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Consistently, the majority of leaders we speak to are unable to recall having worked for more than two truly accomplished leaders during their career.
What lessons might this offer for the way we nurture leadership capability in business today?
Is it simply that current leadership learning strategies are ultimately failing the business community?
Has it lost sight of its primary aim which is to expand the population and talent base of leaders to better deal with change?
Has the 'learning message' become lost under the weight of confusing academic models, over-simplistic exercises and games, intricate dissection of personality and entertaining or intimidating outdoor pursuits?
Is the route to leadership learning now so complex and variable and is the link with the reality of the leadership role so tenuous that it generates more leadership questions than it provides answers?
The signs are not good.
Even today, after over two decades of often significant expenditure, businesses still rate leadership as one of the most urgent areas for attention. Seemingly, the return on leadership development investment has been less than impressive over the years.
Leadership learning needs to wake up to this reality, admit to its shortcomings, rethink its strategy and respond with a sustained, positive, leadership proposition that not only promises but delivers.
Now more than ever before, the content and delivery must put business needs first and the ego and gratification of the learning provider a distant second.
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