$70 billion a year for corporate training in the U.S. (Forbes)?
Much of that obscene amount is spent on leadership development and mostly failed efforts to transform corporations.
I had nine promotions over 16 years at the Star Tribune newspaper in Minneapolis, MN. When I left the company the CEO of Cowles Media said my leadership had changed the company forever.
In each job I led groups of people from mediocrity to excellence in value-driven ways. In eight of those positions, I didn’t have consultants or training programs to help me. I simply did what made sense to me and acted according to my values.
Each time I left a group, it regressed to previous levels of mediocrity or worse. This pattern cuts across all levels of leadership in all industries.
I left the Star Tribune and completed a Ph.D. in Leadership and Organizational Change. I wanted to help leaders develop the talents needed to lead organizations through transformational change. In 13 years of consulting, I met two leaders I thought were great. One was fired (guess what happened to the company he led) and the other was promoted.
I met many executives who claimed they wanted to transform the cultures of their organizations as one way to improve the bottom line. None had the insight they needed to change how they thought about leadership and organizations and undergo a personal transformation as or before they led their organizations through transformation. All resisted doing the difficult personal work to grow as leaders. All proved to lack the skills, talents, courage, and commitment to lead difficult change. They wanted cosmetic quick-fixes: fast, easy, cheap and painless and from the outside with no demands for them to learn new things or manage difficult conflict. They didn’t want to lead people; they wanted to fix machines.
Quick fixes endure because they ask so little of us.
I interviewed a front-line supervisor in the power industry. He was upset.
He said, “A consultant sat with me every minute for two weeks and told me how to do my job. I thought I was going crazy. I had to go to a psychiatrist.”
I asked, “What happened after the consultant left?” He smiled and said, “Everything went back to the way it had been.”
That outcome happens in a high percentage of training and change efforts that try to mechanically fix organizations from the top utilizing outside experts who get a significant percentage of the $70 billion spent on “corporate training.”
James Hollis, Ph.D. wrote in “What Really Matters”:
Further, I have come to consider most of what passes for “self-help” literature today as obscene because it ignores the complexities of life, glosses over the ardor and commitment required for change, and promises panaceas not likely to happen.
I could say the same about leaders, academics and consultants. Our enterprises have a dearth of quality leaders. Too many leaders, consultants and authors of books about life in organizations ignore or deny the dark side of life in organizations. Real leaders in organizations often get marginalized. People try to transform organizations from a world view that guarantees a reinvention of what already exists. Too many lie about how hard change can be. Billions of dollars are, I believe, wasted year after year.
Those few genuinely talented and value-driven senior leaders in our organizations should save much of the money spent on corporate training, identify the gifted leaders in their companies (at all levels) who get marginalized because their abilities frighten others, and elevate them to positions of power in their enterprises. Then involve them and engage them with you to create vision, values and purpose and send them out to engage and involve employees and make the vision real.
These leaders will do the rest including making decisions on the books they will read, consultants they will hire and training programs they will use.