The perpetually transforming workforce has led to a new generation of leadership development and management training initiatives in the private and public sectors, as more companies begin to understand the merits of preparing their supervisors for the challenges of modern operations. One of the prevailing themes has been earlier deployment of these training programs, including those initiated long before an employee ever steps into a managerial position. 

However, all management skills development strategies are not created equal, and it is up to corporate executives to ensure their investments in these areas are actually leading to improved performances among participants following course completion, rather than simply being an aesthetic endeavor. With the right planning and alignment from the beginning of these strategies, companies can get their leaders into more comfortable positions without breaking the bank. 

What defines effectiveness?
Marvin Pishchik, writing for LinkedIn Pulse, recently explained that success does not necessarily correlate with effectiveness when looking at a given leader's rise to a management position. According to the author, too many businesses and individuals equate effectiveness to success when evaluating their supervisory and executive staff members, but this does not actually tell the whole story about what these leaders are accomplishing in their organizations. 

Think of it this way: just because an employee rises the ranks and attains the highest level possible in a short period of time does not always mean the individual is actually making a big difference at his or her company. Pishchik affirmed that an individual can just as easily rise the ranks by focusing on his or her own success every step of the way, rather than the performances of his or her teams and business operations at large, which would translate to a generally ineffective manager. 

He went on to explain the missing link that might be causing these problems could actually contained within popular training programs, in that businesses might be leveraging initiatives that have either inadequate or completely absent components relating back to teamwork and workforce management. In many ways, the best leaders tend to be those who make everyone around them more successful, rather than those who only serve themselves. 

Are you guilty?
Because of how quickly leadership development programs have become popularized in the current market, it is sometimes difficult to keep up with the best practices. Regardless, though, executive leaders who are sculpting these programs and provisioning relevant solutions should always ensure managers are getting the skills necessary to make the employees for which they are responsible more effective, productive and engaged.