Why Leadership Development Programs Fail - McKinsey & Co | Agile Learning | Scoop.it

Sidestepping four common mistakes can help companies develop stronger and more capable leaders.

1. Overlooking context   A brilliant leader in one situation does not necessarily perform well in another. ....Too many training initiatives we come across rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate.

...Focusing on context inevitably means equipping leaders with a small number of competencies (two to three) that will make a significant difference to performance.   (Bold mine, DN)

2. Decoupling reflection from real work   ...On the one hand, there is value in off-site programs ...offering ...Ftime to step back.... On the other hand...adults typically retain just 10 percent of what they hear in classroom lectures, versus nearly two-thirds when they learn by doing. 

...one large international engineering and construction player built a multiyear leadership program that not only accelerated the personal-development paths of 300 midlevel leaders but also ensured that projects were delivered on time and on budget. Each participant chose a separate project... linked to specified changes in individual behavior...

3. Underestimating mind-sets  ...too often these organizations are reluctant to address the root causes of why leaders act the way they do. 


4. Failing to measure results      ....One approach is to assess the extent of behavioral change, perhaps through a 360 degree–feedback exercise at the beginning of a program and followed by another one after 6 to 12 months.   .... monitor the business impact, especially when training is tied to breakthrough projects. 

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