How can you encourage continuous improvement after leadership training?

We have to see leadership development as exactly that....developing the leadership capability in our people. If we see it as a continual journey, we are more likely to recognise when people show the competencies needed to be effective at a specific role.

The alignment between organisational strategy and agreed, clear behavioural goals is key. This gives a current state 'map' and a 'map' of the desired environment. Strong consultancy gives further clarity. The next key stage is leading others along the best learning route (interactive digital learning, virtual classrooms, the experiential face-to-face programmes, coaching etc). Opportunity to help the learning 'stick' present at each stage, and the the final stage gives the best opportunity. By reinforcing transfer of learning we help organisations maximise the return on investment. Ashorne Hill helps leaders achieve this through coaching, mentoring, and action learning sets. That follow up is the most valuable part of the investment.

I've had the opportunity to participate in an internal leadership development program where organisations actively seek out and groom future leaders. However, a more significant responsibility lies in providing ongoing post-program support. This can involve regular check-ins and providing a forum where these budding leaders can exchange ideas freely and create an environment of continuous learning, growth, and development for future leaders.

As Sean rightly said, leadership development is a journey.. It cannot be boxed into a few workshops or even a few coaching sessions... That's only the beginning..leadership development is a process, not an event.. It's also a long haul and nothing can be achieved through "instant formula".. It's a lifelong journey of learning, self development, self leadership and developing other leaders all happening simultaneously/ concurrently. Ultimately leadership is about parenting, nurturing & developing leaders, even while we are ourselves evolving as mature leaders...

Clearly define objectives before training, aligning them with organizational goals. Ensure participants understand benefits and support provided.

I delivered a prog for aspiring leaders to ‘get ready’ for securing manager positions. This was done over a series of months with focus areas - My self, My People, My Business and My Plan. There was a robust assessment process to encourage the right people with appetite for leadership roles. Real’ play was a key element ensuring delegates walked the talk. Between each session, they put their learning into practice in real time with a Mentor/Senior Mgr onboard with feedback and coaching. At the start of each session that followed, they were required to share their successes/challenges, including stats to show tangible improvement in their teams. They’d move onto the next phase and repeat. Observations, coaching and feedback were key.

Accountability Partners are an effective way to increase learning retention. If 2 people attend the same training, they can provide specific feedback for their Accountability Partner down the road.

In a previous role, we started an internal leadership program for current and future leaders. We really wanted to see the needle move and make real, lasting change. We supported employees in the leadership program, but also their leaders by giving every supervisor or manager of participants a guided conversation cheat sheet for before and after the training. These cheat sheets drove on-the-job-adoption. We also built in 90-minute group mentoring sessions. After a short "touch-up" training to reinforce past training, the large groups then broke into smaller groups to discuss wins and challenges with implementing the learning, or a topic of their choice. It became one of the most popular parts of the program.

I cannot agree more Nicolas. The British Army recognised that to change leadership culture it needed to affect junior leaders, those identified with potential, so that they could affect change as they grew into higher leadership positions. Critical to this was the introduction of Coaching as a leadership style - getting people to ask questions to solve problems, not rely on traditional styles (autocratic leadership in example). Sew the coaching leadership seed early enough and it becomes 'the way' most of the time - unlocking others potential as you go. This is exactly what 'mission command' within a military context reflects. Coaching gets people to own the problem and solution and develop EQ.

The main method to promote continuous improvement after leadership training is simple: don't micromanage your leader. Leaders need to fail and find their way back up again. Leadership is a permanent growth exercise that requires experiencing all sorts of situations and strategies to solve problems. The method is simple: allow the leader to lead!

In non-profit organizations, leadership development is vital to sustaining volunteers. For leadership training, understand what motivates them to volunteer and connect them to opportunities in the organization to contribute. Are they there to network? Give them a fundraising goal. Are they there to improve public speaking skills? Help them hone a message for the organization. Are they looking to practice facilitation skills? Introduce them to committee work. Getting ahead of volunteers, understanding their motivation, and setting them in a direction to contribute is a benefit to the organization and individual’s leadership development.

Building in practice after the training has concluded. Training events are about learning new skills and applying them in a safe setting, but understanding to recognize the same situations on-the-job is more difficult. Helping individuals to recognize and apply is the aim of the current training. However, changing future behavior is about allowing for consistent practice. Assigning a "continuation coach" that challenges individuals to choose a method of application, or conduct a project. Setting regular follow ups to ensure they are applying the principles correctly. This allows for the trainer to slowly build confidence and competence in the individual in an effective manner.

Reconocerse como líderes en otros contextos también es importante, para enfrentarse a situaciones diferentes. No pueden olvidar que el liderazgo comienza liderándose a sí mismos. También ayuda el tener un grupo/comunidad con quienes compartir sus avances, quiebres o preocupaciones. Hacerlo le dará pie a reconocer en otras personas lo que no está viendo en sí mismo, así como conocer otras formas diferentes de enfrentarse a las situaciones. Liderar conlleva muchas emociones, y compartirlas y hacerlas naturales es un punto fundamental para el cambio en las organizaciones.

Implement a feedback system that promotes open communication between leaders and employees. Constructive feedback helps individuals identify areas for improvement and motivates them to take action.

Move beyond conventional leadership training paradigms by actively creating arenas for practical application and collaboration. Empower teams to translate theoretical knowledge into real-world practices, foster cross-disciplinary collaboration for a comprehensive approach, and institute a feedback mechanism for continuous improvement. This immersive learning journey not only solidifies skill acquisition but also fortifies team synergy, paving the way for a sustained and progressive leadership evolution.

As a former Training & Development Director, it always amazed me the connections others could make between topics. We learned that by identifying the skills, knowledge, and competencies we needed to cover, and then very intentionally building a robust set of offerings for our employees meant that those who participate in various courses got reinforcement through similar and complimentary topics. Courses that built on each other were always popular because they gave the deeper dive that many wanted and needed. Perhaps the most rewarding piece was making sure the content was aligned with our core values and really helping people see how that impacted them in their role.

En mi experiencia, esta competencia se va refinando toda la vida. Primero, eres un nuevo líder y quizás te apremie más generar autoconfianza; construir tu autoridad. Luego, cómo construir equipos y que esos equipos actúen con cierta autonomía. Y, luego puede ser cómo mantener motivados a los miembros frente a las crisis. Y así, este aprendizaje va haciendo doble clic en distintas habilidades a lo largo de la vida del líder. Recomiendo las estrategias de seguimiento en lugar de agregar temas nuevos, se profundiza en las objeciones o los obstáculos que la realidad les presenta para aplicar las herramientas. El recurso de análisis de casos me resulta mucho porque me permite ver los criterios que los líderes usan para resolverlos.

I find that follow-on group coaching sessions after the training event allow for this celebration of implementation. But not just from me. From their peers. It's critical that these coaching sessions are peer-based, allow for workshopping, and circling back on the win.

Transform leadership development into a culture of achievement by actively celebrating successes and rewarding outstanding contributions. Recognize team accomplishments to cultivate a positive environment, and establish a robust rewards program that reinforces desired behaviors. This not only enhances team morale but also creates a motivational ecosystem, encouraging a continuous pursuit of excellence.

𝗣𝘂𝗯𝗹𝗶𝗰 𝗥𝗲𝗰𝗼𝗴𝗻𝗶𝘁𝗶𝗼𝗻: Acknowledge and celebrate individual and team accomplishments in meetings, newsletters, or company-wide communications, highlighting the impact of their efforts. 𝗜𝗻𝗰𝗲𝗻𝘁𝗶𝘃𝗲 𝗣𝗿𝗼𝗴𝗿𝗮𝗺𝘀: Implement incentive programs that reward achievements and continuous improvement, such as bonuses, extra time off, or professional development opportunities. 𝗠𝗶𝗹𝗲𝘀𝘁𝗼𝗻𝗲 𝗖𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗶𝗼𝗻𝘀: Celebrate key milestones and successes with events or small celebrations, fostering a sense of achievement and motivation among team members.

Connect each leader with a peer coach. Allow time for them to connect intermittently and at least sometimes informally during the formal learning experience. Before you close the formal experience, facilitate a quick conversation re: how peer coaches can accelerate continued learning and application. Done well, this approach has tons of benefits.

Leadership development is an ongoing action, not an event or a course. To continue that action, the individual and organization both need to partner to build in time for practice, assessment, reflection, and growth. How is the leader encouraged to craft leadership development goals? How does their manager support, assess, and reward those? What opportunities does the leader have to hone and stretch that development in their daily work? Where is there time and space for reflection on skills and growth? What conversations are taking place for leaders to learn from each other and connect the dots between what they've learned and how they're applying it?

Create a learning culture within the organization that values continuous learning and improvement. Encourage leaders to share their learnings and insights with their teams, promoting a collective commitment to growth. Facilitate peer learning networks where leaders can share experiences, challenges, and strategies for applying leadership skills in real-world situations. Establish feedback mechanisms that allow leaders to provide input on the effectiveness of the training and its application in their roles. Integrate leadership development goals into the performance management system. Assist leaders in creating actionable development plans that outline specific steps, milestones, and timelines for applying what they've learned.

🤝 "Synergy in Action: The Power of Peer-to-Peer Accountability!" 🌟 Peer-to-peer Accountability is the linchpin of a thriving leadership ecosystem. 1. Accountability Partnerships: Pair leaders with diverse strengths, fostering commitment to each other's growth. 2. Learning Forums: Establish spaces for regular discussions, sharing challenges, victories, and best practices. 3. Constructive Feedback: Encourage respectful feedback, nurturing a culture of improvement. 4. Celebrate Wins: Highlight joint successes, reinforcing the value of collaboration. 5. Empowerment: Ensure resources and support for committed partnerships. It's not just about holding others accountable; it's about lifting each other higher.

Go beyond the fundamentals and craft a leadership culture anchored in adaptability. Develop a mindset geared towards continuous expansion, prioritize the establishment of resilient feedback mechanisms, and maintain agility in response to the ever-changing industry dynamics. Integrating these elements not only bolsters your leadership framework but also ensures adaptability as a cornerstone of sustained success.