Organizations are recognizing the need to cultivate stronger leaders, yet existing playbooks are quickly becoming outdated. 75% of companies rate their leadership development programs as “not very effective,” and only 19 % say they are “very effective” at growing leaders at all levels. [1] Without careful attention, this gap is likely to continue increasing in today’s volatile and unpredictable workplaces.
In our recent webinar, Recalibrating Leadership in the Age of AI-Human Collaboration [2], our interim CEO and incoming Chief Learning Officer, Marie Unger, asked global panelists:
How are you changing your learning programs to reflect the new realities of work?
That question sparked a compelling conversation. Five talent development professionals from across the world – Cody Pfeiffer, Talent Development, Olsson; Simone Robinson, Director, First Ascent Group; Raymond Thomas, Co-founder, Enible; K Krish, Director, MARG Business Transformation; Annie Browning, Co-owner, Emergenetics International – shared how they’re rethinking their initiatives for the future of work.
What the Experts Are Doing Differently
1. Moving From Single-Problem Solving to Systems Thinking
Research has shown that systems thinking is directly associated with better leadership performance. [3] K Krish, Director at MARG Business Transformation, reframed the approach this way: «Our programs are no longer about solving one problem. We have an opportunity to help leaders zoom out, look at the problem in the context of where it came from and what it’s impacting — and then zoom into the solution.»
He also pushed back on a persistent myth: «There used to be a popular misconception that leaders don’t necessarily lean into getting trained or educated. That’s false. I find leaders are far more open to getting educated, especially because many of them got promoted to those positions without being prepared for it. So, they are hungry for better models, better ways of looking at things.»
Leaders who are eager for training deserve programs that meet that ambition. That means equipping them with the ability to see the full picture to guide better decision-making.
2. Personalizing the Learning Journey
More than two-thirds of leaders agree that customizing the design and experience of work is important. [4] Yet, one-size-fits-all programs often remain the default, leaving growth opportunities on the table.
Cody Pfeiffer, Talent Development, Olsson, shared how his organization expanded beyond traditional people management models to create four distinct learning paths: people leadership, project leadership, client leadership and technical leadership. The result is a development landscape where employees can grow, gain responsibility and pursue a path that better fits who they are and the work they want to influence. As Cody put it: «Just like in nature, survival depends on how well our abilities fit into our environment. As our environment evolves, so must we.»
Raymond Thomas, Managing Partner, Enible, expanded on the personalization principle, noting that programs need to be designed collaboratively with leaders, not just for them. «It’s not just walking in there and saying, ‘Hey, I’m the expert, I know everything, and this is what you guys need to do.’ It’s more collaborative. We’re designing learning journeys, designing learning expeditions — making the role of a leader more holistic, more fulfilling.»
3. Extending the Learning Beyond the Classroom
Only 12% of employees apply new skills learned in L&D programs in their jobs. [5] The question then isn’t just about what leaders need to learn; it’s about what happens after they leave the training room.
Krish described it plainly: «It’s no longer once and done. There is a continuity of engagement — and good or bad, the digital world has allowed us to stay in contact with individual leaders.» He pointed to tools like the Emergenetics+ app [6] as an example of how learning can follow leaders into the moments that matter most, helping them prepare for conversations or meetings and apply the Attributes in real time. «Things like that make a huge difference [in] how leaders are able to practice what we give them.»
This insight reinforces the idea that what gets practiced, gets retained, bringing learning to life. L&D programs can infuse more post-session resources, micro-learnings, on-demand tools and day-to-day applications to deliver impact and ROI.
4. Clarifying What AI Can — and Cannot — Do
Of all the topics explored, AI’s role in leadership development ignited some of the most candid and cautious reflections. The consensus: AI is a powerful tool; however, it cannot replicate what makes leadership distinctly human.
Annie Browning, Co-owner, Emergenetics International, drew a clear line between AI’s strengths and human ones. «AI is really beneficial in terms of speed and optimization and pattern recognition,» she acknowledged. «Part of our greatest gift as humans is our capacity to not just predict and anticipate, but also to dream of, lean into what could be — to maximize potential and possibility beyond just these very set predictability pathways.»
She also spoke openly about the personal reckoning that comes with watching AI perform tasks once led by humans: «There are aspects that I would’ve built my identity on saying, ‘This is what I do and I do it really well and nothing — no one — can do it like me.’ And, then to watch AI optimize it… it’s a healthy moment.» The invitation, she said, is to use that moment as a growth opportunity, to ask where you can elevate your own perception, deepen your reflective capacity and master the human capabilities [7] that AI will struggle to replicate.
5. Building Programs Around Real Context
Organizations worldwide invest around $60 billion annually in leadership development; however, the application of this learning is typically low. [8] The most effective leadership development isn’t built from a template. It’s built from the actual situations leaders are navigating.
Simone Robinson, Director, First Ascent Group, described how this concept is not new — rather that L&D leaders can return to what effective program design has always required. «We’re talking about the deepening of what we’ve always done: leadership development that is bespoke, future-ready and grounded in the real context that leaders are actually operating in.»
The demands on today’s leaders have never been more layered. Technology, generational complexity, market volatility — the forces shaping leadership today don’t come with a script. Creating opportunities for leaders to connect with one another about real-world situations, share experiences and challenge each other is essential.
The Work Ahead
Leadership development is no longer about delivering content. It’s about creating conditions for insight, practice, reflection and continuous growth.
As Raymond put it: «I can’t be pacing my clients and walking together with them; they’d say this is useless. They want us to be ahead of them. We have to be ahead of them so that they can see the true value, the true creativity, the true innovation we’re bringing.»
By reframing your development initiatives with the five tips above, you can move your leadership programs ahead so the executives and managers you support are prepared to thrive in the future of work.
[9]Discover how Emergenetics [10] helps organizations prepare their leaders for the age of AI. Contact our team using the form below!