Leadership development programmes are a valuable investment for organisations looking to strengthen their leadership pipeline. They provide insights into delegates strengths and areas for growth, help to reduce the risk of placing talent into roles they may not yet be ready for and, ultimately, future proof the business. Companies that invest in developing internal talent often see significant returns. In fact, organisations with strong leadership development programmes experience up to 24% lower employee turnover, according to Gallup.
For participants, development programmes signal that the organisation is committed to their growth. They boost motivation and support talent retention. This focus on “potentialising people” is backed by the 2024 Harvard report, which found that only 6 in 10 organisations are satisfied with their employee engagement efforts, and just half of employees feel their organisation truly sees them as people. Leadership programmes that demonstrate genuine investment in employee growth are therefore helpful to improving engagement and retention
Yet, organisations may not maximise the impact of development programmes if candidates for them are not carefully selected and learning goals are not reinforced.
To ensure maximum return on investment, there are several factors’ organisations should consider before sending employees on a leadership programme.
1. Align Development with Organisational Goals
Before nominating participants, it’s essential to understand what the business needs from its future leaders. Being clear about the focus is key. When leadership development is directly tied to organisational priorities, the learning becomes more relevant and the results more measurable.
2. Select Candidates with True Growth Potential
Leadership potential isn’t always found in job titles or tenure. The best candidates are those who demonstrate curiosity, self-awareness and a willingness to learn.
Selection should prioritise people who show promise, energy and readiness to stretch – those who will take what they learn and apply it. Too often, we see clients sending employees nearing the end of their career or individuals who see the course as a status symbol rather than a growth opportunity.
3. Build Diversity into the Leadership Pipeline
Strong leadership cultures thrive on diversity. Not just in demographics, but in perspectives and experiences. When the “usual suspects” are always chosen, clients miss out on other possibilities. Review nomination procedures and processes to broaden the selection and include those who may not yet see themselves as leaders but demonstrate influence and commitment in their roles. Some of the more radical approaches involve allowing people to self-nominate and by-pass organisational hierarchies to get noticed.
4. Gain Manager and Organisational Buy-In
Even the most motivated participant can struggle to sustain new behaviours without organisational support. Encourage sponsors to engage in pre- and post-programme conversations. Discussing objectives and learning goals will help ensure development translates into real workplace change. Pre-programme, agree with delegates what they need to achieve and where they want to grow. Test ambition. A clear personal purpose increases engagement and accountability. Those who enter with specific goals get far more from the experience.
6. Reinforce Learning Afterwards
Leadership development isn’t a one-off event; it’s a continuous journey. Follow-up coaching, peer learning groups, or reflective sessions help participants embed their new skills and share insights across the organisation. Without reinforcement, even the most talented individuals risk reverting to old habits or losing momentum on their development plans.
7. Common Pitfalls
Many organisations unintentionally undermine their investment by:
- Sending employees as a “reward” rather than for genuine development.
- Failing to define success or measure behavioural change.
- Overlooking cultural readiness and allowing old systems or attitudes to block new leadership approaches.
Conclusion
Investing in people should be a key part of organisational strategy. Doing it thoroughly and objectively helps ensure the right return on the spend.
Leadership development isn’t about ticking a box on your own KPI, it’s a key step in ensuring your organisation has a robust talent pipeline with the right skills. By investing in people, you lay a solid foundation for business continuity. Like all good business decisions, investment needs to be based on clear criteria and post benefit analysis.
At Gadby we work with our clients to systematically understand their development needs and priorities. We set up sponsors to prepare their people for development and reinforce learning objectives. We use advanced methodology to validate success and create clarity on what’s being delivered so programmes evolve and develop in line with business needs.
Ready to turn leadership potential into measurable impact?
Talk to Gadby Leadership about designing development programmes that drive retention, engagement, and real organisational change.