{"id":11843,"date":"2023-08-31T12:42:49","date_gmt":"2023-08-31T12:42:49","guid":{"rendered":"https:\/\/mysourcefunding.com\/startups\/five-reasons-leadership-training-fails-and-five-signs-it-will-succeed\/"},"modified":"2023-08-31T12:42:50","modified_gmt":"2023-08-31T12:42:50","slug":"five-reasons-leadership-training-fails-and-five-signs-it-will-succeed","status":"publish","type":"post","link":"https:\/\/mysourcefunding.com\/?p=11843","title":{"rendered":"Five Reasons Leadership Training Fails (And Five Signs It Will Succeed)"},"content":{"rendered":"
\n

Robert M. Donaldson, CEO \/ <\/em>Collaborative Strategies Consulting Inc.<\/em> \/ Author: Collaborative Power Grab. <\/em><\/p>\n

Jeffrey Pfeffer, a Stanford business school professor, w<\/p>\n

rote a book called Leadership BS. <\/em>In it, he notes that billions of dollars have gone into the leadership enterprise with almost nothing to show for it.<\/p>\n

You see articles in publications like the Harvard Business Review <\/em>stating that “corporations are victims of the great training robbery. <\/strong>American companies spend enormous amounts of money on employee training and education\u2014$160 billion in the United States and close to $356 billion globally in 2015 alone\u2014but they are not getting a good return on their investment.”<\/p>\n

Let\u2019s face it: The leadership training industry has a horrible and downright stinky record.<\/p>\n

Chasing the next shiny thing? Training with pontifications and Venn diagrams that first-line supervisors and middle managers can\u2019t apply in the real world? It\u2019s wasting time and money worldwide. I am writing this article to explain the five warning signs of leadership training that are likely to fail so I can help you avoid miserable results.<\/p>\n

<\/fbs-ad><\/p>\n

1. It\u2019s just another flavor of the month idea.<\/h2>\n

You find out it doesn\u2019t work in the real world because it was never (really) tested in the real world until you tested it out yourself and found out the bad news. You\u2019re the first person to be pushed off the cliff.<\/p>\n

Solution: <\/strong>Learn from somebody who\u2019s already done your job successfully. Think about it. Don\u2019t learn from a leader, instructor or leadership school if they don\u2019t have direct experience with your type of job requirements. If you\u2019re a first-line supervisor, middle manager or senior manager, learn from somebody who\u2019s proven that they\u2019ve done your job successfully.<\/p>\n

2. They don\u2019t tell you exactly what to do.<\/h2>\n

They say things like \u201cincrease your communication\u201d or \u201cmotivate your team\u201d and create \u201ca sense of vision.\u201d It\u2019s a weekend training course; you show up to work Monday morning, and you can\u2019t apply it\u2014because they haven\u2019t told you exactly how to implement these ideas. If it weren\u2019t so tragic, it would be funny.<\/p>\n

Solution: <\/strong>When you receive training of any type, it should provide a specific, step-by-step implementation plan. Certainly, it should give you theory along the way. However, if all they\u2019re doing is giving you these pontifications, avoid this training like the plague.<\/p>\n

3. Even if the ideas are worth trying, you don\u2019t have the time.<\/h2>\n

You\u2019ve gone to a weekend-long training session with lots of great ideas, but they don\u2019t consider how you will use this information while you\u2019re still doing your job. You come in the next morning and get slammed for another five or six days straight trying to implement ideas that simply <\/strong>take too much time. It\u2019s unworkable for supervisors who constantly incur massive direct supervision demands while making sure their team is producing the outputs defined by senior management.<\/p>\n

Solution: <\/strong>Unless you know exactly how you will implement any leadership training, which includes knowing how much time you have available to do so, think twice before trying it out. If the training system can\u2019t answer that question, don\u2019t pursue this training approach.<\/p>\n

4. Even if the ideas appear to be worth trying, it\u2019s too complicated.<\/h2>\n

There\u2019s just no way you have time to implement somebody\u2019s doctoral thesis. These are often the programs that are quick to blame the trainee. All these ideas looked great during the afternoon training; however, as they are based on extremely complicated formulas, they are often unworkable in the typical workplace.<\/p>\n

Solution: <\/strong>Complex leadership approaches generally have no place in the world of the first-line supervisor or middle manager. Run in the other direction as fast as you can.<\/p>\n

5. Even if the ideas are worth trying, you don\u2019t have a supportive culture that accepts the change.<\/h2>\n

If the group above you didn\u2019t attend the same training (even if they are the ones that sent you), your “new initiative boat” is heading for the rocks. I wish I didn\u2019t have to explain how idiotic this situation is, but I should because No. 5 is the most common and significant cause I’ve seen for wasting new leadership methodologies. Hoping to influence positive change, you try to re-explain the approach, only to get the same answers from an entrenched culture. Trying to make progress using this method is a miserable fool’s errand. What do they say about repeatedly trying the same thing and expecting different results? Yeah, it’s insanity.<\/p>\n

Solution: <\/strong>Not all leadership training proposals require a culture change, but most of them do. You need buy-in from your supervisor or the senior management group. If this new approach is not compatible with the current culture senior management promotes, don\u2019t waste your valuable life force. Chances are good that you\u2019re going to be running up a hill of sand with all four tires spinning without getting any traction and feeling just a lot of heartache instead.<\/p>\n

What To Look For Instead<\/h2>\n

1. What you need is training from someone who’s done your job before and found effective solutions to your problems.<\/p>\n

2. What you need is training that teaches you exactly step-by-step what to do next.<\/p>\n

3. What you need is training that\u2019s easy to implement, effective and transferable to real-world conditions.<\/p>\n

4. What you need is training that is promoted by the current work culture, including senior management.<\/p>\n

5. What you need is training that uses universal principles so you can go around and apply this to every human who works for you.<\/p>\n

You need your life back, and you can work toward that by using these warning signs to avoid wasteful and ineffective leadership training. Instead, stay focused on any training program that meets these five criteria listed above.<\/p>\n

Any leadership training that cannot commit to these five requirements is the type of training approach you will likely want to run away from as quickly as possible.<\/p>\n

Okay? You\u2019ve been warned.<\/p>\n

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?<\/em><\/p>\n<\/div>\n

Read the full article here<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Robert M. Donaldson, CEO \/ Collaborative Strategies Consulting Inc. \/ Author: Collaborative Power Grab. Jeffrey Pfeffer, a Stanford business school professor, w rote a book called Leadership BS. In it, he notes that billions of dollars have gone into the leadership enterprise with almost nothing to show for it. You see articles in publications like […]<\/p>\n","protected":false},"author":1,"featured_media":11844,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[77],"tags":[],"class_list":{"0":"post-11843","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-startups"},"yoast_head":"\nFive Reasons Leadership Training Fails (And Five Signs It Will Succeed) | Brandiary<\/title>\n<meta name=\"description\" content=\"Robert M. Donaldson, CEO \/ Collaborative Strategies Consulting Inc. \/ Author: Collaborative Power Grab. 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