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Developing Leaders Improving the capabilities of those in a leadership position is viewed as a top initiative in many organizations. More and more companies are moving their focus in management from compliance cop to performance coach, due to the realization that if there isn’t an understood correlation between what per-formance obtained the results, the outcomes are due more to luck than purposeful effort. More often than not, the first approach investigated to increase leadership capability is training. Disclaimer: from board members to front line supervisors, I have trained thousands of individuals to improve their leadership capabilities, but training is only as effective as the reinforcement that follows. If your plan to develop leaders is anchored on training, a different perspective is encouraged. Begin first with outlining your strategy to determine what will reinforce or conflict with the training. Any time I am contacted to lead workshops for organizations, one of the first questions I ask is: how will this be reinforced following the event? If motivators and demotiva-tors are not clearly captured and outlined, then the training is potentially a roll of the dice. Safety is not alone in the over-abundance of programs of the month. When results aren’t quickly recognized, they are discon-tinued, furthering the, “This too shall pass,” and “Wait and see,” attitude. In general, initiatives rarely fail in theory, they fail in To train or not to train? By Shawn M. Galloway Leadership Excellence Essentials presented by HR.com | 01.2016 Submit your Articles 19


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