The other day a friend of mine expressed frustration with his work. His experience as a manager at a large corporation provides some insight into the daily lives of people in corporations everywhere - and the need to think differently about developing them into leaders.
U.S. companies spend almost $14 billion a year on leadership development, according to McKinsey and Deloitte. Yet most top executives still rank leadership development as their top concern. Does a disconnect exist between current leadership training methodologies and resulting outcomes that are actually visible from the C-Suite? How can we expand our thinking on how to develop leaders? Here is one model that provides some food for thought.