It seems there’s still a whole lot wrong with leadership development.
The latest survey on the subject — from Harvard Business Publishing Corporate Learning — finds only 7 percent of organizations believe their leadership-development programs are best-in-class.
And even among those best-in-class programs, the survey finds, 40 percent of respondents feel leadership development is only important — not fundamental — to business strategy. Those top programs also struggle mightily with both measurement and innovation, it says.
Worse still, the majority of business managers and L&D professionals aren’t seeing eye-to-eye on the impact or relevancy of their leadership-development programs. Seventy percent of L&D professionals expect leadership development to become a strategic priority in the next three years, compared to only 47 percent of business managers … with only 19 percent of the latter group strongly agreeing their programs have a high relevance to the business issues they face.
The survey and its report makes a loud clarion call for more companies to stand behind their leadership-development programs and take them more seriously. As Ray Carvey, executive vice president of corporate learning and international at HBP, says:
“Although these survey results do not completely surprise us, they do show that, when leadership-development programs are designed and developed as a strategic priority, aligned to both goals and key challenges, businesses have a better chance at growth.”
Leaders and leadership-development programs behaving badly is no new tune in this profession. This post from earlier this year lays out the problem as one of corporate sponsorship. Or the lack thereof.
This study back in 2013 by Development Dimensions International finds most leaders worldwide still lack the fundamental skills to lead and still don’t know how to have important yet basic leadership conversations with their ranks and teams. So leadership-development failure? I think so.
This piece on HREOnline.com cites, as the majority of programs’ foibles, the failure to link leadership development to strategic objectives.
Which echoes nicely with what Carvey thinks. In his final parting shot of hopefulness, he says:
“While it’s easy to read this report as L&D teams are consistently being overlooked, or not doing a great job interpreting and responding to the needs of the business, there is a big silver lining here: Leadership development programs, when they work, absolutely have an impact on business success.
“L&D teams must embrace new ways of aligning with the business, demonstrating relevance and proving impact, not only to change the perception of leadership development in their organizations but also to better prepare their businesses for future growth.”
How you go about assessing that alignment, and adopting strategies to ensure your business and leadership-development initiatives are better connected, is entirely up to you, of course. Just don’t assume it’s “all good.”