When running training programmes, one of the most striking observations is this: the most skilled leaders and communicators are often the most open to continuous learning, while those who are least effective tend to avoid training altogether. The best leaders are often the humblest, while the least effective believe they have nothing to improve.  

This paradox is at the heart of why some organisations thrive through leadership development and why others stagnate. The challenge isn’t just about delivering training - it’s about ensuring that the right people engage with it in the right way.  

Buy-in from the Start: Making Training Matter

A successful training programme isn’t just about delivering great content - it’s about ensuring that everyone involved is invested in the process from the outset. Too often, training is treated as a tick-box exercise, something that’s “done” to employees rather than a strategic opportunity to elevate performance.  

As training providers, our role is to create excitement around the difference participants can make as a result of the training. But equally, organisations have a responsibility to ensure that those who need it most aren’t just going through the motions. Training shouldn’t be about placating underperformers or fulfilling HR requirements; it should be about meaningful growth.  

A McKinsey report on leadership development highlights that one of the biggest reasons leadership training fails is a lack of alignment between business needs and the training itself. If training is seen as an isolated event rather than part of an ongoing cultural shift, it is unlikely to drive real change.  

Leadership by Example: Senior Teams Must Go First

One of the strongest indicators of a successful training programme is whether senior leaders actively participate - preferably first. If a leadership team commissions a training programme but doesn’t think they need it themselves, that’s a red flag.  

Why? Because culture is set from the top. If senior leaders model a growth mindset and actively engage in learning, it signals to the rest of the organisation that training is valuable and necessary. When leaders skip training, it sends the opposite message: that learning is for others, not for them.  

Recent research by the Center for Creative Leadership found that when executives participate in leadership development programmes, their teams are twice as likely to apply what they’ve learned compared to when leadership training is only targeted at lower levels. If leaders aren’t part of the change, the change won’t happen.  

Training Isn’t a Substitute for Leadership

One of the most common pitfalls in leadership training is when organisations bring in external trainers to “fix” their teams - without addressing the root issue.  

Statements like “Our teams need to be more motivated, more accountable, more open to feedback…” are often a sign that leadership has not taken full ownership of these issues. The real question should be:  

“What is stopping you from having these conversations and ensuring people attain the levels you expect?”  

This is not about blame - it’s about recognition. Leadership teams must first look at their own behaviours, communication styles, and expectations before focusing on their teams. Are they setting clear expectations? Are they creating a culture where accountability and feedback are the norm? If not, no amount of training will bridge the gap.  

The Science of Leadership Development: Growth Starts at the Top

Psychological research backs up the idea that true leadership development begins at the top. The Dunning-Kruger effect explains why the least skilled leaders often resist training - they don’t know what they don’t know. Meanwhile, highly skilled leaders remain open to learning because they are more aware of their own limitations.  

Organisations that successfully embed leadership training don’t just run workshops; they build leadership development into the company’s DNA. Google’s Project Oxygen found that the best leaders are those who continuously seek feedback, encourage coaching, and engage in ongoing learning. These behaviours aren’t just encouraged - they’re expected at every level.  

Final Thought: Leadership Is a Continuous Conversation

Whichever way you look at it, leadership development starts at the top. Training can be a powerful tool, but only when it is embraced as part of an organisation’s culture, not an external solution to an internal problem.  

For any organisation looking to implement leadership training, the key question isn’t just

“How do we improve our teams?” but rather:  

“What do we as a leadership team need to work on first?”

That’s where real transformation begins.

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