1. LEADERSHIP MANAGEMENT PROGRAMS
I’VE TAKEN, TAUGHT, SOLD, AND MANAGED A
LOT OF TRAINING PROGRAMS THROUGHOUT
MY CAREER. SOME WERE HORRIBLE, SOME
PRETTY GOOD AT THE TIME BUT THE LEARNING
RARELY APPLIED, AND SOME WERE GAME
CHANGERS.

2. No formal course will ever take the place of on-
the-job experience and learning from others.
However, experience alone isn’t the best
teacher. The magic of management and
leadership development is in the mix – the right
mix of experiences, people, and formal learning
at the right time in a career.

3. Assessment and awareness.
While usually not a training program
on its own (although it can be),
everyone needs to have an
awareness of their strengths,
weaknesses, blind spots, how they
are seen by others, personality, and
values. Formal assessments and
feedback are often included as a
part of a comprehensive leadership
development program.

4. LEADERSHIP MANAGEMENT
PROGRAMMED
I’LL GROUP THE PROGRAMS SEQUENTIALLY,
BASED ON WHEN I THINK THE TRAINING
PROGRAM WOULD MOST BENEFIT THE
MANAGER. HOWEVER, THAT’S NOT TO SAY
THAT A LOT OF EXECUTIVES COULDN’T
BENEFIT FROM A SITUATIONAL LEADERSHIP
PROGRAM.

5. It’s just that, at that point in an executive’s
career, they should already have taken that kind
of course and be at least proficient at it. If they
have not, then it’s probably too late for a
training program – they would most likely have
to get some remedial individual coaching.

6. PERFORMANCE MANAGEMENT.
PERFORMANCE MANAGEMENT CAN BE A BIG BUCKET OF TOPICS AND
SKILLS, BUT BASICALLY IT’S HOW TO MANAGE EMPLOYEES. IT SHOULD
INCLUDE EXPECTATION AND GOAL SETTING, COACHING, HOW TO DEAL
WITH PERFORMANCE PROBLEMS, RECOGNITION, FEEDBACK, EMPLOYEE
DEVELOPMENT, AND PERFORMANCE REVIEWS. I INTENTIONALLY LISTED
PERFORMANCE REVIEWS LAST, BECAUSE I THINK IT’S LEAST IMPORTANT
COMPARED TO THE REST. IF A MANAGER DOES ALL THE OTHER STUFF, THE
PERFORMANCE REVIEW IS JUST FILLING OUT A FORM AND HAVING A
CONVERSATION. IT’S ALL OF THE OTHER STUFF THAT A MANAGER NEEDS
TO USE EVERY SINGLE DAY.

7. SITUATIONAL LEADERSHIP.
I’M TRYING TO AVOID RECOMMENDING SPECIFIC TRAINING PROGRAMS OR
PROPRIETARY TERMINOLOGY, BUT IN THIS CASE, I NEED TO MAKE AN EXCEPTION.
WHILE THERE ARE VARIOUS VERSION OF SL TO CHOOSE FROM, THEY ALL TEACH A
MANAGER HOW TO VARY HIS/HER LEADERSHIP STYLE BASED ON THE
DEVELOPMENTAL NEEDS OF THE EMPLOYEE. IT HELPS A MANAGER AVOID
MICROMANAGING AN EXPERIENCED AND COMPETENT EMPLOYEE AND
UNDERMANAGING A BRAND NEW EMPLOYEE THAT NEEDS DIRECTION AND SUPPORT.

8. FINANCE AND ACCOUNTING
(FOR THE NON-FINANCIAL MANAGER). AS A
MANAGER’S SCOPE GETS BROADER AND DEEPER,
THEY NEED TO BECOME PROFICIENT IN CREATING
AND MANAGING BUDGETS, FORECASTING, HOW
TO CALCULATE THE FINANCIAL RETURN ON
PROJECTS, AND HAVE AN APPRECIATION FOR
HOW THEIR COMPANIES MAKE MONEY. YOU
DON’T WANT TO WAIT UNTIL YOU GET
EMBARRASSED IN THE BOARDROOM TO HAVE A
SOLID BUSINESS ACUMEN.

9. PROCESS IMPROVEMENT.
THERE HAVE BEEN A LOT OF VERSIONS OF WHAT
I’LL CALL “PROCESS IMPROVEMENT” OVER THE
LAST FEW DECADES, STARTING WITH TQM UP TO
TODAY’S “LEAN” TRAINING. THEY ALL TEACH
YOU HOW TO LOOK AT WORK AS A PROCESS AND
MAKE THINGS RUN MORE EFFECTIVELY AND
EFFICIENTLY.

10. GENERAL MANAGEMENT.
“GENERAL” MANAGEMENT INCLUDES THE
VARIOUS FUNCTIONS REQUIRED TO RUN A PROFIT
AND LOSS (P&L) CENTER, INCLUDING
MARKETING, OPERATIONS, SALES, R&D, PRODUCT
COMMERCIALIZATION, AND ANY OTHER MAJOR
FUNCTION THAT IS A PART OF THE MANAGER’S
BUSINESS OR INDUSTRY.

11. STRATEGY.
EVERY SENIOR MANAGER NEEDS TO MAKE THE
TRANSITION FROM “DAY-TO-DAY” MANAGEMENT
TO TAKING A LONGER-TERM, HIGHER LEVEL
PERSPECTIVE OF THE BUSINESS. IN ORDER TO DO
THIS, IT’S IMPORTANT TO HAVE A BASIC
UNDERSTANDING OF STRATEGY MODELS AND BE
ABLE TO THINK STRATEGICALLY.

12. LEADING CHANGE
BIG POSITIONS HAVE THE OPPORTUNITY TO
DRIVE BIG CHANGES. A “TRIAL AND ERROR”
APPROACH SHOULDN’T BE APPLIED FOR THESE
KIND OF CHANGES – LEARN THE TRIED AND TRUE
MODELS FOR LEADING CHANGE, THEN APPLY
THEM TO YOUR SITUATION.

13. INNOVATION.
SENIOR LEADERS NEED TO LEARN WHEN THEIR
BUSINESS HAS REACHED THE TOP OF THEIR “S
CURVE”, AND KNOW HOW TO INNOVATE BEFORE
IT’S TOO LATE. Lying can lead to not only lack of
trust, but also lack of respect. In short,
they can devastate a relationship.

14. Trust is the cornerstone of any
relationship, so if you want your
relationship to last, don't lie and don't
cheat. Sure, sometimes we tell little
white lies to avoid hurting our partner
or to avoid conflict. But even these
little lies can add up and backfire.
Lying can lead to not only lack of trust,
but also lack of respect. In short, they
can devastate a relationship.
Lying isn't just not telling the truth. It's
also omitting certain facts or letting
your partner assume something that
isn't true.