Why So Many Leadership Programs Ultimately Fail (Peter Bregman) The Forum applies the 70:20:10 lens
Peter Bregman is a management consultant and author. A former Hay Group and Accenture consultant, he’s advised CEOs and senior leaders in leading organisations around the world. His work is focused on the notion that an organisation, at its core, is a platform for talent.
This article on the Harvard Business Review blog discusses the need to close the gap between knowing about leadership and doing leadership.
Bregman explains that leaders fail not because they don’t know about leadership, but about being prepared to ‘experience the discomfort, risk, and uncertainty’ of taking leadership decisions and actions. He describes this as emotional courage.
The key 70:20:10 point in this article is that successful leadership programs must focus on producing sustained changes in behaviour through real experiences – and genuine experiential learning (the ‘70’).
Bregman explains this as ‘Integrating leadership development into the work itself’ rather than constructing artificial scenarios – scenarios or case study work. While most leadership programs construct activities that are ‘safe’ rather than courageous, HR and leadership development professionals really need to step out of their comfort zone if they want their programs to have real impact.