Why Leadership Development Doesn’t Change Some People (And How To Turn Them Around)by Jack Zenger October 12, 2016
My firm Zenger Folkman measures leadership effectiveness using a 360-degree feedback process in which 15 or so subordinates, peers, and the boss pool their perceptions of a leader. They complete an on-line assessment and the results are then passed onto the leader who was assessed. By repeating that measurement every 12-18 months, the organization can monitor the collective amount of change that comes from any development program. The difference scores tell you whether or not the leader in question has made significant change.
In examining the data from several large organizations we found that roughly 60% of the participants indeed get better. Some company executives are extremely pleased with that outcome. I, however, am not. Why? Because that suggests that 40% of leaders developed stayed the same, or perhaps became worse. This is frustrating to me because every participant uses the same materials, goes through the same experiences, and has the same facilitator conducting the sessions. The leaders receive the exact same inputs, but produce widely different outcomes. Continued on Forbes.com.