Thursday, September 27, 2012

Leadership Learning: The Real Costs of Not Doing Leadership Training

A purported study from the Business School at Oxford University in the UK found that British businesses and public sector organizations are wasting almost $140 million on executive education programs that are poorly conceived and delivered. The study went on to say that 35 percent of HR directors and 21 percent of other executives believed that their current training and development programs were meeting corporate strategic objectives. The bulk of the money was being spent on individually developed courses for senior executives.

If those businesses want to quit wasting all that money on ineffective management training, I know where they can get their monies worth. And it doesn't have anything to do with having more academics design special courses, events, and outings for senior staff. Why not spend the money on leadership training and development down in the trenches, where it will really do some good?

The fact is that front line leaders don't get much training at all and precious little of it is actually about leadership skills. Maybe that's because companies think they're saving money by not investing in front line leader training. True, there's no budget line item absorbing funds that might be spent on the executive dining room, or art for the CEO's office. But there are what economists call "opportunity costs," the costs of not training front line leaders. There's the opportunity cost of lost productivity. Good frontline leadership builds both morale and profitability.

There's the opportunity cost of lost leadership. Great companies develop most of their own leaders. If you have to go outside for leadership, you incur recruitment costs and transition costs.

Finally, there's the cost of lawsuits. Good frontline leadership creates organizations where lawsuits are less likely. And, if the company is sued over a supervision issue, defense will be easier if the leaders have been doing their jobs.

How about your company? Do you develop your own leaders? Do you help them develop the skills they need to improve morale and productivity and avoid lawsuits? Think about that the next time you consider the training budget.

For more information on leadership and professional development training, visit: Charisma

1 comment:

Alex ken said...

The priorities of the expert leader/headteacher are in all likelihood going to be different from the professional manager. In addition, expert leaders are likely to have engaged deeply with colleagues, pupils, and parents, which will inform operational and strategic choices.

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