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    Article Summary Why Leadership Training Fails and What To Do About It' Submitted by Section E-Group 10

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    MrunalSurve
    Corporations spend billions each year on leadership training but see little return on that investment because people often revert back to old behaviors after training. A survey found that although participants found a training program powerful, they were unable to apply what they learned due to organizational barriers like a lack of strategic clarity and a top-down leadership approach. For training to be effective, organizations must address internal barriers first by clarifying their strategy and values, diagnosing barriers to change, and redesigning roles and relationships to support the desired behaviors before providing additional training. Developing each business unit's leadership and addressing unique barriers in each ensures training can effectively drive real organizational performance improvement.

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    Article Summary Why Leadership Training Fails and What To Do About It' Submitted by Section E-Group 10

    Uploaded by

    MrunalSurve
    27 views2 pages
    Corporations spend billions each year on leadership training but see little return on that investment because people often revert back to old behaviors after training. A survey found that although participants found a training program powerful, they were unable to apply what they learned due to organizational barriers like a lack of strategic clarity and a top-down leadership approach. For training to be effective, organizations must address internal barriers first by clarifying their strategy and values, diagnosing barriers to change, and redesigning roles and relationships to support the desired behaviors before providing additional training. Developing each business unit's leadership and addressing unique barriers in each ensures training can effectively drive real organizational performance improvement.

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    Corporations spend billions each year on leadership training but see little return on that investment because people often revert back to old behaviors after training. A survey found that although participants found a training program powerful, they were unable to apply what they learned due to organizational barriers like a lack of strategic clarity and a top-down leadership approach. For training to be effective, organizations must address internal barriers first by clarifying their strategy and values, diagnosing barriers to change, and redesigning roles and relationships to support the desired behaviors before providing additional training. Developing each business unit's leadership and addressing unique barriers in each ensures training can effectively drive real organizational performance improvement.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    27 views2 pages

    Article Summary Why Leadership Training Fails and What To Do About It' Submitted by Section E-Group 10

    Uploaded by

    MrunalSurve
    Corporations spend billions each year on leadership training but see little return on that investment because people often revert back to old behaviors after training. A survey found that although participants found a training program powerful, they were unable to apply what they learned due to organizational barriers like a lack of strategic clarity and a top-down leadership approach. For training to be effective, organizations must address internal barriers first by clarifying their strategy and values, diagnosing barriers to change, and redesigning roles and relationships to support the desired behaviors before providing additional training. Developing each business unit's leadership and addressing unique barriers in each ensures training can effectively drive real organizational performance improvement.

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    © All Rights Reserved
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    ARTICLE SUMMARY

    ‘WHY LEADERSHIP TRAINING FAILS AND WHAT TO DO ABOUT IT’


    Submitted by Section E- Group 10
    The article talks about how the corporations are being the victims of great training robberies.
    In 2015 alone around 356 Billion was spent globally for employee training and education, but
    their return on investment was very low. The trainings failed to better the organizations
    performance since the people often reverted back to their old ways of doing things. A survey
    done pre and post training in an organization revealed that even though the participants
    found the program as very powerful they couldn’t apply what they had learned about
    teamwork and collaboration. This was due to a number of managerial and organizational
    barriers such as lack of strategic clarity, the GM’s top-down approach, a politically charged
    environment and cross-functional conflict. Only one in four senior managers report that their
    learning and development function was critical to achieving the requisite business outcomes.
    Education and training gain the most traction within highly visible organizational change and
    development effort led by senior leaders because such efforts motivate people to learn and
    change, create condition for them to apply what they learned, improve individual and
    organizational effectiveness and put in place systems that help to sustain the learning.
    Corporate leaders end up fooling themselves by believing that the training sessions are
    making a change mainly because of two reasons:

     They implicitly view the organization as an aggregation of individuals.


     HR managers and others find it difficult or impossible to confront senior leaders and
    their teams with uncomfortable truths.
    Overcoming barriers to change
    There are six main barriers that companies often struggle with:
    1. Unclear direction on strategy and values
    2. Senior executives who do not work as a team and have not committed to a new path
    3. A top-down style by a leader
    4. Lack of coordination across businesses
    5. Inadequate leadership time and attention given to talent issues
    6. Employees’ fear of telling the senior team about the obstacles
    For an effective impact of the training and education sessions, the primary target of change
    and development must be the organization followed by training for individuals. The approach
    to talent development is advocated through the following steps:

    1. The senior team clearly defines values and a moving strategic direction.
    2. After gathering candid, anonymous observations and insights from managers and
    employees, the team diagnoses barriers to strategy execution and learning. It then
    redesigns the organization’s roles, responsibilities, and relationships to overcome
    those barriers and motivate change.
    3. Day-to-day coaching and process consultation help people become more effective in
    that new design.
    4. The organization adds training where needed.
    5. Success in changing behaviour is gauged using new metrics for individual and
    organizational performance.
    6. Systems for selecting, evaluating, developing, and promoting talent are adjusted to
    reflect and sustain the changes in corporate behaviour.
    Developing the Organization Unit by Unit
    Education programs may not be wrong in their substance but fail to align with their local
    priorities and stage of business and organization development. Thus, companies must invest
    in capability development unit by unit. Each unit’s leadership team should periodically go
    through the above mentioned six steps to discover the silent killers that undermine the real
    change. This ensures that every area of the business provides a fertile ground for the trainings
    to have a real impact on the organizations performance. The article concludes by providing a
    set of questions which must answered first at the top management level and then in each
    major unit which helps to determine if the organization is over investing in training and
    education and failing to put talent development in its proper strategic change context.

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