Selecting a Leadership Training Program: In for a Dime; In for a Dollar?
January 10, 2023
A charming young man I’d met through a professional organization disclosed that he was involved in developing a leadership training program to offer his clients.
Delighted to hear this, I asked, “What theories or approaches do you use to ground your training?”
Somewhat dismissively, he offered, “I don’t use theories; I use my own experiences.”
My next comment was, “So you’ve had extensive experience as a leader?”
His reply was quite revealing, “No, I’ve never been a leader; however, I have worked for leaders.”
Using these criteria, it becomes apparent almost everyone with any work experience, be it volunteer or compensated, would qualify to engage in leadership training. And the truth is, many individuals who market themselves as “experts” know no more about leadership than what is defined by their limited experiences.
It happens more often than you think: a member of the senior leadership team attends a conference where a speaker convincingly touts their leadership training abilities. This individual’s services are secured at a very high price point to provide leadership training (and sometimes coaching). When no improvements are noted in the organization’s leaders, the issue is identified as “we haven’t had enough interventions” and “in for a dime; in for a dollar,” the organization continues on this expensive and fruitless course. Later (perhaps years later), the realization dawns that despite the time and money spent, leadership skills are no better (and possibly worse) than at the beginning of the effort.
Effective leaders have an extensive repertoire of behaviors at their disposal. They can astutely identify which to use when, based on a number of issues, including organizational culture, team members’ individual differences, and the demands at hand (among other factors). This can be learned through science-based interventions.
Hundreds of researchers publish thousands of papers annually, providing insights and direction for leadership training. While a leader may know what worked for her in a particular situation, the tendency to generalize these practices should be applied with caution. On the other hand, social scientists from around the world can help us understand what is important in every interaction and provide evidence-based approaches.
This is exemplified in the OBCC 4-Square Coaching Framework, developed by our own Dr. Robert Hicks. The Framework is informed by years of research conducted by Dr. Hicks and others and continues to be supported, especially in the neurosciences. In addition, our leadership training programs are guided by studies that drive content, delivery, and learning transfer. As a university, we have access to the latest research, which informs our efforts, resulting in new habit formation and enhanced leader effectiveness for clients.
To conclude: A Word to the Wise – invest your leadership and coaching money carefully and expect results!
Suzette Plaisance Bryan, PhD, SPHR, GPHR, SHRM-SCP
Director OBCC Leadership Center
University of Texas at Dallas
