The End of Leadership Developement
Our Solution is Actually the Problem
Our Solution is Actually the Problem
I have a radical hypothesis. I think it’s possible that the real reason leadership development (LD) programs fail is because we don’t actually need them. Now, experts would have us believe that there are tactical reasons why our LD efforts fail (see here), but I suspect that there is a much deeper problem. A problem that got a lot worse when we created an industry around it. For someone like me, who makes a living on being a LD expert, this isn’t easy to admit. But, like any addiction, the first step to recovery is accepting that we have a problem.
Leadership development is a $170 billion dollar industry with organizations spending about $14 billion annually (see here and here). This investment isn’t surprising given our need for new forms of leadership to cope with the increasing globalization and technological change (here). In fact, going back to the 1940’s, LD has always been about teaching individuals how to adapt to their environment (here). Fast forward to today, 70 years later, and we are starting to realize that our billions aren’t buying us much.
Recent studies found that only about 25% of organizations think their leadership development programs are effective (here). Additionally, leadership quality ratings, which have never been very high, have not improved since 2006. In fact, only 18% of HR professionals feel their companies have the quality of leaders needed to run their companies three years out (here). It gets worse because organizations with the worst LD programs spent 60% more money on them (here). Even if you are highly skeptical of these statistics and even if you exclude any single report, the collective data tells a compelling story: the quality of leaders isn’t great and leadership development isn’t helping.
So, what’s going on? Well, the problem starts with our assumptions about leadership. First, our management model is left over from the industrial revolution. Despite all of the technological innovations that have occurred in the last 100 years, management technology, if we can think of it as a technology, is out of date. Like the combustion engine, it’s a technology that has largely stopped evolving. Our command-and-control management is being radically challenged by decentralization, free agency, and mobile technologies (read this, this, this, this, and maybe this too). These changes require us to radically rethink LD itself. In short, I think we should do four things:
Globalization and technology are radically changing the nature of leadership and learning. We need to make some big adjustments and I think it’s possible that the solution to our leadership challenges is not just to create new programs, but to radically change our assumptions about LD itself. Just because leadership can be learned doesn’t mean that it can be taught.
Currently, the third leading cause of death in the United States is iatrogenesis. That’s only slightly behind heart disease and cancer. And what is this horrible word? It means “the preventable harm caused by medical treatment.” That means that doctors are killing roughly 220,000 people a year in their attempts to make them better. In fact, some medical historians have claimed that our medical treatments have only recently starting saving more people than they were killing. And it makes me wonder if this kind of arrogance comes from a discipline whose first principle is “do no harm,” then what kind of harm can we perpetuate in leadership development? Is it possible that we are actually making leadership problems worse? Is it possible that the solution to our leadership challenges is actually to get rid of leadership development?
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