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Leadership training effective after clean up silent killers
Leadership training: inspiring at the training location, but not relevant to the practice. Thus Michael Beer, professor of Business Administration at the Harvard Business School. Training is still insufficiently attuned to the organizational structure of the course participant.
In addition, training courses are almost always focused on the individual. Research shows that seldom makes the difference. After all, companies are systems with interacting roles, relationships and responsibilities.
What to do by who wants to get a better return from a training? Beer advises first to solve all so-called ‘silent killers’:
- conflicting strategies and values
- leaders who are not behind the new direction
- leadership that suppresses a fair exchange of views on issues
- lack of coordination between departments, functions or regions
- lack of time and attention to personnel issues
- fear or reluctance to inform the management team about problems
In addition to creating safety for employees to identify problems, managers must promote desired behavior with structural adjustments. The primary goal of every change and development is the company itself. Only then will the leadership training follow.
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