Any organization that directs the bulk of its leadership training at the upper levels is setting the stage for dysfunction. Even if the instruction is good and the materials are relevant, the programs seldom stay in place long enough to make a difference.

Organization wide programs take so long to implement that they’re likely to be abandoned before everyone is included or replaced when something perceived as being better comes along.

Organizations spend hundreds of thousands of dollars and several years certifying all their managers in the use of a popular leadership program, only to have it scrapped when the CEO departs for greener pastures.

Sadly, an enormous amount of time, talent, and treasure is wasted on one-size-fits-all training programs that focus on popularity rather than purpose. These top-down training efforts are referred to irreverently as “MBS – management by best seller.”  Over time, the workforce becomes cynical about the “program du jour.”            

Leading from behind

So, what does this mean? For starters, you may have to alter your beliefs, beginning with the myth that leadership exists only at the highest levels. Another assumption you may have to let go of is that to lead you must be in front. Not so—this might have been true at one time, but not anymore. In fact, sometimes it’s better to lead from behind so that you can see if everyone is headed in the right direction.

To succeed in a global marketplace, functional organizations need responsible leaders at all levels who can act on the company’s behalf at any time, day or night.

A leader is someone who can make things happen. But, in a dysfunctional setting, a leader can also stop things from happening. If you want to keep dysfunction from gaining a foothold, focus less on leadership training programs and more on leadership positioning. Put people in positions where leadership is needed and let them do what makes sense. In today’s customer-focused marketplace solving problems, making adjustments, and authorizing refunds are all critical leadership functions.

Leadership works best when it’s informal and natural. You don’t need to spend a ton of money on training programs. Leadership skills can be acquired on the job with practice.  Most employees have leadership potential; all they need is a clear understanding of their purpose and an opportunity to achieve it.