Investing in Leadership Is Not Enough
Many organisations invest heavily in leadership training with the expectation that better courses will produce better leaders. It is an understandable assumption, but it is rarely the complete answer.
A training course can build knowledge. It can introduce frameworks, models and techniques. What it cannot do on its own is develop the judgement, resilience and behavioural consistency that define exceptional leaders.
The organisations that consistently build strong leadership capability understand one important truth. Leadership is developed through experience, not simply education.
This thinking aligns with the widely recognised 70:20:10 learning model, which suggests that while formal training has an important role, most leadership capability is developed through challenging work experiences and learning from others through coaching, mentoring and feedback. The percentages themselves should not be treated as scientific fact, but the principle remains highly relevant. Real leadership grows through application, reflection and continuous reinforcement, not through classrooms alone.
This helps explain why many organisations continue to experience disappointing results despite significant investment in leadership programs. Leaders leave a workshop inspired, only to return to the same pressures, habits and expectations that existed before. Without ongoing coaching, practical application and accountability, much of the learning gradually fades.
Leadership development is much like learning to ride a bicycle. Reading about balance helps. Watching someone else ride provides useful insight. Sitting on the bike is necessary. However, real learning only occurs when you start pedalling, make mistakes, adjust, regain your balance and keep moving forward.
The same principle applies in business.
Leaders develop when they are trusted with difficult decisions, challenged by unfamiliar situations, coached through setbacks and encouraged to reflect on both failures and successes. They become stronger when someone observes their behaviour in real situations and provides practical feedback that can immediately be applied.
Celebrating success also plays an important role. Recognising what worked reinforces positive leadership behaviours and builds the confidence needed to repeat them under greater pressure.
The strongest leadership development programs therefore extend well beyond formal training. They combine structured learning with executive coaching, on the job coaching, stretch assignments, peer learning, honest conversations and opportunities to practise leadership every day.
Across the Asia Pacific region, RDL is known for delivering this integrated approach, where formal training is supported by coaching, on the job coaching, practical application and leadership reflection.
Rather than treating development as a single event, successful organisations create an environment where learning becomes part of everyday work.
Ultimately, organisations do not build better leaders by investing in more courses.
They build better leaders by investing in the complete leadership journey.
Comments