Don't blame the frontline leader, blame how we develop them
Read the full article in my piece in Training Mag. How we manage to engage through leadership development could be the greatest back-to-basics, natural solution of the 21st century.
The stats are in. Survey after survey says people want connection—to other people, to their boss, to a purpose. They want to feel like they belong. They want to know they make a difference. They want coaching and clear communication. And the list goes on. In a nutshell, the message is simple: It’s about engagement. People want to be engaged.
But, on the flip side, according to Training magazine’s 2021 Annual Leadership Development Survey, executives aren’t convinced that the work being done in leadership development, on the very skills that should address employee engagement, is actually impacting business outcomes.
Which begs the tough question: “Are businesses seeing a return on the investment in leadership development through improved operational results, organizational productivity, better customer service, or higher shareholder value?”
The answer? Oftentimes, not. For all the classroom training in the world (and money invested in it), more often than not, skills aren’t developed, and improved results aren’t achieved. That’s not good news.
So, what then is the missing ingredient that prevents leaders from achieving results? What’s holding our organizations back in getting the best outcomes from their leadership training?
If you want to be a great leader, you must first learn how to manage to engage.
Read more in my piece in Training Mag. How we manage to engage through leadership development could be the greatest back-to-basics, natural solution of the 21st century.