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Leadership Development

Leadership Development is essential to the success of an organization. No matter what measure you use, companies with effective leaders execute better, and deliver more powerful, tangible business performance.

Leadership Skills Can Be Taught, at least the essential ones. Different personal characteristics can help or hinder a person's leadership effectiveness and some require formalized programs for developing leadership capabilities. Not all People have the ability to lead at the TOP nor do they get the opportunity to do so but basic essential leadership skills are within everyone’s grasp.


The truth is Best Leadership model doesn’t exist nor is there one best way to lead. Differing situations set differing expectations of leaders and different capabilities are required to make them effective for that situation. Hence Leadership is about a collection of attributes that can be used when a situation demands, but more importantly Leadership is purely about approach and a mind set.


That is why it is extremely surprising why 73% of companies rely on a patchwork of diverse, unconnected & untimely training courses that promote “ One size Fits All” model of personal development which in themselves might be productive but in pure Leadership development terms are bound to fail and be highly ineffective.

At Simply U, We understand why most of the Leadership / management development programs FAIL.


1. Overlooking context

Context is a critical component of successful leadership. A brilliant leader in one situation does not necessarily perform well in another. Most of the Leadership / management development or training initiatives rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or Leader mandate. Context is as important for groups and individuals as it is for organizations as a whole.

That is we encourage organizations to ensure programs explicitly tailor a “from–to” path for each participant. We Do!


2. Decoupling reflection from real work

There is undoubtedly value in off-site programs (many in Exotic Locations or esteemed university-like settings) that offer participants time to step back and escape the pressing demands of a day job.  But the Value is not in the retention as adults retain just 10% percent of what they hear in classroom lectures, a little more in workshops.  No matter how talented a leader, everyone struggles to transfer even their most powerful off-site experiences into changed behavior in the front line.

In comparison, 67% retain what they learn by doing.  That is the reason why our programs are designed to do exactly that. Push training participants to reflect and use their experiences to fully understand and appreciate the new approaches and hone their skills.


3. Underestimating mind-sets

An existing self sabotaging belief will always defeat adoption of a new skill. Until that belief is removed, the effects of the new skill will never be evident. Interestingly all these happens at a sub conscious level. The Human blames the quality of the programs that they attended for the failure to be effective while the actual reason lies within the attending Humans themselves.

Hence, Identifying some of the deepest subconscious or unconscious thoughts, feelings, assumptions, and beliefs are usually a precondition of behavioral change (the only way you could change an existing belief) - An aspect that is missing in most of the development programs.


All our programs are based on “one size doesn’t fit all” and hence individual attention is a default aspect rather than an afterthought.


4. Failing to measure results – The correct way

Organizations proclaim and agree to the importance of developing leadership skills but have no evidence to quantify the value of their investment. By failing to track and measure changes in leadership performance over time, they increase the odds that improvement initiatives won’t be taken seriously.


Any evaluation of leadership development begins and ends with participant feedback which only proves that the program was pleasing than challenging to participants. We encourage organizations to create measuring indexes to understand the impact of our programs so that successes and failures can be monitored and measured over time and necessary adjustments made.


But here is where the problem starts… A huge component of Leadership capabilities is about aligning other humans, is about influencing decision making, is about encouraging people to aspire, is about getting people to dream along with you… So how do you measure these changes? By observation. By taking regular feedbacks and by consistent interactions.