0044 (0) 7894 466671 anna.coen@acintegration.com

I think you can

Times are hard. Motivating and developing your next generation leaders in a cost effective way is essential. Measuring the cost effectiveness of leadership development is not easy and a great deal of effort has been put into developing ways of doing this from participant feedback to manager feedback to ROIs. It continues to be challenging as leadership programmes and coaching are often only part of a number of interventions.

I decided to think about at it from a different perspective. It is generally accepted and supported by research, that when people are motivated, productivity goes up. Most organisations have identified that engagement and motivation are key to success.  What about within the field of leadership development itself? Is there is room to significantly increase the motivation of the participant?

I think you can significantly increase the cost effectiveness of  developing and sustaining your talent by increasing the importance you put on the motivation of the participants of a programme.

Five ideas you may find helpful.

1. How many times do participants find themselves on programmes at times that do not suit them? If you want to reduce wastage of time and money it is vital that the participants attend programmes and receive coaching when they themselves perceive a high need.

2. Could leadership development be more targeted thereby increasing the relevance? My own experience is that the steps to leadership for an emerging leader whose role focuses on business development are often different to those for an emerging leader in a more technical role.Therefore targeting the individuals and the topics is vital.

3. With high achievers, you could consider speeding up the delivery process without losing the nurturing element of the programme.

4. My experience says that clarity of focus energises people. Increase the focus of the intervention and of the participant’s goals.

5. People are motivated if they believe something is achievable and they can do it well. Telling a high achieving task focused future leader to spend more time on people can be demotivating. Rationally they see the importance, emotionally they can find it uninteresting and daunting. Think about the feasibility of the change and help people take small achievable and successful steps.

If you could increase the motivation in each of these areas by 10% you would make a significant difference.

If you double the motivation in each area, you would make a radical difference.