Most employees performing significantly below their potential—but does anyone care?
Leadership development training is a smart, prudent investment that drives economic value and bottom line results. But if senior executives don’t care about development then—guess what—development will not be a priority in the company.
That’s what Scott Blanchard, principal and EVP with The Ken Blanchard Companies, found out the hard way when his company lost a critical long-term account. An ongoing contract was terminated overnight when a new senior leader removed the entire learning and development department.
In a new article for Ignite! on Making the Business Case for Developing Your People Blanchard shares how that experience drove him to explore why some organizations see and believe the tangible value of investments in training while others don’t. He also shares how it provided the impetus to build a business case that would satisfy even the most hard-nosed of executives.
Understanding employee development
Blanchard discusses how the key was showing the correlation between leadership practices and employee development. He combines research that shows how strategic and operational leadership impacts organizational vitality together with some personal experience he’s had in making presentations to senior executives. In those presentations, Blanchard asks senior leaders to consider a typical employee in their organization and the key goals or critical tasks they are asked to perform as a part of their jobs.
In most healthy growing organizations, people are highly accomplished at some aspects of their job, decent in others, disillusioned with a few aspects, and just getting started with the new tasks.
Blanchard asks the group of leaders to self assess where their own people are at with the various tasks they are responsible for. Once that’s completed, Blanchard puts together a group composite. The senior executives are surprised to see that the distribution is generally stacked up at the Disillusioned Learner or Capable, But Cautious, Performer levels. (See Figure One: Typical Task Development Levels.)
Typical Task Development Levels (Blanchard Ignite! Newsletter June 2012)
Blanchard goes on to explain that, “If you operate with 75% of your people at a Disillusioned Learner or only a Capable, But Cautious, Performer level, you are going to have very anemic financial performance and low levels of passion and engagement.
“This is exactly what we are seeing in today’s work environment. The result is an organization operating at 65 to 70% of potential. In our research into The High Cost of Doing Nothing, the impact of this untapped potential is costing the average organization over $1 million per year.”
Leverage development levels effectively
For senior leaders looking to develop their people more effectively, Blanchard has some recommendations.
- “When people start off as Enthusiastic Beginners it’s important that you grab a hold of their momentum and enthusiasm and prepare them for the inevitable Disillusioned Learner stage. It will come, so it’s important to acknowledge it, make it OK, and help people push through it.”
- “When you get to the Capable, but Cautious, Performer stage remember that you can’t stop there—that will only get you lackluster financial performance. Instead, push through to a place where employees become Self-Reliant Achievers.”
What’s the development level of the people in your organization?
The best companies invest in their employees, supervisors, and managers. They know that people are the key to bringing plans to life and creating a sustainable advantage for your organization. Take time to develop your people. It’s one of the best investments you can make!
To learn more, check out Making the Business Case for Developing Your People