What makes a successful leader has always been a subjective question. But when it comes to developing leaders in a way that leaves a lasting, positive impact on the individual and their teams, there are some common threads that we see time and again.<\/p>\n
To get more insight into this topic, we\u2019re in conversation with Fr\u00e9d\u00e9ric Lhospied<\/a>, Managing Partner at TPC Leadership France, and Marcus de Vasconcelos<\/a>, Managing Partner at TPC Leadership Switzerland, about their experiences of leading programmes and what factors can help foster the required change.<\/p>\n A successful leadership development programme obviously needs experienced people to guide it. But if the input is only coming from one side, the effects of the programme will only go so far. To achieve a truly lasting impact, leadership development has to take place in a culture that\u2019s not only willing to change, but is also ready to embrace self-leadership.<\/p>\n \u201cThe role of a consultant is to help bring the message across and structure the programme,\u201d Marcus says. \u201cBut there should be a lot of co-creation workshops so everyone is involved in deciding how to transform.\u201d<\/p>\n Fr\u00e9d\u00e9ric recalls working with one client to deliver a leadership development programme for their mid-senior management. It began with strong ambitions for a multiple-year journey, but they were also putting a lot of pressure on the consultants to come in and deliver the skills and behavioural shift that would trigger a cultural transformation.<\/p>\n \u201cWhat we did was progressively find that balance,\u201d Fr\u00e9d\u00e9ric says. \u201cThe CEO and the HR Team were really supportive, and their buy-in helped us to find an efficient, effective programme for the participants. But if there\u2019s no willingness, it doesn\u2019t work.\u201d<\/p>\n To make a lasting, positive impact on an organisation, a leadership development programme doesn\u2019t just need a willingness to embrace change. It also needs willingness to face some very tough decisions.<\/p>\n If a leader has gone through a development programme but won\u2019t listen or enact the changes in their own role, it\u2019s tough to justify keeping them in that position. When a manager won\u2019t role model a new culture, their behaviours will inevitably filter down through their direct reports and jeopardise the effectiveness of the programme.<\/p>\n Fr\u00e9d\u00e9ric remembers one firm that managed to turn around a deep-set problem with low team engagement by making brave decisions. \u201cThey fired some toxic people in the team and invested in recruiting the right people,\u201d he says. \u201cTwo years later their annual assessment survey saw a huge increase in engagement across the whole organisation.\u201d<\/p>\n That\u2019s not to say every successful leadership development programme has to end with some leaders being pruned away. But the reality often is that some people aren\u2019t going to evolve in the way the organisation needs. That\u2019s not always about a personal failing either \u2013 sometimes people are simply put into leadership roles at the wrong point of their career.<\/p>\n \u201cLeadership development has to be seen as including tough decisions,\u201d Marcus says. \u201cSometimes people are simply in the wrong position or their mindset is not aligned with the organisation\u2019s needs. I can\u2019t think of a transformation initiative I\u2019ve been involved in where that hasn\u2019t been the case.\u201d<\/p>\n A crucial aspect of any leadership development programme is being able to measure the effect it\u2019s having on the behaviour and culture in your team. And we believe that when a programme is making a positive impact, the proof is hard to ignore.<\/p>\n Sometimes the results are very clear and tangible. Marcus recalls one example of a programme he saw at a global service centre for a Fortune 100 company. Prior to the programme the team was struggling with a deeply toxic culture, in which a lack of accountability was leading to poor client service, high turnover and total disengagement within the team.<\/p>\n But after two years of effective leadership development, the company managed to turn its negative Net Promoter Score around to a positive of 50, and customer satisfaction scores increased tenfold. As for the bottom line, the team also managed to keep costs within the operating budgets for the first time in years.<\/p>\n \u201cThat change happened because people started to care,\u201d says Marcus. \u201cBefore the programme they would come to work, do the minimum possible, and leave with tasks half done. But after the journey those fundamental attitudes changed, and they started to care about the people in their team and their reputation with clients.\u201d<\/p>\n But sometimes it can\u2019t be put into figures. There are always aspects of leadership development that remain intangible \u2013 the quality of discussions in the room, the engagement levels of the participants \u2013 but nevertheless these give a strong signal of the impact being made.<\/p>\n \u201cI remember one participant who was fully against a programme in the beginning,\u201d Fr\u00e9d\u00e9ric says. \u201cBut in the end he was so happy about it and took part in a really authentic way. In that kind of situation, when you\u2019re in the room as a trainer, you can feel people developing and you can tell it\u2019s working.\u201d<\/p>\n For more from Fr\u00e9d\u00e9ric and Marcus, explore our articles on what to set in place before launching a leadership development programme\u00a0and how to measure its value and success.<\/p>\nIt starts with alignment to change<\/h2>\n
Developing leaders takes bravery<\/h2>\n
When it works, the signs are clear<\/h2>\n