3Companies spend massively on executive education, but their commitment only gets a marginal return. Since business schools and other conventional instructors are not adept at developing the soft skills that are necessary for success today, people don't often stick with organizations that have invested for their instruction, and learners also can't relate classroom lessons to their employment. However, the leadership development sector is in a state of upheaval. The number of players delivering courses to impart the hard and soft abilities desired by corporate executives has risen. And yet companies that spend billions of dollars annually together to educate existing and prospective managers are getting dissatisfied with the outcomes. Along with our own in-depth interviews with consumers, many large-scale business surveys show that more than 50 percent of senior executives agree that their attempts to cultivate talent do not sufficiently construct vital skills and operational capabilities. The disjointed state of leadership growth has two key causes. The first is a difference in benefits. With their own long-term profit, companies engage in executive growth, but people join in order to strengthen their skills and progress their careers, although they do not always stick with the employers who have paid for their training. The second is the difference between the abilities created by executive development programs and those demanded by corporations, specifically the interpersonal abilities needed to succeed in today's flat, networked, increasingly collaborative organizations. Traditional providers bring in-depth skills in teaching cognitive ability and evaluating their development, but they are much less skilled in teaching people how to interact and function successfully with each other.The Need for Leadership Development Industry in the Coming YearsEditor's desk
< Page 2 | Page 4 >