Training Industry Magazine - March/April 2020 - 55

DOUG HARWARD

SECRETS OF
SOURCING

HOW TO CHOOSE A
TRAINING SUPPLIER FOR
LEADERSHIP DEVELOPMENT
Are leaders born or made? This question
has put theorists at odds over the years.
The great man theory goes back to the
mid-1800s and argued that people are
simply born with the natural qualities that
make them better at some tasks over
others, such as musicians and athletes.
But I believe we are in this profession
because we believe something
fundamentally different. We believe
that learning professionals can develop
and deliver training programs and
experiences that can truly change and
improve behavior - including leadership.
Based on the number of training
suppliers and consulting companies that
focus on leadership development, there
are numerous approaches, models and
strategies for developing leadership
that have proved successful. So what
makes some programs more successful
than others?
Our research in understanding what
makes a great training organization has
highlighted the capabilities and practices
that lead to effective training. We have
found that great training organizations
are process oriented and manage the
learning experience over an extended
period of time. Effective leadership
development doesn't occur in one
course. It occurs when an individual
continues the learning experience
over time by practicing behaviors and
learning from successes and failures on
the job.
Here are four considerations when
choosing a supplier for leadership
development:

1.	 Knowledge: When selecting a
leadership training company, their
training should be based on a body
of knowledge of the behaviors
effective leaders must exhibit in
certain situations. This body of
knowledge consists of the models
and principles that leadership training
programs are based on, as well as
the characteristics they believe make
a great leader. It is important to note
that this body of knowledge should
be founded in sound research, not
just the experience of a successful
executive during their ascent up the
corporate ladder.
2.	 Skills: We don't always use the
term "skills" when we speak of
leadership development, but it's
critically important when selecting
a leadership development supplier.
Suppliers must be effective at
teaching and applying their body of
knowledge. The fact is leadership
behaviors are developed skills. In
any effective training program, we
must communicate what the learner
needs to know about the skill, as well
as the most effective way to apply
the skill in a given circumstance.
3.	 Practice: Leaders of successful
training organizations recognize the
importance of applied skills. Leaders
must practice how they will handle
certain situations, so when the need
arises, they are well prepared. Due
to costs, the long-term repetitions
needed for effective practice is
limited in the classroom. The most
effective approach is to prepare the

learners to practice informally and
gain on-the-job experience. Look
for a training supplier that not only
teaches the knowledge and skills but
also prepares learners to practice
and continue the learning experience
independently in the workplace.
4.	 Mentorship: Having someone who
can help you continue to learn over an
extended period of time is powerful.
An effective mentorship program
teaches mentors to teach. Mentors
must be taught not only to provide
feedback but to provide direction on
learning opportunities and to hold
the learner accountable when they
are not practicing and continuing
their development. All leaders can
help other aspiring leaders, even
while learning themselves.

EFFECTIVE LEADERSHIP
DEVELOPMENT DOESN'T
OCCUR IN ONE COURSE.
The skills needed to be the CEO or
president of an organization are quite
different than the leadership skills needed
to be a frontline leader on the manufacturing
floor. However, the principles of human
nature are the same; although, how
they are applied can be quite different.
Having a training partner that understands
and has experience in delivering effective
training is a powerful step in being a
great training organization.
Doug Harward is CEO of Training Industry,
Inc. and a former learning leader in the
high-tech industry. Email Doug.

T R A I N I N G I N DUSTR Y MAGAZ INE - MODERN LEADERS 2020 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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https://www.trainingindustry.com/magazine

Training Industry Magazine - March/April 2020

Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2020

Do Leaders Skills Need to Evolve
Table of Contents
Developing the Next Generation of Talent Through Rotation Programs
Leadership Development Strategies and Solutions for the Modern Workplace
Leaders are Learners … Especially When They're Teaching
Developing Leadership Goo
6 Developmental Conversations Bosses Should Have with their New Managers
Driving Sales Training Results Through Manager Coaching
The Significance of Executive Presence
What People Want in a Leader: How Do You Measure Up?
Ditigal Communication Skills: Is Your Message Getting Across?
Creating a Culture of Agility with Character Development
Building Leadership: Scaling Effective Development Alongside Hypergrowth
Fast-Tracking Psychological Safety: This Is Not a Drill!
Teaching Empathy: Driving Leaders to Success
Train Forward: Results From an Emerging Community of Practice
Three Reasons Why Virtual Teams Are Different
Leading in the Age of Technological Disruption
How to Choose a Training Supplier for Leadership Development
New Leader, New Skills
Ernst & Young's Investment in the Modern Leader
Company News
Training Industry Magazine - March/April 2020 - 1
Training Industry Magazine - March/April 2020 - 2
Training Industry Magazine - March/April 2020 - Do Leaders Skills Need to Evolve
Training Industry Magazine - March/April 2020 - 4
Training Industry Magazine - March/April 2020 - Table of Contents
Training Industry Magazine - March/April 2020 - 6
Training Industry Magazine - March/April 2020 - 7
Training Industry Magazine - March/April 2020 - 8
Training Industry Magazine - March/April 2020 - Developing the Next Generation of Talent Through Rotation Programs
Training Industry Magazine - March/April 2020 - 10
Training Industry Magazine - March/April 2020 - Leadership Development Strategies and Solutions for the Modern Workplace
Training Industry Magazine - March/April 2020 - 12
Training Industry Magazine - March/April 2020 - Leaders are Learners … Especially When They're Teaching
Training Industry Magazine - March/April 2020 - 14
Training Industry Magazine - March/April 2020 - Developing Leadership Goo
Training Industry Magazine - March/April 2020 - 6 Developmental Conversations Bosses Should Have with their New Managers
Training Industry Magazine - March/April 2020 - 17
Training Industry Magazine - March/April 2020 - 18
Training Industry Magazine - March/April 2020 - 19
Training Industry Magazine - March/April 2020 - 20
Training Industry Magazine - March/April 2020 - Driving Sales Training Results Through Manager Coaching
Training Industry Magazine - March/April 2020 - 22
Training Industry Magazine - March/April 2020 - 23
Training Industry Magazine - March/April 2020 - The Significance of Executive Presence
Training Industry Magazine - March/April 2020 - 25
Training Industry Magazine - March/April 2020 - What People Want in a Leader: How Do You Measure Up?
Training Industry Magazine - March/April 2020 - 27
Training Industry Magazine - March/April 2020 - 28
Training Industry Magazine - March/April 2020 - CT1
Training Industry Magazine - March/April 2020 - CT2
Training Industry Magazine - March/April 2020 - 29
Training Industry Magazine - March/April 2020 - Ditigal Communication Skills: Is Your Message Getting Across?
Training Industry Magazine - March/April 2020 - 31
Training Industry Magazine - March/April 2020 - 32
Training Industry Magazine - March/April 2020 - 33
Training Industry Magazine - March/April 2020 - Creating a Culture of Agility with Character Development
Training Industry Magazine - March/April 2020 - 35
Training Industry Magazine - March/April 2020 - 36
Training Industry Magazine - March/April 2020 - 37
Training Industry Magazine - March/April 2020 - Building Leadership: Scaling Effective Development Alongside Hypergrowth
Training Industry Magazine - March/April 2020 - 39
Training Industry Magazine - March/April 2020 - Fast-Tracking Psychological Safety: This Is Not a Drill!
Training Industry Magazine - March/April 2020 - 41
Training Industry Magazine - March/April 2020 - 42
Training Industry Magazine - March/April 2020 - 43
Training Industry Magazine - March/April 2020 - Teaching Empathy: Driving Leaders to Success
Training Industry Magazine - March/April 2020 - 45
Training Industry Magazine - March/April 2020 - 46
Training Industry Magazine - March/April 2020 - 47
Training Industry Magazine - March/April 2020 - Train Forward: Results From an Emerging Community of Practice
Training Industry Magazine - March/April 2020 - 49
Training Industry Magazine - March/April 2020 - Three Reasons Why Virtual Teams Are Different
Training Industry Magazine - March/April 2020 - 51
Training Industry Magazine - March/April 2020 - 52
Training Industry Magazine - March/April 2020 - Leading in the Age of Technological Disruption
Training Industry Magazine - March/April 2020 - 54
Training Industry Magazine - March/April 2020 - How to Choose a Training Supplier for Leadership Development
Training Industry Magazine - March/April 2020 - 56
Training Industry Magazine - March/April 2020 - New Leader, New Skills
Training Industry Magazine - March/April 2020 - Ernst & Young's Investment in the Modern Leader
Training Industry Magazine - March/April 2020 - Company News
Training Industry Magazine - March/April 2020 - 60
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