LDPs have come in for some criticism that many of them don’t lead to better organisational performance. ‘One size fits all’ training that doesn’t resonate, explanation over experience, misunderstood company culture, and a lack of progress measurement can all lead to bewilderment, and disengagement with people soon reverting to their old, familiar ways of doing things.

Leadership roles are typically defined as those that are integral to a company, whether that’s inspiring team members, growing brand awareness, or helping employees succeed. You may limit your focus to those with formal leadership roles, or look further afield to those who have a lot of influence but not the corresponding job title.

No two organisations are the same, which means your reason for launching a leadership development program will be unique. It’ll depend on where your company is right now and where it sees itself in the future:

There’s no substitute for actually doing the job, so experience is essential for leadership development. On the job experience is also great for developing managerial soft skills that are so crucial for employee engagement.  Every project, whether it’s a success or ‘could have done better’ is valuable learning.

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Business is an academic discipline, and the basics of product, customer service, marketing, and business operations can be learned in the traditional way, with books and lectures, online courses, classroom training, immersive learning and LinkedIn learning. Education is important for leadership development so leaders know the basics of getting the job done.

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Like any program, you need to measure its effectiveness and the ROI. But also remember that for leaders, autonomy and trust are two of the key drivers to job satisfaction. So how do you meld the two requirements of trusting leaders and monitoring their progress?

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Leadership development is a program of learning solutions aimed at improving the skill sets, abilities and confidence of current business leaders, and bringing on the company’s next generation of future leaders.

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The leadership development industry is huge: companies spend over $14 billion on solutions, and you’ll find more than 70,000 books on the subject.

To enable all students to reach high levels of achievement and well-being and to acquire the knowledge, skills and values they need to become responsible, contributing members of a democratic and sustainable society.

For your current crop of leaders, you might create personal development plans tailored to the specific qualities they need in their role and their current strengths and weaknesses. These plans should develop personal growth only, not be seen or used as corrective measures.

Research has found that 45% of managers felt they lacked the necessary confidence to help employees develop necessary skills. And what’s more, managers account for some 70% of variance in employee engagement. This means that having great managers helps drive engagement across the organisation, and having poor ones drives disengagement.

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You can also leverage 360 feedback to understand how the leader is developing in the eyes of their colleagues. Do direct reports notice a difference? Do peers recognise emerging leadership qualities?

If you’re lucky to have talented leaders, emphasise the importance of building on strengths. Standing still means getting overtaken at some point, so leaders should focus on remaining at the top of their field and being a beacon for other employees in their organization.

Most business schools agree that this mix of learning methodologies matches the mindset of most leaders, who’d prefer autonomy and responsibility over sitting in a classroom learning how to lead. However, not all experiences are created equally.

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17 min read The workplace is ever-changing, and leaders must develop skills to keep up. Read on to find out how to effectively run a leadership development programme.

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Traditionally, leadership models focused on ‘positional leadership’, which relied on the concept of power. Thus, in the C-suite, the CEO, CMO and CFO assumed a lot of power simply because of their titles. Positional leaders were often unable to look beyond their remits to see how their decisions, performance, and behaviours affected others. There could also be a tendency to dictate to and coerce workers, which in many cases could lead to an unhappy organisational culture, a discontented workforce, and failure to retain talent. And, as we know, poor employee engagement leads to poor customer service and affects the bottom line.

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A lack of follow-up around feedback means that the process becomes pointless. It will also make employees apathetic about future attempts to carry out effective 360s.

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For high-potential leaders, or those early in their careers, you could consider rotational programs. This is where employees spend time with different departments, learning a variety of leadership skills and getting a better understanding of how the business units intersect and collaborate.

Understanding your company’s priorities and how they align with the capability and training needs of your leaders will allow for greater opportunities to target these needs within the context of your program.

If a rising tide lifts all boats, then creating a leadership development program benefits everyone. Great leaders drive higher team engagement and produce better business results. This means leadership development is an essential part of employee experience.

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One way of doing it is having the leaders in the company act as mentors – giving advice and feedback on the progress of more junior leaders. All with the subtext that one day the more junior leader could be a mentor themselves.

One way to assess your current leaders is to run a 360 Development program. These help you get a fuller picture of whether they’re demonstrating leadership qualities to their peers, direct reports, and own managers. It’s why more than 85% of all Fortune 500 companies use 360 Development.

Consult your leaders and potential leaders, too. Send a short survey asking them what they consider to be important leadership qualities for the company to succeed.

However, don’t just rely on expertise within your current leadership group. This can lead to the same ideas, behaviours, and qualities circulating again and again, and can prevent an organisation from growing. This is especially true in older organisations, where there can be a tendency to do things ‘as we’ve always done’ and hire people ‘who fit in’.

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However, you should compare leaders’ scores against the top 10% surveyed, or a high industry benchmark, in order for leaders to feel motivated to go further. By just looking at average scores, there’s a risk that leaders might be lulled into thinking they don’t need to do very much to succeed.

You want the people you carefully selected and recruited to grow in their careers and progress through your organisation. Effective leadership development programs (LDPs) provide the opportunity and guidance so employees—especially those in leadership positions— can develop the skills they need to manage their careers, lead others to success, and contribute great work to the organisation.

You should also consider involving your senior leaders in the process of building training and experiences, relying on them to articulate where the company should be in 5, 10, or 20 years, and outlining how leaders succeed within that framework.

Personal leadership is far more charismatic; this leader’s power comes from being someone people look up to, respect, and want to follow. Personal leaders are authentic, and see way beyond their role and responsibilities to ‘the bigger picture of organizational growth, motivation and engagement of employees, and achieving brand equity. They’re able to take on different responsibilities, are good at strategy execution, change management, are always reliable, and make a real difference to the business.

So, which type of leadership would you prefer to develop to take your business forward?  Some new thinking suggests that leadership development should be less of a sprint (a short, time-constrained training course) and more of a marathon (continuous learning).  This new approach is known as The Four Es of Leadership Development:

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Coaching and mentoring are two ways that human resources departments and HR leaders guide and develop business leaders, and it’s also important that they have opportunities to work alongside and observe aspirational leaders in a major role. In the same way, being ‘thrown in the deep end’ as participants in challenging projects is also a great way to learn about real world experiences of leadership.

Many organizations turn to Qualtrics asking where to start when it comes to developing a world-class employee experience program. The best-case scenario involves developing leadership competencies that reflect the unique industry, business, and needs of your organization. If your organization hasn’t codified those leadership competencies the following are common attributes to focus on:

Once you understand your company’s current priorities, you can define what leadership means to your organisation and what it will look like in practice.

It’s crucial that feedback is actioned. An employee needs to be given resources to help them if they’re given poor feedback in a particular area.

This is the essential part of 21st-century leadership development. You need to know where your leaders are currently at, and identify where they need to improve and grow.  So that your leaders themselves do not stagnate in the ‘curse of expertise’, powerful performance management tools such as Qualtrics Employee XM help them reach their full potential. These offer real-time, AI-driven solutions to enhance performance development. Including built-in 360 surveys, these tools can help leadership set goals, gather data, measure results and share insights in a transparent way. And most importantly, the results of the feedback can be used to take action to close developmental gaps and nurture leaders.