Leadership Development: every organization says they need to do it, but few know how. As a result, most put together platitudes, add a dash of management 101 and call it a day. Maybe worse yet, “leadership development” becomes a code word for remedial training or first-level supervisor training under the banner that “everyone’s a leader.” And the whole organization knows the emperor has no clothes. Our approach is different. Way different.

Can You Develop Leaders – Really?

Yes. And no.

Yes – if a person has some innate talent, the desire to grow, a steely-eyed ability to look in the mirror and see the truth, the opportunity to practice leadership skills, and spot-on training that uncovers their unique gifts and how to deploy them.

No – if a person is a mediocre talent, is unwilling or unable to be self-reflective, lacks the guts and the drive to do whatever it takes, has little opportunity to use newly learned skills on the job, and doesn’t receive training in discovering their unique leadership style.

“I have been through some of best corporate leadership and management training available- programs such as Wells Fargo and GM- and I benefited tremendously from them all. But I have to say the Delta program is truly exceptional. The ROI on Delta’s program for our bank is so huge that it is incalculable.”
Senior Executive, Financial Services

Combining Efficiency and Self-Understanding

Leadership is far too nuanced and complex an endeavor to reduce it to “tip sheets,” cookie-cutter programs and one-size-fits-all training road shows.

While the drive toward efficiency is an undeniable trend in leadership training, there is another important common denominator: the desire to better understand and deploy themselves in the complex endeavor that is leadership.

Facets of Leadership Training

Criteria for these action items vary, but typically include parameters such as:

  • Beyond the leader’s normal scope
  • Requires the use of leadership skills that are a “stretch” for that individual
  • Makes a significant and important contribution to the organization—not an artificial exercise or “make work”
  • Requires strategic thinking
  • Has enterprise-wide (or broadly cross-functional) impact
  • Involves implementation, in addition to design and planning
  • Demonstrates people skills and the ability to build a team
  • Demonstrates the ability to win executive support
  • Involves making compelling and persuasive presentations to gain support for and implement the project
  • Involves or engages the customer
  • Delivers value to the organization’s bottom line

If our leadership development system makes one average leader into a good leader, turns one good leader into a great leader, or develops that one hidden jewel of a leader in your organization, this program will pay for itself over and over and over again.