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Susan Jacobs
An Actionable Roadmap for Leadership Trainingwith Don Duquette and Craig Weiss
Copyright© Copyright 2018 Adobe Systems Incorporated and The eLearning Guild. All rights reserved. Adobe, the Adobe logo, and Captivate are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States and/or other countries. The eLearning Guild and the eLearning Guild logo are either registered trademarks or trademarks of The eLearning Guild in the United States and/or other countries. All other trademarks are the property of their respective owners.
Contact InformationAdobe Systems Incorporated 345 Park Avenue San Jose, CA 95110
The eLearning Guild 120 Stony Point Road, Suite 125 Santa Rosa, CA 95401
AuthorsSusan Jacobs with Don Duquette and Craig WeissNote: The contributors to this paper do not necessarily endorse Adobe’s products or the products of any other company.
ReviewerNipun Sharma, Adobe Systems
1An Actionable Roadmap for Leadership Training
A leader is not defined by his or her title; true leadership is defined by actions. In the business world, leaders are those
individuals who initiate and shepherd positive organizational change. They earn the respect and admiration of others by
consistently meeting or exceeding company-wide performance objectives and goals.
The best leaders are keenly aware that a key element of leadership is inspiring others, and they use their well-honed
communication, time management, delegation, and decision-making skills to motivate co-workers. Corporate investment
in leadership is a priority today because companies recognize that strong leaders have a direct impact on performance,
productivity, efficiency, and turnover.
Great leaders do not simply materialize out of nowhere. More often than not they are molded, and the process takes time and
resources. From mentorships to private executive coaching, there are many ways for firms to cultivate the leaders of tomorrow.
Structured training is often part of the equation. In such cases, learning and development (L&D) is often tasked with curating,
creating, and/or delivering leadership training. A strong program requires a customized, solutions-oriented strategy.
This paper offers an actionable roadmap for leadership training. It describes how this type of training differs from other forms;
explores some of the unique challenges faced by L&D professionals responsible for providing it; discusses the pros and cons
of various delivery options; and highlights nine best practices for organizations interested in instituting leadership training
programs.
INTRODUCTION
2An Actionable Roadmap for Leadership Training
Why leadership training is importantVUCA is an acronym originally coined by the American military. It stands for “volatile, uncertain, complex, and ambiguous,”
and has been used to describe the world after the Cold War. According to the Harvard Business Review, VUCA has also become
a trendy managerial acronym for today’s business leaders who must routinely deal with volatile, uncertain, complex, and
ambiguous situations in the workplace.
Leadership training helps prepare managers for VUCA. It gives them the tools they need to lead in a digital world, where the
pace is accelerated and demanding. Today’s managers confront a dizzying array of complex issues—from the rise of an
increasingly global and contingent workforce to shifting demographics and a mass exodus of Baby Boomers. This morphing
business climate is challenging companies of all sizes and operating in all sectors. There is an unprecedented need for strong
leaders who can motivate individuals, drive engagement, steer high-performing teams, and communicate in meaningful ways
at the enterprise level.
Modern leaders must be competent, certainly. However, the fate of an entire enterprise does not rest solely on the shoulders
of a single superhero. The true power of a leader lies in his or her ability to inspire and engage others to elevate their games
to the highest levels possible in order to produce the results the business needs. To do so, the leader must be able to connect
with a diverse, multigenerational workforce and foster relationships based on trust. He or she must know how to communicate
clearly and effectively, and possess a high level of emotional intelligence. He or she must be an expert in inspiring, coaching,
and developing others. He or she must be a master in both competence and connection.
Image courtesy of GP Strategies
3An Actionable Roadmap for Leadership Training
How leadership training differs from other types of trainingFrom sales and partner to safety and compliance, L&D
professionals create and deliver many types of training.
Often, training focuses on how to do or improve a process.
For example: Employees might take a course or watch
a video providing step-by-step instructions on how to
construct or sell a widget.
Leadership training is distinguished from this type of training
in several key respects. The focus is less on specific process
and more on human interaction. Insight and coaching are
crucial elements. There must be a lot of interface between
learners, facilitators, and colleagues—regardless of whether
the “classroom” is real or virtual.
Contextualization is critical in leadership training.
Participants must understand the nuanced relationship
of their training and development to the priorities of the
business. If the skills they are learning are not connected to
organizational competencies or goals, the aim of the effort
can be lost.
In general, leadership training must be:
• Challenging
• Complex
• Collaborative
• Real-world, scenario-driven
• Focused on active learning
• Customized to the particular organization’s needs
A learning management system can support leadership training
Corporate learning systems, which include
learning management systems, learning
record stores, sales enablement platforms,
and learning engagement platforms, can be
leveraged to support leadership training. As
one industry expert notes, the LMS can be the
technology “glue” for a larger strategic approach
to learning.
“It’s about looking at the infrastructure and
bringing the right technology solution to the
table, plus integrating with any existing technol-
ogy that might be in place. The right technology
solution, combined with proven content, can
help optimize the benefit of an LMS,” he says.
An LMS can support leadership training by
being the central hub of a comprehensive
learning plan. The more sophisticated systems
can provide specific course suggestions based
on recommended career paths, helping learners
analyze and select the opportunities that best
meet their development needs. The learning
recommendations pushed from the LMS can be
personalized to reflect must-have skills required
to succeed in an aspirational role within the
company. The LMS can house esoteric courses,
designed specifically to meet the company’s
unique needs. In addition, more general third-
party leadership training packages can be
purchased, customized, and integrated with the
central system.
4An Actionable Roadmap for Leadership Training
Challenges when providing leadership trainingFirms often embark on leadership training initiatives after coming to the realization that they must develop the leaders of
tomorrow. Such epiphanies require deeper examination.
“As a company, decide early on WHY you are considering leadership training,” notes an industry expert, who recommends that
organizations question their immediate and future goals. Is the purpose to cultivate leaders in-house? If so, where does that
intention stem from? Is it because a longtime leader is nearing retirement and there is no viable successor? Or is it because the
company is having difficulty recruiting outside individuals with leadership potential? Obviously, each organization’s situation
and motivation will be different.
Stakeholder support for leadership training can be a challenge. If senior executives can’t see the symbiotic relationship be-
tween leadership development and strong business results, they will be hard-pressed to make the financial investment and
reluctant to allocate time for potential trainees to pursue it. As mentioned before, linking leadership development to concrete
business goals and outcomes is crucial.
Finally, it can be a challenge for busy organizations to prioritize leadership development. When other business matters and
pressing client needs take center stage, leadership development is often pushed to the back burner while other endeavors
gobble up corporate attention and resources.
Delivering leadership training L&D can deliver leadership training in a variety of ways: instructor-led training (ILT), virtual instructor-led training (vILT),
eLearning, or a blend of these approaches.
In “The First Step in Leadership Development Training,” Ken Taylor, partner and president of Training Industry, discuss-
es a study that found live delivery the most preferred method for first-time manager training. This includes face-to-face
instructor-led training, coaching, live practice such as roleplaying, and mentor networks.
“It’s clear that learning leaders acknowledge the role of learning technologies, but live training is still the preferred delivery
method,” Taylor notes. “Live face-to-face instructor-led training and live practice delivery both give trainees the opportunity to
practice their skills in a safe environment with feedback-intensive interactive activities such as roleplays, case studies, and sce-
narios. Coaching and mentor networks provide chances to learn from more seasoned managers, who can assist with questions
and problems and act as a sounding board when managers run into challenges.”
The Training Industry study found “only 35 percent of learners rated live virtual instructor-led training as most important, fall-
ing to the sixth most-preferred delivery method out of 15 available methods.”
Some analysts dispute the Training Industry findings.
“I’m a 100 percent eLearning guy, and I believe the best way to deliver leadership training is online—via engaging and interac-
tive web-based training courses with real-world scenarios,” states one industry veteran. “Each course could have several mini
modules, no more than 10 minutes long. Assuming it is built in an engaging and interactive manner, an eLearning course can
do more and achieve more than any other format at this current time.”
5An Actionable Roadmap for Leadership Training
He continues, “ILT, which is driven by an instructor rather than the learners, is a big minus in my book. If your employee al-
ready has certain leadership skills, why put them through a course or seminar where this information is presented again? vILT
is the same as ILT, except that it’s done via a webinar. My preference would still be with online learning.”
He predicts that up-and-coming technologies such as virtual reality (VR) and augmented reality (AR) will significantly impact
the delivery of leadership training, and may sway his opinion about delivery methods in the future.
Another expert who works with a diverse roster of global clients cautions that there are values and tradeoffs in different
modalities. “We don’t believe it’s always about choosing one or the other, but about creating a blended learning journey that
leverages the right modality for the right content, audience, time, and learning objective,” he says.
He acknowledges that there is great value in the interaction that takes place among colleagues and facilitators in ILT. “The abil-
ity to establish trust, read body language, understand how you are being received by another individual, and practice human
interaction skills face-to-face is enhanced through in-person interactions,” he says. “However, with a global and virtual work-
force, the likelihood that all learners are co-located is increasingly unlikely. And with the pace of change today, the opportunity
to devote time to be present at an ILT can present a challenge.”
He notes that vILT can be a cost-effective way to bring large groups together for unique learning opportunities. “Depending
on the size of the group and the vILT technology being used, the level of interaction and exchange can be as significant as it is
in an in-person event,” he says. Other reasons for choosing vILT leadership training are that modern learners are accustomed
to video interaction, and video training can be scheduled and spaced out over time to sustain learning principles and allow for
practical skill application in between.
Finally, he believes eLearning is a cost-effective solution for education and information sharing. “It can be a fantastic tool and a
great way of sustaining learning that may initially take place in an ILT or vILT,” he concludes.
A note about contentIt is evident that there is no one uniform method best for delivering leadership training. There is, however, more consensus
surrounding content. The Training Industry study provides some insights.
Survey respondents were presented with a list of 30 assorted topics. They were asked to rate the ones they deemed most valu-
able to impart to aspiring managers. The top five, in order of popularity, were:
1. Coaching employees (64 percent)
2. Written/verbal communication (56 percent)
3. Giving performance evaluations and feedback (53 percent)
4. Managing and resolving conflict (49 percent)
5. Decision-making (44 percent)
6An Actionable Roadmap for Leadership Training
Nine best practices for leadership trainingAlthough every organization is different, here are nine best practices that companies may find useful to ensure successful
leadership training:
1. Customize. Instead of providing general leadership training, home in on your specific needs. Use real-world examples
relevant to your particular industry or company.
2. Mix it up. Don’t hesitate to blend different training techniques. Use face-to-face ILT and self-paced eLearning. Add
virtual and experiential exercises such as roleplays. Incorporate coaching, mentoring, and live feedback.
3. Focus on short modules. Design a leadership training program as a comprehensive curriculum roadmap, with short
modules addressing different subjects. Potential topics could include accountability, communication, emotional
intelligence, constructive feedback, hiring and retaining talent, public speaking and presentation skills, effective
decision-making and delegation, fostering teamwork, coaching for performance, and handling conflict.
4. Create learning journeys. When designing the training, develop learning journeys so that the material is spaced out
over time. This allows participants to reflect on the teachings, collaborate with colleagues, and apply their newfound
skills on the job.
5. Take advantage of supplemental tools. When seeking employees with high management potential, take advantage
of screening tools such as leadership personality tests. Once enrolled in management training, steer trainees toward
helpful books and blogs, send them to relevant conferences, and encourage their involvement in the industry.
6. Contextualize the training. Make sure leadership training connects back to the business and aligns with business im-
peratives. This is not just important to the C-suite; when individual learners understand how leadership development
relates to them and their personal career goals, they will be more engaged and invested in it.
7. Consider the audience. Not all leadership training paths should be the same. L&D may need to create different learn-
ing journeys for first-time managers, frontline leaders, and seasoned executives. Consider the needs of each audience,
and develop appropriate strategies for each.
8. Provide follow-up. Create a sustainability plan to strengthen skills and cement knowledge after formal leadership
training concludes. Include action plans/assignments, projects, and structured time to observe other managers and
communities of practice. Provide options and networks for peer collaboration and support.
9. Measuring success. It is natural for L&D professionals to want to measure the success of leadership training. Experts
warn that tests or quizzes at the end of courses do not provide a realistic analysis. A better way to evaluate new
leaders is in real time, observing how they synthesize the material that was presented and apply it to real-life VUCA
situations in the workplace.
7An Actionable Roadmap for Leadership Training
Determining effectivenessWhile first-hand evaluation can be used to determine the effectiveness of leadership training, it can be biased. There are other,
less subjective methods and metrics senior management can draw upon. Most can be retrieved from data points and reports
that the LMS can generate.
Leadership assessments can be created to evaluate an individual’s skills or competencies based on either organization-defined
parameters or learning outcomes tied to specific learning interventions. It is possible to accurately measure growth and devel-
opment when these standardized assessments are delivered pre-training, post-training, and then again after a defined period
of time. Kirkpatrick Level 1 evaluation also provides some sense of the perceived value of the learning experience and its likely
impact on future behaviors.
Another powerful way to evaluate leadership training is to examine engagement scores. By isolating the engagement scores
of a learner prior to the leadership development opportunity and comparing the scores of that same learner after training, a
correlation can be made surrounding the impact of the training on leadership skills. And although it can be difficult to define,
the most meaningful assessment of leadership training is the ability to link that training to measurable business impact.
LMS data points and reports can do more than simply defend ROI. They can be used to target those with leadership potential
and predict how successful they might be. L&D could monitor and track employees who voluntarily opt in to leadership train-
ing courses in the LMS. L&D can access real-time data on what courses they choose, and whether they successfully complete
what they have started. The tracking can reveal and uncover employees who demonstrate natural ambition, initiative, talent,
and drive—exactly those individuals who might emerge and become your leaders of tomorrow.
8An Actionable Roadmap for Leadership Training
CONCLUSIONTalent is scarce in today’s corporate environment. Solid leadership training can help organizations target potential leaders and
thereby maintain a competitive edge. When developing and designing a leadership training program, L&D must deliver stellar
results—for unlike other training initiatives, the future success of the entire enterprise may actually depend on it.
Adobe’s powerful LMS solution, Captivate Prime, can serve as a stalwart central hub for organizations interested in
offering corporate leadership training opportunities. Click here to learn more about what Adobe Captivate Prime can
do for your business.
Adobe’s LMS Solution: Captivate Prime
9An Actionable Roadmap for Leadership Training
ABOUT THE AUTHORS
Susan Jacobs is a senior editor with The eLearning Guild. She has a deep-rooted interest in
and passion for education and technology. Prior to this position, she was a senior content
producer at Bright Business Media, a leader in the meeting and events industry. Susan is a
graduate of Northwestern University’s Medill School of Journalism.
SUSAN JACOBS
Don Duquette, the executive vice president of GP Strategies Global Workforce Excellence
Practice, is responsible for the company’s global performance improvement initiatives.
Don has over 30 years of global learning and development experience, and is a recognized
authority on managed learning services and corporate learning and development strategies.
He holds a bachelor’s degree in mechanical engineering from Johns Hopkins University and
an executive MBA from Loyola University.
DON DUQUETTE
Craig Weiss is the CEO and lead analyst for The Craig Weiss Group, which provides analyst,
advisory, and consulting services to buyers and vendors in the eLearning industry. He is an
advisory board member for The Moment, a firm based in the United Kingdom, and is on an
advisory board for an eLearning startup in Scotland. Craig writes the E-Learning 24/7 blog,
and speaks regularly at conferences and events around the world.
CRAIG WEISS
