14 Success Factors for Leadership Development and Training

Measuring Leadership
Development Book

In their book Measuring Leadership Development (on Amazon #ad), Phillips and Ray present 14 success factors or requirements of Leadership Development (LD) programs that include training early in the book.  The rest of the book is dedicated to explaining how to achieve the factors when planning an LD.  How do they know these 14 are the key success factors?  They use results from a survey of 232 leadership practitioners on the reasons LD program fail.  Those results are provided below along with 4 tips related to specific factors.

14 Success Factors for LD (and Failure Statistics):
1.  Align the program to business measures in the beginning.
- 49% of program failures were due to not assessing current leadership
2.  Identify specific behavior changes needed for the target audience.
- 360 Degree Feedback (see sample questions) can be helpful in defining gaps and determining who needs what in success factors 2 thru 6
- 42% of program failures were due to not assessing learning needs
3.  Identify learning needs for the target audience.
- 51% of failures were due to not creating objectives
4.  Establish application and impact objectives for the programs.
- 13% of failures were due to not identifying correct participants
5.  Involve the right people at the right time.
- Not everyone needs everything, so do not waste time and money!  Instead get them what they need when they need it and do not require they complete the entire program
- 24% of failures were due to improper program design
6.  Design LD for successful learning and application.
- 48% of failures were due to uncommitted participation
7.  Create expectations to achieve results and provide data.
- 43% of program failures were due to barriers not removed or minimized
8.  Address the learning transfer issue early and often.
- 46% of program failures were due to not getting management support
9.  Establish supportive partnerships with key managers.
- 47% of program failures were due to not identifying the right data to analyze
10. Select the proper data sets for the desired evaluation level.
- 74% of programs failed due to not building this into program process
11. Build data collection into the process and position it as an application tool.
- Have manager write what will do next and how it will impact ROI
- 17% of programs failed because credit was taken for improvement without proof mapping them back to program
12. Isolate the effects of the program on impact data.
- 16% of programs failed due to waiting until management asked for ROI data
13. Proactively develop impact and ROI analysis for programs.
- 53% of failures were due to not using collected data for program improvement
14. Use data collection at different levels for adjustment and improvement.
- Use Training Evaluation Levels 1, 2, 3, and 4
- 39% of program failures were due to not aligning with business


Unknown said...
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Peter Jones said...

Hi Shirley,
Great post - thanks for following me @h2cm on twitter!
Not always a strength for leaders but surely desirable is being able to appreciate another person's world view and to anticipate the same. I champion Hodges' model a generic conceptual framework that can be help reflection and appreciation of our own and other world views. The model is an excellent resource in terms of 'political' concepts and the associations with leadership, communication, media forms, information, project management and much more.

The model's incorporation of 'INDIVIDUAL' and 'GROUP (population)' immediately prompts consideration of the 'needs of many vs. the few: the ONE'. As well as identifying SCIENCE, SOCIAL, and INTERPERSONAL care (knowledge) domains the model includes a POLITICAL domain.

The model is agnostic in terms of disciplines, specialty, media form and is not too difficult to learn and use. There is a recent slide presentation from a conference in Liverpool, Hope university:


The blog "Welcome to the QUAD"


- provides some examples of the model with concepts related to the domains.
This page may also help - it shows the potential scope of the model's world view:


It's in A4 format with indicative content. In use of course the model's content is determined by the situation and should be person centered.

The homepage for the website basically presents the model, its two axes and care domains:


There are three papers with journals at present - two co-authored.

I'd welcome your suggestions for resources -

Best wishes to you and your readers.

Peter Jones
Lancashire, UK
Blogging at "Welcome to the QUAD"
Hodges Health Career - Care Domains - Model
h2cm: help 2C more - help 2 listen - help 2 care

Jony Gibson said...

Thanks for the success points as they are certainly helpful. Besides those I’d also like to add one point if you allow me to do so whenever you’re searching for leadership make sure that you focus on that also. Thus that will be more productive.

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Nick Struan said...

Hi Shirley! Thank you for following me on twitter @Activelifeeb00k. And thank you for sharing this amazing book. I'm impressed!

Blanchard Research and Training India LLP said...

Just wish to say your article is as amazing. The clarity in your post is simply excellent about leadership development and training management. Thanks for that sharing with us.

Anonymous said...

When it has to do with leadership, the capacity to judge situations and people with fairness is important as it shows them how you value them. Leadership can be taught in a leadership training program, with the aid of team activities which may be fun and enjoyable. Leadership and management are normally viewed as the identical thing, which really isn’t.

Alex ken said...

a strong legacy will always involve others. When you make people a priority by serving them, listening to them, empowering and adding value to them, you are well on your way to leaving a legacy worth emulating.

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Motivational Speaker said...

Thank you for the informative post. Nice Post and Good information for those who are looking for leadership development training.


Leadership and management are often considered to have overlapping functions. While this can be true, these two terms have different meanings and shouldn’t be used interchangeably. Both imply a unique set of functions, characteristics, and skills that share similarities.

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