Leaders are built and then trained in technical management skillsHave there been times in your organisation where there is more talking about developing the leadership group than actual resources and effort dedicated to allowing people the opportunity and access to effective programs for leadership development. It is something that is needed, but time and costs see the enthusiasm and commitment lost and often less costly processes that take less time become the option.
The option can commonly result in you being sent off to a leadership training day and all of a sudden you can be expected to be the leader the organisation needs you to be. In some cases it is possible that you have arrived at leadership training because every other part of your organisation is going through it and your department was told they needed to participate. There is the perception that what others do to develop leaders will be the right approach for all leaders.
The Jones’s Principle – because someone else does it, we do itSelecting to do leadership development through this decision process is unlikely to deliver satisfactory sustainable results. The result of the training is seen as ineffective. The senior group view this as a poor return on investment and possibly will be less willing to invest in a program when it is next presented. This is the worst possible outcome when organisations believe that leadership development is not a worthy investment and they stop investing in their people. A compounding impact is felt and business performance either continues in the status quo or begins to decrease.
Training leaders is giving leadership development a poor report.A few organisations will break the cycle as a result of specific individuals with highly developed leadership capabilities and through their influence others will model and mirror their style – these people become the culture of the organisation.
Review of Adult Learning Adults learn best when there minds are engaged in the subject matter they are learning ie. they can see how they align to the information and how learning this information will serve them (what's in it for them). So from the beginning consultation must be in place to determine training requirements - many organisations do this with training needs analysis. There are going to be some organisations that do not thoroughly ask the audience what the training needs are and this results in training being implemented that is not valued by the participant and therefore becomes a poor investment.
I acknowledge that there is some mandatory training and I will address below as this is most often training technical skills information.
“If the training is not mandatory, why do we force it – people deserve a choice”
Positive Training ReviewsIf you were not engaged in the training - WHY would you provide a positive review - it happens and possibly as the overwhelming norm.
Have you ever been in an organisational role (or close to one) who reads the reviews from the training - most of the reviews are positive.
There are a number of possibilities why this occurs:
“the mindset of raving fans is already open and receptive - this is important for training”
So if we were delivering leadership training we know that the raving fans (2.5%) are going to gain great personal development from the training, but what about all of the others – how are you going to be certain that the training has the desired sustainable result that the raving fans are experiencing? The answer is not more training – the answer is first investing in their personal mindset development - move them toward the mindset of the raving fan.
"the first building block of a leader is an open mindset ready to receive opportunities for growth"
Challenge of the Training Delivering Model
Even with great consultation there is always a chance of a small percentage of the participants that have decided well before attending the leadership training that there is nothing in it for them - even with the most exceptional delivery a sustainable result will most likely not be achieved. The investment is not realised, they were not prepared to receive, they were not their own leader.
The balance of other people in the training are finding some real gold and demonstrate enthusiasm to implement the ideas back into the workplace. The organisation then observes 3, 6, 12 months later leadership behaviour which is not congruent with the training that was delivered. The training may have been desired, the people were receptive to the new information, but they were without skills to create new mindset connections with the information - being able to lead your mind comes from building yourself as a leader.
training is not the solution for developing leaders
When you have identified people in your organisation who are leaders or who are the next generation of leaders - consider a program that will give them the opportunity to develop as a leader and acquire the technical skills to execute as a manager.
(Leader) being the peoples leader and (Manager) managing business operational process.The number of infographics found online showing the difference between a leader and manager - not accurate ... I will explain in a separate post soon.
Becoming a leader is a journey for every individual and the most effective process for undertaking this journey is providing the person with the opportunity to participate in a personal development coaching program customised to unlock the leader. A person must lead themselves before they can lead others. During the journey each individual will truly find out whether or not it is their desire to be a leader - for some this process may result in them no longer seeking a role where they are leading others. Self-leadership is the first building block of becoming the leader you need to be.
"only a person who can lead themselves can inspire others to follow"
The modern leader programs moves into providing the leader with tools, skills and knowledge on how to develop their leadership style and methodology to allow them to meet the leadership needs of their team.
Role of Training
Training is great for imparting technical skills information (often mandatory training for a role) in regard to how business operational systems and processes are managed. The key with training is ensuring your participants have their WHY connected ie. ensure you can articulate in the engagement of the participant the WHY this training is required and HOW it will add value to their role. If they have found their inner leader, they will know how to connect their WHY to squeeze every learning opportunity from the training.
"give people the best chance to learn by connecting their reason to show up"
Choosing a Provider
You can get specific and look for providers promoting that they were (are) a recognised leader (make a great mentor) and now market themselves as a leadership coach – caution … ensure they are a certified coaches.
There are fundamental coaching principals used in personal leadership development which are critical for the success of the program that allow the person to know and understand how to lead themselves.
From Personal Growth Skpetic to Addict - share my jounrey through insight mindset perspective - the gift of wisdom I have become extrememyl grateful for.