Here is a brief excerpt from an article by Mike Myatt for Forbes magazine. To read the complete article, check out others, and obtain subscription information, please click here.

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Over the years, I’ve observed just about every type of leadership development program on the planet. And the sad thing is, most of them don’t even come close to accomplishing what they were designed to do – build better leaders. In today’s column I’ll share the #1 reason leadership development programs fail, and give you 20 things to focus on to ensure yours doesn’t become another casualty.

According to the American Society of Training and Development, U.S. businesses spend more than $170 billion dollars on leadership-based curriculum, with the majority of those dollars being spent on “Leadership Training.”

Here’s the thing – when it comes to leadership, the training industry has been broken for years. You don’t train leaders you develop them – a subtle yet important distinction lost on many. Leadership training is alive and well, but it should have died long, long ago.

This may be heresy to some – but training is indeed the #1 reason leadership development fails. While training is often accepted as productive, it rarely is. The terms training and development have somehow become synonymous when they are clearly not. This is more than an argument based on semantics – it’s painfully real. I’ll likely take some heat over my allegations against the training industry’s negative impact on the development of leaders, and while this column works off some broad generalizations, in my experience having worked with literally thousands of leaders, they are largely true.

An Overview of The Problem

My problem with training is it presumes the need for indoctrination on systems, processes and techniques. Moreover, training assumes that said systems, processes and techniques are the right way to do things. When a trainer refers to something as “best practices” you can with great certitude rest assured that’s not the case. Training focuses on best practices, while development focuses on next practices. Training is often a rote, one directional, one dimensional, one size fits all, authoritarian process that imposes static, outdated information on people. The majority of training takes place within a monologue (lecture/presentation) rather than a dialog. Perhaps worst of all, training usually occurs within a vacuum driven by past experience, not by future needs.

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Myatt then offers his solution to the problem, followed by a list of items that point out some of the main differences between training and development.

Here is a direct link to read the complete article.

According to Myatt, “I am a leadership advisor to Fortune 500 CEOs and Boards, author of Hacking Leadership (Wiley) and Leadership Matters (2007), the Chairman at N2Growth, a member of the board of directors at the Gordian Institute and recognized by Thinkers50 as one of the top leadership thinkers globally. I am also a syndicated columnist and contributing editor on topics of leadership, innovation and problem solving. I have been married for nearly 30 years and am a proud father and grandfather.