The Blueprint for Leadership Success: Clear Goals, Proven Methods, and Measurable Impact

I recall attending a conference for Chief Learning Officers and heads of leadership development. An executive from a prominent aerospace firm was talking about that firm’s current approach to leadership development. He then made the jaw-dropping statement, “No one will know for 25 years whether what we’re doing is making any difference.” My first reaction was a flippant, “Great job to have.” “No accountability for 25 years.” Then, he recalls strongly thinking, “If you can’t see any changes in your leaders’ behavior in a year or so, I am 100% certain you never will.”

Fast forward to now. I wish I had known then what I know now. Despite working in this field for 65 years, I have just now discovered what I would like to have said to that group. Today, my message is that we have good data about the necessary ingredients for success in developing leaders. It is available to any firm that wishes to practice it. The outcomes are highly predictable and measurable.

Five Components for Successful Leadership Development

1. Define a clear goal. The big choice is between a narrowly focused initiative, often referred to as a “high-potential program,” versus one that is broader and more inclusive of the larger population. The narrower focus is driven by the hope that the firm can fill its key C-Suite positions from within. It can also be perceived as a more elitist approach.

The second alternative affects a far broader population. Indeed, we have learned in the last few months that broader programs have a contagious, extending effect that changes not just the direct reports of those who were developed, but extends to all leaders in the firm. A defined goal for this initiative could be to have all leaders move from being average in their assessed behavior to being above the 70^th percentile when compared to other leaders from highly regarded organizations. We now know that this can and does happen.

2. Select proven methods shown to profoundly change behavior. These include:
   • 360-degree feedback
   • Simulations
   • Action learning projects
   • Rotational assignments
   • Coaching/mentoring
   • Specific skill building

Some of the above are more complex and expensive to implement than others. Most can be obtained from external suppliers, while others require internal staff for their creation and execution. None requires huge investments, unless a firm decides to use simulations as their primary tool for development and insists on a customized version created specifically for their firm. That normally entails a sizable front-end expense. (We think that generic, off-the-shelf simulations from reputable firms produce 95% of the learning that a customized version provides at a fraction of the cost.)

3. Involvement of a sizable part of the leadership population. Ideally, over a multi-year period, one half or more of the leadership population needs to take part.
   • One large insurance firm with seven thousand employees involved about one hundred leaders per year. Within a nine-year period, they reached a significant slice of their leadership population. The results were dramatic. Initially, incoming participants were assessed to be at the 56^th percentile when compared to leaders in other firms. Nine years later, incoming participants’ overall leadership effectiveness scores were at the 70^th
   • The yearly investment to make that happen was reasonable.

4. Sustained over several years. This formula for success has a small number of ingredients. Fortunately, these are simple and accessible. Most are not expensive. However, they do not produce immediate results. Time makes a substantial difference. As we observe the progress of organizations over time, we see an escalating effect as the years progress. This comes from varied factors.

• New participants each year start at a higher level of leadership effectiveness.
• The total group of participants grows larger and therefore has greater influence.
• A longer time has elapsed for new learning to be implemented and modeled by earlier participants.
• Sustained implementation signals to everyone in the organization that the focus on improved leadership is not a passing fad or fancy.

5. Monitoring and measurement. The original target is never achieved in year one. However, it need not be 25 years before the organization sees positive results. For organizations using a 360-degree or multi-rater feedback method, they have multiple ways to measure results. For participants who undertake a repeat 360-degree feedback process after 18 months or two years, the firm can measure improvement at the individual level. The collective scores of new participants entering the development process also measures the impact on the overall organization. It confirms the rising tide of better leadership behavior.

Organizations using other development methods, such as simulations or action-learning projects, can administer climate or culture surveys that check improvements in employee engagement, client satisfaction, retention, innovation, safety records and other valued metrics.

Conclusion:

The anecdote of the aerospace executive’s statement at the conference underscores a critical misconception in leadership development—that its impact cannot be measured in the short term. This belief not only undermines the importance of accountability but also overlooks the wealth of data and best practices that now inform effective leadership development.

Today, we understand that successful leadership development is neither a mysterious art nor an unquantifiable venture. The five key components outlined—defining clear goals, selecting proven methods, involving a sizable portion of the leadership population, sustaining efforts over several years, and rigorous monitoring and measurement—provide a robust framework for achieving tangible results. These elements are grounded in extensive research and practical application, proving that leadership development can indeed yield significant improvements in behavior and performance within a relatively short timeframe.

The notion that leadership development takes decades to manifest results is now obsolete. Organizations that embrace these principles can expect to see noticeable enhancements in their leaders’ effectiveness within a few years. Moreover, the cascading effect of well-developed leaders positively influences not only their direct reports but the entire organizational culture, leading to widespread improvements in engagement, innovation, and overall performance.

-Jack Zenger