July 30, 2024
I recall attending a conference for Chief Learning Officers and heads of leadership development. An executive from a prominent aerospace firm was talking about that firm’s current approach to leadership development. He then made the jaw-dropping statement, “No one will know for 25 years whether what we’re doing is making any difference.” My first reaction was a flippant, “Great job to have.” “No accountability for 25 years.” Then, he recalls strongly thinking, “If you can’t see any changes in your leaders’ behavior in a year or so, I am 100% certain you never will.”
Fast forward to now. I wish I had known then what I know now. Despite working in this field for 65 years, I have just now discovered what I would like to have said to that group. Today, my message is that we have good data about the necessary ingredients for success in developing leaders. It is available to any firm that wishes to practice it. The outcomes are highly predictable and measurable.
The second alternative affects a far broader population. Indeed, we have learned in the last few months that broader programs have a contagious, extending effect that changes not just the direct reports of those who were developed, but extends to all leaders in the firm. A defined goal for this initiative could be to have all leaders move from being average in their assessed behavior to being above the 70th percentile when compared to other leaders from highly regarded organizations. We now know that this can and does happen.
Some of the above are more complex and expensive to implement than others. Most can be obtained from external suppliers, while others require internal staff for their creation and execution. None requires huge investments, unless a firm decides to use simulations as their primary tool for development and insists on a customized version created specifically for their firm. That normally entails a sizable front-end expense. (We think that generic, off-the-shelf simulations from reputable firms produce 95% of the learning that a customized version provides at a fraction of the cost.)
Organizations using other development methods, such as simulations or action-learning projects, can administer climate or culture surveys that check improvements in employee engagement, client satisfaction, retention, innovation, safety records and other valued metrics.
The anecdote of the aerospace executive’s statement at the conference underscores a critical misconception in leadership development—that its impact cannot be measured in the short term. This belief not only undermines the importance of accountability but also overlooks the wealth of data and best practices that now inform effective leadership development.
Today, we understand that successful leadership development is neither a mysterious art nor an unquantifiable venture. The five key components outlined—defining clear goals, selecting proven methods, involving a sizable portion of the leadership population, sustaining efforts over several years, and rigorous monitoring and measurement—provide a robust framework for achieving tangible results. These elements are grounded in extensive research and practical application, proving that leadership development can indeed yield significant improvements in behavior and performance within a relatively short timeframe.
The notion that leadership development takes decades to manifest results is now obsolete. Organizations that embrace these principles can expect to see noticeable enhancements in their leaders’ effectiveness within a few years. Moreover, the cascading effect of well-developed leaders positively influences not only their direct reports but the entire organizational culture, leading to widespread improvements in engagement, innovation, and overall performance.
-Jack Zenger
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