The judgement of impact of delivery is in evidenced behavioral change, feedback of shift in behaviors and a shift in customer experience. I always ask a client, "are you sure, you want what you are asking for?
Now if that occurs and those attending the programme didn't perhaps have a 'fun' time but were challenged to truly look at their own behavior and challenged as to where they are habitually used to sabotaging culture through their negative behaviors catalyzed by their fear of failure. " The answer is a reflex, "yes of course" There is a pause and then I say, "great that's truly great....pause.....however be under no misconception my team will absolutely deliver the change, we have done it now consistently in the most complex of environments....challenge sits firmly with you the senior team, if the business shows its people a way of being but doesn't make way for them to change and even in their own fear resists the changes you have tasked them with, then you'll end up damaging what you have now....is the moment to just do training or move forwards with us and together we can do something amazing" It has to be that honest This is fundamentally due to the fact that senior teams have a huge issue and that's one of 'Delivery Distraction Syndrome' (©Guy Bloom).
' You can't judge a meal in a restaurant by the cost of ingredients or a £ per footage income to customer spend ratio.
You eat the meal and experience the environment, they may well be the sum parts of the analysis but they aren't the reaction to the endeavor.
External factors and long time lines The BIG question is as to whether it was actually the development that made the difference? The truth as far as I can tell is that leadership development covers a wide spectrum of delivery from the 'intellectual, knowledge based, academic' to the 'behavioral, cultural, personal' this is a huge range.
I'll be blunt I've seen a few internal teams just say 'yes' it's doable and just let it go as a programme runs and the benefits become felt and the original decision on how to measure gets forgotten, much to the relief of those who had no idea how they were going to measure it in the first place. As a deliverer of award winning programmes I can attest to the fact that those that win are those that absolutely, religiously and fanatically track, chase and gather data, often becoming more accurate and efficient in their data due to the process.
The not unreasonable expectation is that a learning intervention will demonstrate ROI, the Exec can either become irritated that this isn't possible to track or the department responsible for this can have a mild aneurysm when they have to point out the business can't measure this. Exec Member, we'd love to be able to, however we are x businesses made up of acquired business who report on financials however there's no mechanism or until this point no history of reporting on talent or overall staff churn and of course the systems don't speak to each other, so yes we can make it happen, however let's be clear that's a project in itself" The internal team team all look at their boss at this point and say, "good luck and let us know how that works out" Am I overplaying that?
Again you'd be surprised how real that scenario often is.
I never know what a companies going to do until it starts happening, at the start of a relationship I am on the outside looking in, 6 months later I'm married and now know what it's like to share a bathroom.
Sometimes it's great but sometimes they don't put the loo seat down.