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Jane Hodgson

Grahame Robb Associates Ltd

Management Development Trainer

Read more from Jane Hodgson

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Benchmarking leadership training


I have put together a leadership development programme for my company and have  been delivering it globally for over a year now,  I am very confident that what I have is a great product and certainly I’m seeing results in increased engagement and consequently in productivity etc. 

I would love to have an insight into what other internal trainers do with regards to leadership training and wondered if anyone would be willing to share some of their content / experiences with me.  I am NOT looking to steal anyone’s work, and I don’t actually need to see the content in its entirety (overview is fine), but I’d like to see what other companies do and where we are against that benchmark. 

In return I’d be more than happy to share my work and would even welcome any ‘exchange’ visits if anyone was interested.

Any takers?

2 Responses

  1. Lesdership – A variable feast.

    Jane, I'm not certain you would be comparing apples with apples. Leadership and what is meant by that term varies greatly from company to company, level to level and function to function. And while your program and definition of leadership for your business and its culture maybe a perfect fit it might be a chronic mismatch elsewhere. 

    The issue for me returns, as always, to the performance gaps in the targeted leadership group. What is it that is required of them now or in the immediate future and what is it they currently do? Then, is the shortfall predicated on an absence of skill or knowledge? The desired form of leadership, style and content will form part of this equation.

    An interesting place to start I think would be to compare leadership programs which are seeking to address the same or at least similar performance issues. Otherwise you might end up looking at 'servant leader' models as compared to 'situational' strategies or, in extremis, 'theory X theory Y' approaches. That might be interesting but I doubt it would address your benchmarking intention.

    So, I'm guessing you know my next question; what were the performance issues you were seeking to address with your training? If I have anything similar I'll rummage around for it and share it with you.

  2. we want leaders not micro-managers

    Hi and thanks for replying.  Hmmm… I  guess problem we are trying to solve is this:  that we have created a culture of dependency and the biggest gap is getting leaders to realise that command and control and high involvement is too resource hungry and it does not bring out the best in our people.  We are trying to get our middle-management level leaders to develop their people enough so they can let go and trust their teams and truly empower them.  Now I have issues with the word ‘empowerment’ because so many companies say they empower people, but they really don’t in my experience.  What we’re after is a highly involved workforce where the leader is not fire-fighting, but spending their time on continuous improvement and developing strategies for the future, and the team are more or less running the show (within set boundaries of course).


    Does than answer your question?

Author Profile Picture
Jane Hodgson

Management Development Trainer

Read more from Jane Hodgson

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