Why Great Leadership Programmes Fail Before They Begin
Two years ago, a CEO told me politely and accurately that I had answered the wrong question.
The programme I was presenting had taken months to build. The brief had travelled through layers of HR and L&D before it reached us, and somewhere in that relay it had quietly become a different brief from the one in the CEO’s head.
We rebuilt the programme. It was signed off. The content was strong. The facilitators were experienced. The teams it was designed for engaged with it the way people often engage with imposed development: professionally, politely, and without ownership.