No Margin for Error: Is Leadership Development Working?

Everyone understands the value of great leadership; 15 billion is spent every year on development.  And almost 40% of top executives fail after 18 months. This doesn't account for countless other managers and aspiring leaders who struggle in their role due to lack of skills they need to be confident in their job. What do you think is happening and can this outcome be changed?

Early in my career, I worked as a Clinical Specialist; it was my job to create training programs for nurses, physicians and other healthcare professionals. I recognized then, the lack of skill transfer with in-service training. You have probably experienced this, there is a swell of excitement during the training and then shortly after, once back to your daily job, the enthusiasm quickly disappears.  I want to share three major problems with most training programs and what you can do to structure your training for the best possible outcomes.

The biggest problem is that training programs do not take into account the natural way we learn. In addition, this typical classroom style learning model doesn't account for the major impact mindset has on the learning process. Finally, the environment in which the leader (student) is working and learning matters.

The author of the book, Everything I Need to Know, I Learned in Kinder Garden was on to something. Children instinctively understand that learning and play are synonymous. We learn naturally when our body is active, our mind is engaged and emotions are part of the process. Too often, the learning process is all verbal and people resort to mechanical methods of memorizing, reading theories and then attempting to mimic behavior. No wonder it doesn’t stick, especially when the stress reaction gets triggered with distraction and pressure, altering the ability to focus.

To enhance natural learning instincts, consider the following

1. Create a positive environment.  People learn when relaxed and attentive.

2. Accountability. People learn the best when they are invested and take ownership of the outcomes. Provide expectations for all learning experiences and then follow through. This learning experience is not just for the knowledge; rather it is for the application of that knowledge.

3. Context. Why does someone need this information and how will they use it?

Learning occurs naturally when the right conditions exist.

These three suggestions will help you with the next barrier; mindset. The second barrier to skill development with many training programs is that mindset is not addressed. Did you know that as humans, we tend to overestimate our ability and underestimate the ability of others? We also tend to underestimate the mistakes we make. In essence, growth is stalled unless you value continual learning.

The best leaders recognize that continual development will keep them at the top of their game. When you engage the whole person in the learning process, it is harder to fall into this trap. Consider:

1. Stand up meetings. 30 second responses. This keeps everyone focused on outcomes, not excuses.

2. Use a systems approach to define measure and evaluate; use case studies in the learning process. This keeps the leader (student) focused on real outcomes that are relevant in the moment.

This brings us to the third barrier to effective development. The environment has to be ready and able to accept new ideas and possibilities. Development should not have a start and end date. High performing organizations have a continual learning culture. This is possible with the definition of what “development” means? What metrics will you use to measure the value of the training? In measurable terms, what are the expected changes you want?

Motivate and inspire your people with the opportunity to learn, grow and develop the innovative solutions you really need. Learning needs to be one of the core competencies required to be on your team.

 If you would like help transforming your training programs to achieve the development you need in your people, contact me. This is our specialty!

Cynthia Howard RN, CNC, PhD, CEO, Chief Energy Officer of Vibrant Radiant Health, an innovative professional development company providing leadership training & coaching solutions, integrating Emotional Intelligence (EI) tools and practices with resilient thinking and the lean transformation process. www.vibrantradianthealth.com