Senior leaders must define what success looks like, not just in terms of results, but in how leaders behave, communicate, and lead others. These expectations should be clear, observable, and measurable, and leaders must commit to tracking them over time.In today’s business environment, organizations invest heavily in training and development, especially for leaders. Yet, despite the best intentions, many of these initiatives fall flat.
The problem is not a lack of effort or budget. More often, it is a lack of clear goals, measurable outcomes, and alignment from the start.
Too often, HR and L&D teams are asked to design leadership programs before senior leadership has even defined what great leadership looks like for their organization. The resulting programs are then generic, misaligned, and unable to shift culture or demonstrate real ROI.
Ultimately, these organizations are left wondering why their investment did not translate into stronger leaders or better results.
If this scenario sounds all too familiar, keep reading to learn how your organization can turn leadership development into real results.
Consider the case of a large organization whose CEO was deeply passionate about developing strong leaders but lacked clarity on what that meant in practice. He turned to HR and L&D to build a best-in-class program. In response, they launched a $7 million initiative projected to span seven years.
But within just 2.5 years, the program had consumed the full capacity of the HR and L&D teams, without delivering measurable results.
With a new CEO at the helm, the program was pulled from HR and L&D and reassigned to an executive leader in the business. Only then did the organization restart from the top, first defining what effective leadership looked like before rebuilding the initiative.
What went wrong? The organization launched a large-scale development initiative without first aligning on the cultural goals, behaviors, and metrics for success. Without a clear leadership vision or plan to measure outcomes, the program lacked direction and impact.
Without answers to these questions, HR and L&D are left to guess. The result is training that is disconnected from the company’s strategy and values and leaders who do not embody the behaviors the business needs.
Worse, it becomes difficult (if not impossible) to show the impact of the program, because there is no baseline or shared definition of success.
To create meaningful, measurable leadership development, the process must start with leadership. Here’s how:
Senior leaders must define what success looks like, not just in terms of results, but in how leaders behave, communicate, and lead others. These expectations should be clear, observable, and measurable, and leaders must commit to tracking them over time.
HR and L&D should not be the sole architects of leadership development. Their role is to serve as strategic partners, working closely with executives to design a program that aligns business strategy, cultural priorities, and leadership expectations.
Together, they must also define how progress will be tracked and evaluated.
Culture is not a slogan; it is how people behave. Leadership must define the cultural outcomes they want and the daily behaviors that reinforce them. Training should focus on building those behaviors, not just abstract competencies.
Leadership development should feed directly into succession plans. When done right, it creates a pipeline of ready-now leaders whose development is clearly tied to future roles and responsibilities, giving visibility into long-term ROI.
Coaching is what turns learning into action. It creates space for leaders to reflect, receive feedback, and apply new behaviors in real time. Whether through executive coaching, peer coaching, or group coaching, it is a vital tool for reinforcing leadership expectations and enabling sustained behavior change.
Once leadership defines the vision, HR and L&D can bring it to life. Their role is to design impactful learning experiences, integrate coaching, and track results, ensuring the development journey stays aligned with business goals.
When included from the start, HR and L&D remain empowered, effective partners instead of overburdened executors.
Every business, no matter what the industry, is ultimately a people business. And because it is a people business, leadership matters. It shapes culture, drives performance, and influences every corner of the organization.
The best leadership development does not start with content. It starts with clarity. When organizations define what great leadership looks like, build programs in partnership with HR and L&D, and use coaching to sustain growth, they do not just build better leaders — they create lasting transformation.
Ready to take the next step in building that transformation? Our free white paper explores how bringing coaching into every interaction creates authentic connections, strengthens relationships, and elevates team performance. Download your copy today.