Several times this year, I’ve had a similar conversation with various leaders:
“Hey, we’re having some trouble with morale… things are tense. Can you come in and do a leadership training for our managers?”
The subtext is usually this: Things are rough. The culture’s drained, we’ve had a lot of turnover, no one’s on the same page, and we’re hoping a good training that tells managers how to hold their staff accountable will fix it.
Sometimes I do go in and lead a session or two. The energy temporarily (perhaps reluctantly or skeptically) lifts. People feel seen. There’s laughter. Some lightbulbs go off. For a moment, it feels like all is well…. or at least better.
But here’s the truth: leadership training isn’t a magic pill. And it certainly isn’t a one-and-done solution.
Why Leadership Training Alone Doesn’t Improve Company Culture
Frequently, organizations bring leadership consultants and trainers in during times of transition, frustration, or internal disconnection. Leadership development is seen as the fire extinguisher—something you use after things start burning down.
But here’s the thing: If your best people are burning out, frustrated, or disengaging—training isn’t a luxury or a one-time fix. It’s a survival strategy, and showcases a need for developing a culture of ongoing learning and development.
Leadership isn’t something you learn once and then graduate from. Recently, I had a leader say to me, “What could this training resource bring someone like (a staff member) — you know, those who already know it all.” She was dead serious (and I temporarily lost my sanity). That’s like saying a pro athlete no longer needs coaching because they competed in college (if I’m being generous).
From Quick Fix to Long Game
In order to be sustainable, training and development need to be approached with a business lens. It’s not just about delivering content—it’s about creating repeatable, scalable systems that change behavior, shift culture, and deliver ROI.
When a CEO asks for a “new manager series,” I come back with questions:
- What are your top strategic goals this year?
- Where are managers succeeding—and where are they stuck?
- How will we know if this training worked — 90 days or a year from now?
It’s not about a program. It’s about performance.
A Better Approach: Build a Leadership Culture
Here’s what works better than a six-part slide deck and a catered lunch:
- Pull strong leaders into the process.
If someone “already knows it,” great—have them coach the new leaders. Peer mentorship builds confidence, loyalty, and keeps seasoned staff engaged in the mission. - Normalize growth.
Leadership development shouldn’t be remedial. When learning becomes part of everyone’s leadership DNA—especially at the top—it stops being a threat and starts becoming an advantage. - Create a leadership ladder.
Instead of one-off sessions, build a continuum:- Emerging leaders → foundational skills
- Mid-level managers → performance coaching
- Senior leaders → culture and strategy work
Let people see the path. That’s how you build retention and momentum.
What ROI Really Looks Like
Organizations should translate “soft skills” into hard numbers. With the right baseline data and post-training checkpoints, you can tie leadership development directly to outcomes. Translate manager turnover into a target goal, and assess the training both before and after the training. Evaluate team engagement and employee retention after implementation.
When we frame development as a business tool—not a perk—executives listen.
The CEO Conversation: Moving Beyond the Checkbox
Leadership teams need to look beyond “just a training”:
“We’re offering a new manager series.”
“We’re building a culture where new leaders are supported, senior leaders are invested, and our best people stay and grow.”
When I am involved, I ask:
- What would a high-trust, high-clarity culture unlock for your team?
- How can we build learning into your leadership brand—not just your calendar?
This kind of conversation reframes development as strategy, not an event.
In Summary: Don’t Train to Check a Box. Train to Change the Story.
If you’ve got a few strong leaders—don’t sideline them. Put them in the game. Let them coach. Let them lead development circles. Let them shape the future of leadership in your organization.
Because leadership development isn’t just about improving morale.
It’s about creating a place where people want to lead.
