Getting Maximum Value From a Leadership Development Program

Last year, I met with the vice president of poweragreement on the areas where Joe needed to
generation at a public utility. He told me that ninedevelop new or improved competencies, resulting
of the top eleven people in his business unit,in a learning agenda for Joe.
including himself, were eligible to retire in the nextNext, the HR director and Joe should have spent
five years and "I have no idea where we aretime researching the many programs available
going to find replacements for them."business schools and other training providers.
I asked him if they had considered some type ofThese institutions or companies all have
leadership development program to prepare thecounselors who could be called - "Here's what I
next generation of leaders for the business. "Ineed to learn and the skills I need to hone. What
sent one guy to a very expensive leadershipprograms do you have that can meet my
program for a week - nothing changed. A totalneeds?" Beyond the counselor, they could also
waste of money!"ask to talk with the program's faculty to learn
I spoke with Joe, the person who had attendedmore about the program and how it would
the program. "It was a great program. I learned aaddress Joe's needs. Once the research was
lot, and I changed a lot. But I got back here anddone, Joe and the HR director could choose the
nothing else had changed, other than having aoptimal program for Joe.
week's worth of work to catch up on. IThe final step that should have been taken before
suggested some new ideas to my boss, and hesending Joe to the program is a meeting involving
said that everything was working fine - no needJoe, the HR director, the vice president, and Joe's
for change. So, I'm really using nothing of what Idirect manager to set expectations for what Joe
learned."would learn and how he would use that learning
Rather than make the argument here that thewhen he returned from the program. "Here's
company should have built its own leadershipwhat we expect you to learn from the program,
development program, let's focus on how thisand here's what we want you to do when you
utility company could have gotten more valuereturn." The post-program assignments could
from their investment in this individual? Thehave included an expanded job description, a new
program which this individual attended isjob, a special project assignment, or another way
well-known and highly-rated. The program itselfof enabling Joe to apply his learning at work.
was not at fault. What were missing from thisFollow-Up and Follow-Through
attempt at developing a new leader were a lackGiven that there were a number of expectations
of planning and preparation before the program asset before sending Joe to the program, it is vital
well as follow-up and follow-through after Joethat the vice president follow up on those
returned from the program.expectations and follow-through in enabling Joe to
Planning and Preparation to Attend an Executiveapply what he has learned to his work in
Leadership Development Programpreparation for larger leadership roles in the
There are four steps that should have beenbusiness unit and the company.
taken in the planning and preparation for Joe'sOnce Joe returns from the program, the HR
development:director, the vice president, and his direct
1. Identification of Joe as having high potential formanager should meet with Joe again to follow-up
a future leadership role in the business unit.on their initial meeting. "Here are the expectations
2. A 360-degree assessment to identify Joe'swe had set before the program. How well did the
strengths and the areas in which he neededprogram help you meet those expectations?" The
further development.meeting should also be used to reinforce the plan
3. Identification of a suitable executive educationfor Joe to use what he learned, either in his
leadership program for Joe.current job or in the new job or special
4. Preparation of Joe for that program and settingassignment that had been agreed upon earlier.
of expectations for what he would learn and howThis meeting is also an opportunity for Joe to tell
he would use his new learning when he returnedthe others, based on what he learned, what he
from the program.plans to do in his current or new role and what
The process should have started with asupport he will need to accomplish this from the
conversation about Joe among the vice presidentthree of them or from others. Based on this
of power generation, his HR director, and Joe'sconversation, Joe should develop an action plan
direct manager. The vice president obviouslyand a new set of goals against which they will
thought that Joe had the potential to grow into ameasure his success.
leadership position. What did the others think?It is then up to the vice president to follow
Based on Joe's job performance and on thethrough on the new assignment by meeting with
qualities and competencies needed to lead theJoe on a regular basis to check on his progress
business unit, should Joe be labeled as aand to develop a sense of when he will be ready
high-potential (Hi-Po)?for a larger leadership role in the business unit and
Assuming that Joe was designated as a Hi-Po, thethe company.
next step should have been to conduct aHad this vice president followed these steps, he,
360-degree assessment of Joe to better identifythe company, and Joe would all have reaped
his strengths and the areas in which he neededmany more benefits from this investment in Joe's
development. The results of the assessment thendevelopment, and Joe would have been on track
should have been reviewed, first with Joe, andfor a future leadership role in the business unit and
then in a meeting with the vice president, the HRin the company.
director, and Joe's direct manager to reach