and they are "trained" on numerous (often as many as 5-10) competencies. These sessions only achieve limited knowledge transfer but get nowhere near skill development. The leaders drink from this fire hose and are kicked out the door "ready" to lead, without any pull-through, follow-up, or reinforcement to develop these skills. *Organizations need to understand that leadership/ management competency development will only result from a sound and continuous development program for leaders at ALL levels.
* Organizations with an identified leadership/ management development gap need to admit that their leaders lack basic competency and that addressing it does not require an advanced assessment to uncover and define. Becoming a capable leader is a life-long journey. No matter what level an individual has achieved, the continually changing landscape will always dictate that leaders have more to learn and develop. To have any chance of success, organizations must focus on providing development to this critical asset.
3. Your Leadership/Management Development Needs ARE NOT Innately Different from Others
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Pat D'Amico has more than 30 years of management and leadership experience, including combat tours in the US Army, and an extensive background in training. He has spent the last 25 years in the life sciences (medical device and pharmaceutical) in functional leadership roles, including sales, marketing, recruiting, commercial operations, national accounts, and training. He holds a BA in World Politics and a Master's in Education. He can be reached at pat@aboutfacedev. com.
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Organizations often believe that their leadership/ management development needs are different from others and require a more complicated and costly assessment to define. This often results in an abandonment of its pursuit. At face value, this may seem reasonable, but research has shown this argument is flawed. Matrix’s analysis of over 50 years of data on leadership/management competencies and programs suggests that the competencies themselves do not vary based on industry or function. Yes, nuances may exist as to how the skills are applied, but most organizations would be greatly served by simply admitting and addressing the total absence of leadership/management competency. Arguing about one’s micro-needs ends up as an excuse to avoid it altogether.
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