Common Flaws with Leadership Training Programs

Employees eagerly looking forward to company-sponsored leadership programs often become disappointed and/or disillusioned. There are good reasons for this reaction. In their well-meaning effort to create effective leaders on their staff, employers often lose focus of the real purpose of leadership training.

Why Leadership Development Programs Are Often Flawed

Many leadership programs have an overriding fatal flaw often recognized by participants before management has an awakening. The primary flaw is the “one size fits all” approach that most programs feature.

Most programs follow stated “leadership competency models” that attempt to infuse leadership qualities equally in individuals. Like inexperienced farmers spreading seeds randomly, hoping for good results, these programs try to teach the principles of leadership to a diverse group, without regard for their personality differences.

An additional fatal flaw in this approach is the lack of measurable results. Of course, management employing these techniques is desperately hoping for good results. But, what exactly do they want? Management seldom knows, as the results are seldom defined. They often assume that the company needs leaders to succeed. While this assumption is correct, how will management know which employees are responding and which are not?

Natural leaders may respond well to this type of program. However, the differences and nuances of human personalities often dictate that, while leadership qualities and behaviors can be learned, the paths to understanding are many. Using only one option and expecting very different people to embrace the concept is unrealistic.

If you’ve attended one or more leadership programs, simply ask yourself the following questions.

• Did I make a “connection” to the presenter and the material offered?
• Was I able to practice and use some of the material at the workplace?
• Did the program help me create attainable goals for my career?
• Has the leadership program generated meaningful positive results for me?

If you can answer “Yes” to these questions, the program worked for you. If you’re unsure of the answers, you might have benefited—and may still benefit—from a different, more effective focus.

Correcting Flaws in Leadership Development Programs

It’s far more effective attending a leadership development program in tune with your employer’s strategies and goals. Additionally, changing from a competency model to a results-oriented leadership basis gives you and management more opportunity to evaluate your progress on the path. Components of these effective programs typically include the following features.

• Encourages ethical behavior. Three primary leadership traits involve ethics, integrity, and good communication. The recent recession generated numerous headlines suggesting that many corporate leaders were lacking both ethics and integrity. While that perception may not be close to reality, good leaders must have the trust of their co-workers, management, customers, and stockholders. Consistent ethical behavior is critical in establishing this trustworthiness.
• Stresses authenticity and individuality. Trying to adopt the leadership personas of Bill Gates (Microsoft), Warren Buffet (Berkshire Hathaway), or Jack Welch (GE), would do little but be an exercise in futility. You have to be yourself. Your interpretation of classic leadership qualities must be internalized and melded with your individual personality to be effective. If you’re not convinced, just watch the wonderful PBS show with Gates and Buffet chatting on a college campus. Two more different personalities will you not find—yet both are outstanding leaders.
• Highlights the concept of “vision.” C-level executives know the value of vision, often patterning their strategic, operations, and financial direction based on their vision for the company. All good leaders have vision, typically very compelling and motivating mental pictures. This is a leadership trait that should be clearly explained in all effective programs. How you approach and develop your personal leadership vision then becomes your individual choice. Understanding the importance of having a vision for your career, your job, your employer, and your evolving leadership skills allows you to create a winning vision of you as a leader.
• Clearly explains leadership behavior. Strong leadership becomes a series of behaviors that display the qualities you want to exhibit. A good leadership program explains the type of behaviors common to superior leaders. Even if you find some of this behavior a bit foreign to you, use the “fake it till you make it” approach. You will, over time, internalize this behavior. It will become natural and transparent to co-workers and management alike.

Even with a good leadership development program containing these components, you still need to set goals that allow you to measure your progress and success. If you can define these desired results in agreement with management, you’ll find it easier and more rewarding to enjoy your leadership training and traveling the road to career success. You’ll believe in the comment, “the joy is in the journey, not the destination.” However, in this case, you’ll love the destination, too.