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Developing Your Business Leaders

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Developing Your Business Leaders

A Guide to Investing at All Levels

ATD (Association for Talent Development),

15 мин на чтение
7 основных идей
Аудио и текст

Что внутри?

Treat leadership development as a strategic investment — and embed it throughout the talent life cycle.

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Editorial Rating

8

getAbstract Rating

  • Comprehensive
  • Applicable
  • Well Structured

Recommendation

Most organizations invest in leadership coaching and training, but these programs often fail to translate into meaningful business results. Leadership strategist and coach Tina Schust Robinson argues that this is because organizations neglect an essential step: grounding leadership development in the organization’s specific context and goals. Robinson recommends treating leadership development as a disciplined strategic investment that aligns with and supports business priorities. She offers an accessible, actionable field guide to making leadership development a driver of organizational performance.

Summary

Organizations should approach leadership development as an investment in the business’s success.

Most organizations recognize the importance of leadership development: According to a 2025 Association for Talent Development survey, 69% provide executive development training, and 90% provide manager training. However, urgent skill gaps persist, and leaders often fail to meet desired quality standards. Organizations need to shift their approach to leadership development by viewing it as a critical investment in the organization’s future.

Organizations value leadership development for good reason: Research shows that it can strengthen employee engagement, boost sales, support a healthy workplace culture, and benefit the bottom line. However, for leadership development to earn full executive buy-in, its “why” must align with and further the organization’s specific strategic priorities and operational objectives.

Make a compelling business case for leadership development by following four sequential steps:

  1. “The Why Part 1” — Determine the organization’s industry context, including trends, opportunities, and risks...

About the Author

Tina Schust Robinson is an executive coach and leadership strategist. She’s the founder and CEO of Workjoy, a training and coaching consultancy.

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