When I think about leadership development, I see it as the foundation of everything that makes an organization thrive. Over the years, I’ve watched leaders transform struggling teams into engaged, high-performing units. I’ve also seen the opposite — talented people burning out and walking away because they didn’t feel supported by their managers.
Strong leadership is the single greatest factor in employee engagement and organizational success.”
What troubles me is that while 83% of businesses agree leadership is essential, only 5% feel confident in their leadership development efforts (DDI Global Leadership Forecast). That gap tells me we have work to do — and it’s exactly why I’m passionate about helping leaders and organizations close it.
What I mean by Leadership Development
To me, leadership development isn’t about sending people to a course and checking the box. It’s about intentionally helping leaders grow in confidence, capability, and character so they can inspire others and achieve results.
In my coaching and consulting work, I use a combination of approaches:
- Training workshops that teach essential skills.
- Executive coaching that gives leaders space for honest reflection and growth.
- Mentorship programs that transfer wisdom from experienced leaders to those just stepping into management.
I remember working with a newly promoted manager who told me, “I know how to do the work, but I don’t know how to lead people.” Over several months of coaching, he learned how to listen, delegate, and motivate. Today, his team consistently outperforms expectations — and he feels confident in a role that once felt overwhelming.
Why leadership development matters to me
I’ve seen firsthand how much leadership shapes engagement. Gallup reports that managers account for 70% of the variance in team engagement. That means the leader is often the reason someone stays — or the reason they leave.
I once worked with a senior engineer who was ready to quit. She loved her work but felt micromanaged and undervalued by her supervisor. After coaching her leader to improve communication and trust, the engineer not only stayed but became one of the department’s most vocal advocates.
People don’t quit jobs. They quit managers.”
The core skills I focus on in leadership development
Emotional Intelligence (EQ)
I believe emotional intelligence is the heartbeat of leadership. Leaders who understand themselves — and can empathize with others — create trust and loyalty. I’ve used EQ assessments with dozens of leaders, and the “aha” moments are powerful. One executive realized he rarely asked his team for input; simply learning to pause and listen transformed how his team saw him.
Communication Skills
A leader who can’t communicate will always struggle, no matter how smart or strategic they are.
I once ran a workshop with a group of engineers where we role-played giving feedback. At first, they struggled — bluntness came naturally, but empathy did not. By the end, they had tools to give feedback that corrected performance while strengthening relationships.
Delegation & Empowerment
I’ve coached many leaders who tell me, “It’s just easier if I do it myself.” The truth is, that mindset limits growth for both the leader and their team. One director I worked with was working 70-hour weeks. Once we applied the Interest-Ability Grid, he began delegating tasks strategically. Not only did his workload shrink, but his team felt more trusted and engaged.
Delegation isn’t losing control — it’s building trust.”
Strategic Thinking
Great leaders zoom out. I helped one COO shift from firefighting daily problems to thinking about 3- and 5-year priorities. That shift gave his company clarity and positioned them for growth.
Resilience & Change Management
Change is hard. During a merger, I worked with leaders who were anxious about uncertainty. By focusing on resilience — framing challenges as opportunities and keeping communication open — they were able to guide their teams with confidence instead of fear.
The approaches I recommend
Over the years, I’ve seen different approaches work in different contexts:
- Formal Programs: These create a foundation, but they can’t stand alone.
- Executive Coaching: Nothing replaces the impact of personalized, one-on-one coaching. The personalization makes all the difference.
- Mentorship: In one organization, a mentoring program not only developed younger leaders but also re-energized the senior ones.
- Experiential Learning: I often encourage “stretch projects.” One leader I coached took on a cross-department project outside his comfort zone — and it revealed strengths he didn’t even know he had.
- Psychometric Assessments: Tools like MBTI and EQ-i 2.0 often act as a mirror. One leader told me, “For the first time, I see how others perceive me.” That awareness changed how he led.
- Digital Learning: For busy executives, short, accessible lessons are sometimes the best way to keep development consistent.
And it’s worth noting: companies that invest in leadership development see 114% higher sales per employee (ATD). I’ve witnessed that ROI firsthand.
Real-world examples I’ve seen get results
- GE’s Crotonville Center has been shaping leaders for decades. Their commitment inspires me.
- A construction firm I supported was dealing with constant jobsite conflicts. By teaching foremen how to delegate and communicate, the culture shifted from confrontation to collaboration.
- In healthcare, I helped leaders use EQ assessments to build empathy. Doctors and nurses began collaborating instead of clashing, which not only improved teamwork but also patient care scores.
How I measure success in leadership development
For me, success isn’t about how many people attend a session. It’s about what changes afterward. I look at:
- Employee engagement.
- Turnover rates.
- Promotions and succession planning.
- Observable cultural shifts.
I’ll never forget one HR leader telling me after a six-month program: “For the first time, we’re promoting from within, and people are excited about it.” That’s the kind of outcome I measure.
Common challenges I’ve helped leaders overcome
- Lack of Buy-In: I’ve had executives tell me leadership development is “too soft.” Showing them ROI quickly changes their perspective.
- Resistance to Change: Some leaders cling to old habits. I help them start small — one new behavior at a time — until momentum builds.
- Time Constraints: Busy leaders often claim they “don’t have time.” I design learning that fits into daily routines, so development doesn’t feel like an extra burden.
- Generic Programs: Off-the-shelf training rarely works. I tailor everything to the organization’s culture and leadership needs.
Conclusion
For me, leadership development isn’t just work — it’s my calling. I’ve seen leaders grow in ways they never thought possible, and I’ve seen organizations turn around simply because leaders were willing to learn and change.
“The leadership you build today shapes the organization you’ll have tomorrow.”
If you’re thinking about investing in yourself or your team, start small. An EQ assessment, a mentoring relationship, or one coaching session can spark meaningful transformation.
Ready to take the next step? Book a 15-minute virtual coffee meeting and let’s talk leadership.
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