As 2016 is now well underway, organisations are looking to leadership development to prepare their leaders for the challenges of the year ahead; preparing leaders to be agile, to innovate and to lead change and drive growth within a context characterised by disruption. Leadership challenges are increasingly difficult because so many interrelated disruptions, such as the need to drive digital transformation, change in regulation and new workforce models, are occurring at the same time. Is leadership development ready to equip leaders for the reality of what it takes to lead today?
Mercer research, Connecting Leadership To Value, surveyed 215 companies employing over 2 million staff in the UK and across Europe including private and public sector organisations. The report highlighted that 55% of respondents were not happy with their current leadership development strategies. Whilst interesting, this finding is not a surprise. The rhetoric around leadership development in recent years has focussed widely on why leadership development is not working. Furthermore, the search for leadership development that does work, too often looks at ‘how’ leaders are developed; following the latest trends of social learning, learning technology or trying to make 70:20:10 work. Mercer’s research instead highlighted a need to step back from ‘how’ leaders are developed to bring leadership development back to reality, uncovering four questions to connect leadership to value.