Will Gaines is the Vice President of Human Resources at Super Store Industries.
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The importance of leadership is frequently emphasized in the business world, but what’s being preached isn’t always practiced.
According to a 2023 study by global leadership consulting firm DDI, “only 40% of leaders reported their company to have high-quality leaders,” which was 17% lower than in 2021 and the “biggest decline in a decade.” The firm pinpointed two reasons for the leadership downswing. First, the absence of trust—merely 46% of leaders indicated that they “fully trust their direct manager to do what’s right” and “fewer than one in three trust senior leaders within their organization.” Second, leaders at all levels are struggling to find purpose and meaning in their work.
DDI’s findings are alarming. Companies that fail to invest in leadership risk creating conditions that lead to employee disengagement, toxic work environments, high turnover and stifled innovation—which are all avoidable consequences. By intentionally focusing on meaningful and purposeful leadership development across their organizations, executives can better drive positive employee experiences and, in turn, safeguard their companies' futures.
Leadership Development Should Not Be Confined To Senior-Level Management And The C-Suite
I’ve observed that there can sometimes be a perception that leadership development is primarily for senior-level management and the C-suite. This perception is counterproductive and can limit the long-term viability and success of an organization. Of course, senior managers and executives need to continue developing their leadership skills. But they should focus on developing new and emerging leaders, too.
The employees who aren’t in senior-level management or the C-suite—those in the middle of the organization and below—also need access to opportunities to grow and develop. These employees are at the forefront of a business’s operations, driving strategy and execution across all business domains. By providing these employees with the resources they need to grow as leaders and thrive, executives equip them to add value and, as an added bonus, facilitate engagement and connection throughout the organization, which is instrumental to business success.
Some executives might fear their best talent will leave after receiving leadership training. But as I’ve previously written, company leaders shouldn’t be afraid of investing in their people. Instead, they should embrace doing so. Refusing to invest in employees for fear of them leaving down the line is the corporate equivalent of cutting one’s nose off to spite one’s face. There’s always the chance that employees will resign. But if executives help them grow and develop, and they choose to stay? That investment will pay off for the employees and the business.
The Importance Of Personalizing Leadership Development Initiatives
As executives explore implementing leadership development initiatives, they should avoid “one-size-fits-all” solutions. Giving every employee the same bundle of online learning modules to sift through and wishing them good luck misses the mark and is unlikely to be productive. Employees aren’t likely to find it meaningful or impactful because it isn’t relevant to who they are and who they ultimately want to become.
Instead, executives should offer personalized leadership development programs that emphasize meaning and purpose. The first step to doing so? Get organizational buy-in from all senior leaders. Senior leaders must pay more than lip service to personalized leadership development initiatives; they must be ready to support these programs with their actions. Every leader must be on board for a personalized leadership development program to succeed. Once there’s organizational buy-in, executives can move on to the next step: defining the organization's purpose, mission, values and culture in clear and non-negotiable terms.
Then, executives need to define what good looks like and articulate the ideal outcomes the leadership development initiative should deliver. From there, leaders should assess their current team members to get an idea of their strengths and opportunities for development.
Leveraging the knowledge they’ve learned from the assessments, leaders should sit down with team members. Together, a leader and employee can create the employee’s development plan. They should dig deep to understand the employee’s interests and goals, discuss observations and make suggestions as a larger part of the conversation. For instance, a CHRO might tell a junior HR specialist, “I noticed that you’re passionate about organizational culture and you also happen to be a talented writer. Here are some ways we can help you learn more about both areas. What do you think? Are there any interests and goals you’d like to explore instead of or alongside organizational culture and writing?” Through this collaboration and two-way dialogue, the two parties can align on the direction and actionable next steps toward the best leadership development opportunities for the employee
Regardless of the opportunities—conferences, classes, external mentorship sessions, etc.—they should be offered as part of an ongoing process rather than as one-off events. Consistent learning is what yields results. Moreover, leaders should track results to ensure their leadership development programs are generating the target outcomes they identified.
Ultimately, Purposeful And Meaningful Leadership Development Comes Down To Authenticity
Authenticity is at the heart of purposeful and meaningful leadership development. Employers must genuinely care about their employees’ personal journeys and be invested in their growth. Since growing as a leader is a never-ending process, employers and leaders must create and maintain cultures where learning is encouraged and celebrated.
Employees know when what employers are selling isn’t real, and they’ll vote by leaving. But when employees have opportunities to grow as leaders in an environment where they feel genuinely supported by management, they’ll be more likely to stay—and if they do move on, recruit the next generation of talent for that company by being examples of successful professionals whose careers the organization helped propel.
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