In an era where rapid change is the norm, one cannot overstate the critical need to develop future-ready leaders who are equipped to lead change. Yet, developing such leaders remains one of the most elusive challenges for organisations globally. Enter the myriad of leadership development programmes, marketed as the cure-all for all leadership woes. But how effective are these programmes in nurturing tomorrow’s leaders? Are they the mysterious ‘vitamins’ of the corporate world, offering elusive benefits? Or can they serve as ‘painkillers’ that provide actual and fast relief?
Leadership development gap and the vitamin syndrome
Leadership scarcity can quickly become a chronic ailment for any organisation – one that hampers growth, innovation, and operational efficiency. However, despite the recognised importance of nurturing leadership skills in managers and high potential contributors to further organisational growth, there still exists a significant gap in leadership development efforts.
Leadership development programmes, though abundant, often miss the mark in cultivating the skills necessary to navigate today’s complex business environments. They are like the ubiquitous multivitamins of the corporate world—preventative at best and aimed at a general sense of well-being rather than addressing actual pain. While these programmes are designed with the best intentions, they often lack the specificity and customisation needed to yield tangible impact. Furthermore, the absence of quantifiable outcomes translates to poor measurability of programme efficacy and ROI. Consequently, most programmes rely on immediate participant reactions or momentary knowledge gains, as a measure of their effectiveness, without addressing individual growth, long-term career progression, or broader organisation-level performance.1
The painkiller prescription – individualised coaching
In today’s fast-paced business world, leadership development that acts like a painkiller—targeting specific pain points with immediate, observable results—is the need of the hour.
For leadership development to transition from being a vitamin to a painkiller, it must incorporate a personalised coaching element. Coaching addresses the unique needs of each individual, facilitating a tailored development process that traditional programmes often overlook. It prioritises personal development and empowers individuals to build on their unique strengths and address their weaknesses. It provides aspiring leaders the tools and insights they need to navigate complex career landscapes, ensuring they are not only prepared for their desired roles but are pivotal in shaping their organisation’s future.
Coaching in action
Consider the case of Maya, a high-performing mid-level leader at a large technology firm. At her company, Maya was recognised for her functional mastery and her proven success at driving several high-value projects to completion. Known for her technical expertise, team leadership competency, and keen problem-solving abilities, Maya had climbed the ranks swiftly during her last five years with the company. However, when she felt ready to step into a vice president role, she was unexpectedly passed over for the promotion despite her stellar track record. Maya had always been lauded as a star performer by her bosses, so this sudden stagnation at the threshold of transitioning to a senior leadership position left her crest fallen.
Determined to advance her career, she enrolled in the company's 6-month leadership development programme, expecting it to fast-track her growth. However, as her next performance review approached, she realised that despite her efforts, the long-drawn programme hadn't helped moved the needle. Maya remained unsure about the specific skills she lacked and what set her apart from her peers to warrant a senior leadership role. Her lack of clarity extended to understanding how her distinctive value, when aligned with a vice president position, could contribute to the company's strategic goals and drive their success. The feedback from the performance review brought her fears to reality, as she didn’t get her desired role yet again, leaving her wondering if she would ever be considered ready for the next level.
Frustrated and having lost valuable time, Maya turned to Ajay as her last resort. Ajay was a seasoned executive coach, known for his deep understanding of corporate leadership dynamics and expertise in guiding aspiring leaders. Going into their initial conversation, Maya hoped for a straightforward solution – perhaps an elevator pitch to sway the C-suite. However, her sessions with Ajay transpired into a series of complex and nuanced discussions. Together, they uncovered deeper issues: Maya lacked a clear understanding of the strategic needs of her company, the unique value she brings to the table, and the key competencies she needs to develop. Through thoughtful discussions, Ajay guided Maya to critically assess her own ambitions and the company’s direction. They dissected the roles within the company, identifying potential fits for Maya’s aspirations and skill set, as well as the gaps between her current capabilities and those required for the senior role she desired. It became evident that while Maya excelled operationally, she needed to develop a strategic mindset and enhance her financial acumen to align with the expectations of a senior leadership role.
Ajay’s approach was not about quick fixes but fostering a deeper self-awareness in Maya. Together, they crafted a plan of action, which involved Maya engaging more actively with her boss and senior stakeholders, to understand the organisation’s strategic objectives and her role in achieving them. She needed to map out a course for the skills she must develop and the leadership competencies she must build to transform herself into a strategic leader poised for the next step in her career trajectory.
Being overlooked for a leadership role due to undeveloped leadership capabilities is a professional setback that many early and mid-career professionals unfortunately experience. Maya’s journey highlights how ineffective leadership programmes can leave participants directionless and reinforces the transformative power of personalised coaching in unearthing the underlying strengths and weaknesses that individuals themselves might not see, and thereafter co-creating a tailored action plan to not just overcome immediate career hurdles but to shape a leader’s ability to see beyond the horizon.
Note: Names of individuals have been changed to maintain confidentiality.
Implementing effective leadership development programmes
As Forbes author, Stephen Nalley, puts it, “Leaders are not just born; they are made through guidance, experience, and the right organizational culture that values growth and learning. A robust leadership development programme is crucial for any organization that aspires to thrive in the long term.”2
Hence, to implement leadership development programmes that act as painkillers, organisations must:
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Embrace personalisation
Move away from one-size-fits-all approaches and towards tailored development plans that recognise the unique strengths and areas for growth of each individual
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Integrate coaching
Embed coaching into the fabric of leadership development programmes, ensuring that every aspiring leader has access to a coach who can guide them through their personal and professional growth journey
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Incorporate real-world application
Create opportunities for continuous application through micro-learning sessions, peer discussion groups, scenario-based exercises and simulations, real-life projects, and regular feedback loops, so individuals can translate theoretical knowledge into practical skills
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Measure impact
Establish clear metrics to evaluate the value and impact of leadership development initiatives, focusing on learner experience, impact on job performance, and tangible contributions against business priorities.3
Rethinking leadership development – from vitamins to painkillers
Despite significant investments and efforts to tackle the acute challenges of leadership development, many organisational initiatives ultimately fall short of providing the targeted impact of painkillers, as intended. This disconnect leaves most interventions falling short of addressing the core issues that impede effective leadership growth.
So, for organisational leaders and HR professionals, the call to action is to reassess and redesign leadership development programmes, ensuring that they are tailored to meet specific needs of aspiring leaders and deliver measurable impact. For early and mid-career professionals, this means actively seeking out developmental opportunities that go beyond generic advice and workshops. Look for programmes that offer personalised guidance to help you realise your unique potential.
By reimagining our approach to leadership development, we are not just preparing individuals to meet the demands of the present but empowering our next generation of leaders to lead boldly into the future.
References:
[1] “Leadership Development Is Failing Us. Here’s How to Fix It”, MIT Sloan Management Review, Hannes Leroy, Moran Anisman-Razin, and Jim Detert, December 2023
[2] 8 Strategies For Developing Future Leaders In Your Organization”, Forbes, Stephen Nalley, December 2023
[3] How to Create a Successful Leadership Development Programme”, Harvard Business Publishing Corporate Learning, Deanna Foster, February 2024
