If there’s one thing almost everyone can agree on, it’s that the last several years have been some of the most disruptive we’ve seen in our lifetimes. From political upheaval to a pandemic to unprecedented technological innovations, leaders across industries are facing challenges they have never experienced before.
A recent survey of leaders worldwide revealed several key areas for learning and development to address to meet the challenges of an increasingly disruptive age. Over 2,200 learning and development professionals responded to Wilson Learning Worldwide’s 2023 Leadership Development survey—more than three times the number that responded to the 2022 survey! The volume of responses alone shows that L&D professionals are feeling the impact of recent disruptions.
Here are seven takeaways from the survey that can help you prepare for the next disruption.
The survey found that spending on leadership development decreased by 18% in 2021, then increased by 27% in 2022. While these numbers could represent caution during the ongoing pandemic and then a return to normal levels, the instinct to cut training and development during upheaval could hurt rather than help companies in the long run. Organizations should look at long-term leadership goals and aim to even out spending over multiple years. When disruptions occur, they can take those opportunities to give leaders real-world scenarios for leading through crises.
In the area of priority skills, the survey found several changes. One crucial change was the movement of change management skills from ninth place to sixth in priority. Clearly, learning and development leaders can see the importance of change management—but given the number of challenges and disruptions over the last few years, sixth place may not be high enough for this skill! The only constant is change, as they say, and given the current challenges in the world, organizations must prioritize developing leaders who can manage through change.
Most organizations that responded to the survey have a focus on leadership character traits. Of the top seven leadership character elements, only two showed an increase in priority—openness and connectedness. In this era of disruption, with an increase in hybrid and remote work and employees asking for more empathy at work, is it any surprise that leadership recognizes the importance of openness and connectedness? Developing these traits in leaders can lead to improved employee experience, and in a tight labor market, that can make a difference in the long run.
Over the last few years, organizations have increased their use of technology-centric learning approaches such as open-source programs, artificial intelligence, social media, and gamification. Many of these approaches were implemented to address remote and hybrid learning environments, and it’s difficult to fault anyone for trying a new approach to learning. However, the most effective learning approaches remain on-the-job training, simulations, role-plays, instructor-led classroom training, reinforcement and review after training, and blended learning. Most of these approaches are best delivered in person.
Over 70% of the organizations surveyed expect leaders to take responsibility for their development; the difference between high-performing and low-performing organizations is that high-performing organizations actively support those leaders in their development efforts. High-performing organizations provide 360-degree assessments, make leadership development a key performance indicator, and encourage stretch assignments to help leaders grow. When senior leadership takes an active support role in developing managers and future leaders, they improve long-term outcomes across the organization.
In priority skills, the area with the most significant drop was diversity and inclusion, falling back to its lowest level (it ranked twelfth in the 2020 survey). Fluctuations in priorities can reflect current challenges, and this drop may reflect the increased emphasis on skills such as change management rather than an attempt to actively avoid diversity and inclusion. However, it’s worth noting that 90% of high-performing organizations in the survey offer some form of diversity and inclusion training, while less than 60% of low-performing organizations do so. Companies that want to remain high-performing should continue to invest in diversity and inclusion efforts.
The survey found that organizations continue to adapt to the new realities of hybrid and remote work, with only 24% of companies back to in-person classroom training at pre-pandemic levels and others creating different blends of classroom and technology-based learning. However, while development efforts adapt to new environments, the leaders are often not prepared to lead hybrid or remote teams. Organizations should emphasize upskilling leaders to improve inclusiveness, connection, and collaboration in a hybrid or remote environment.
Leading in an age of disruption presents unique challenges for leaders and those who train and develop them. While it’s tempting to always respond to the latest disruption, it’s better to focus on those skills and traits that provide the best foundation for ongoing success. At Stewart Leadership, our models and programs are designed to help you build the best leaders for your organization’s long-term success. Contact us to learn more about how we can help you build a team that delivers business and people results.