who seemed disengaged, and of course we need to identify the cause. It may be problems at home, or challenges with a boss, or any number of things. But those should be one-off situations. And if we do a great job selling our program up front, and explaining exactly why dedicating themselves to the learning is great for them, then we can proactively eliminate many of these issues.

I might be missing the point here but surely if they aren’t engaged in a leadership development program it’s not the right move for them! Intrinsic motivation is the best way for anyone to do anything at work. And if it’s not right for them that’s okay,