Ten orthodoxies that distract us from real leadership development

Problem-based Leadership Development Series: Part 2 of 3

Posted by Noah Rabinowitz on April 24, 2019.

In part one of this three-part Problem-based Leadership Development Series, we shared that, despite spending billions on leadership development, it’s losing its focus and returns are negligible. To achieve its potential, the mission of leadership development should get back to the basics. Rather than become increasingly complex, it needs to focus on the same mission as the rest of the organization: to solve problems, create value, change culture, drive results, and build purpose. Anything else is extraneous.

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To be effective, leadership development should change

Problem-based Leadership Development Series: Part 1 of 3


Posted by Noah Rabinowitz on April 8, 2019.

Leadership is one of society’s and industry’s favorite topics, and—across the globe—we’ve been spending billions in our pursuits to improve leadership for decades—$50 billion a year by some estimates.1 Just check out the leadership section in any online or physical bookstore and you’ll find thousands of titles on the topic—each one promoting a new, different and better approach, framework, or model for leading. By Deloitte’s research, 84 percent of global organizations offer formal learning programs for leadership development, meaning nearly every organization invests in these activities.2 From competency structures and behavioral formulas to mindfulness and neuropsychological models, leadership frameworks are overly abundant. They also shift with the times, ride trends and quickly come in and out of fashion. If there’s one thing that’s certain about leadership, it’s that there’s no consensus on what it means and how to be great at it. Despite the volume of thinking about leadership, what has this thinking about leadership actually produced? In many cases, the answer to that question is, “We just don’t know.”

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