December 07, 2007
5 Pitfalls to Successful Leadership Programs--And How to Avoid Them

You're thrilled to finally get the go-ahead for a leadership retreat, but your excitement dwindles when you learn that the CEO wants the program put together in 2 weeks.

That is one of several common pitfalls that prevent leadership programs from achieving their objectives, says Stephen Parker, vice president of consulting for BlessingWhite (www.blessingwhite.com), a global consulting and training firm.

Parker identifies the pitfalls and explains how HR can help avoid them:
Urgency overrides preparation. The CEO's desire to have the executive team meet as soon as possible is pursued at the expense of effective preparation. In such a case, it's up to HR to push for more time to effectively prepare a program that will achieve the desired results, according to Parker. Alternatively, HR needs to explain what can be achieved in the limited time frame--and what cannot.‑‑‑
Trendiness triumphs over consequence. Sometimes a CEO reads the latest management bestseller and then asks HR to build a leadership program around it, Parker says. However, such programs don't address how to apply the management theory.That's why it's important for HR to ask questions and find out why a book is so appealing to the CEO. HR can then explain that the book would be "a great launching pad" for a leadership program, which should include practical strategies for applying the theory, he says.
Participants fail to engage emotionally. Often, participants will nod in agreement, but they aren't convinced of the need to change the way they lead, Parker explains. HR can help by ensuring that leadership programs include the opportunity for reflection, according to Parker. He says the title of an article by Robert Goffee and Gareth Jones in the September/October 2000 issue of the Harvard Business Review offers the perfect question for getting executives to reflect on their own leadership style: "Why Should Anyone Be Led by You?" Parker says, "The title is stunning. That's the kind of question you want to ask your senior people. It stops them in their tracks."
The CEO cannot contain himself. When the CEO encourages people to speak up, the request may come across in an intimidating fashion, making participants leery of being candid. Parker says HR can help by coaching the CEO in advance that his or her verbal and nonverbal cues can impact how candid participants are. CEOs also should be encouraged to discuss their own challenges to build a sense of trust, he explains.
Awkward issues are not confronted. Executives must be willing to look at their own behaviors and personal flaws and be willing to change. Parker uses the example of an executive who had agreed with participants that they needed to pay better attention to one another and that they should put the BlackBerry® away. Then the executive checked his a few times, but no one spoke up about it. He says it is important for HR to remind participants that they need to hold each other accountable, even though "it can be lonely the first time."