If you want truly sensational leaders then focus on the practical and ditch the theoretical hot air, says Steve Miller. Is it really essential that they understand theories to the 'enth degree', he asks? Instead, he suggests five key areas for leadership development.

You don't have to look far through our national business press to be constantly reminded of the view that the UK lacks the leadership talent to drive organisational success.

My own opinion is that this is quite right, because anyone with commercial nous will appreciate that leaders drive employee behaviour, which in turn determines consumer behaviour, and ultimately the bottom line.

A survey of 500 HR professionals from around the world by The Ken Blanchard Companies found that 58% of respondents regarded developing potential leaders as their toughest challenge. However, there is some comfort in that in the UK only 39% of those surveyed for the annual Business Issues Survey said this was a problem. At 'just' 39% I would say that is still a scarily significant proportion and we should be concerned.

"For too long now we have developed leaders with a mindset and skills to manage performance but have ignored - at our collective cost - behaviour change training to support leaders to move from average to sensational."

For too long now we have developed leaders with a mindset and skills to manage performance but have ignored - at our collective cost - behaviour change training to support leaders to move from average to sensational. In other words we are not training our managers to be truly inspirational leaders.

I don't feel in my gut that this is the only problem because far too many leadership development programmes steer the focus down the theoretical route. Is it really essential that modern day business leaders understand to 'enth degree' a sack full of motivation theories? I think not. Development is about developing the practical and behavioural competencies that business leaders need in the business world rather than soaking them in theoretical hot air.

We should look at what really matters in the world of development when it comes to encouraging and developing inspirational talent.

Here I outline the five priority development areas for this vital tier of UK plc. Developing these critical core areas is crucial if we are to put the 'I' back into leadership.

1. Self awareness

Encouraging leaders to really have a true look at themselves. They have to look at themselves closely and know their own strengths and weaknesses before they look at their people. And that isn't about doing an expensive 360 degree appraisal. It is about sensitively coaching them to take an honest, critical look inside themselves. It involves taking a look at their personal image, emotional resilience, self-motivation and interpersonal skills.

2. Being visionary

Having the ability to share vision, department goals and sharing progress towards the vision with their team. Developing leaders to understand the need to regularly review performance against the vision and celebrating the achievements towards it. Develop the leaders to be evangelical about the vision so they achieve the emotional buy-in.

3. Not being one of the gang

A key area that many leaders struggle with is stepping back from the social and interpersonal dynamic of their team. We have to develop leaders who can expect, and know how to deal with a vote of no confidence. They have to develop an assertive style and learn to be relaxed about themselves and to understand it is ok not be one of the gang even if others don't like them for it. Being unpopular often means leaders are doing a good job and working in the interest of the business, not massaging the egos and sensibilities of others.

4. The charisma factor

General Montgomery stated he could turn anyone into a charismatic leader with the right training and I agree with him. Selecting a charismatic trainer is essential. Anyone can learn and take on the charisma factor if the trainer can get them to look at themselves. Even if they don't have natural charisma they can learn to walk tall, dress the part, use their voice and engage with others as an inspirational leader.

5. Resilience and self-belief

Inspirational leaders are full of healthy self-belief. Developing leaders to understand how to build the belief in their own ability is a prerequisite for them developing self-belief in their people. We can develop our business leaders to grow their self-belief, utilise sports psychology to develop winning mental attitudes and get them to accept that fallibility is part of their role as well.

There you have my take on five critical factors for turning average leaders into inspirational ones. I believe strongly we have to shift more and more from text book training to a style of training which employs coaching and - equally important - inspirational trainers. Let's not lose the focus of what we are striving for: it is double digit growth to the bottom line. The behavioural impact of leaders will be the difference that makes the difference.

Steve Miller is principal consultant at Steve Miller Training Limited www.stevemillertraining.com