Three things to check before starting a leadership development programme

Written by Mark Tonks managing director of Orange and Blue UK & regional director of LMI-UK

We must address three success factors before starting any leadership development.

If we, as providers of leadership development are to improve the results of our interventions, then we must make some serious judgement calls before saying yes to client contracts.

In a market sector where around £6-7 billion is spent annually, we should be duty bound to deliver better outcomes than those currently suggested by numerous reports and research documents.

A recent Gatner survey from 2025 suggested that only around a third of current leadership development programmes were delivering desired results. That’s not a good return. 

Three critical factors must be addressed: senior leadership buy-in, cultural readiness, and alignment with strategic goals. Without these, even the most sophisticated development programmes risk becoming expensive exercises in theory rather than catalysts for real change. We must brave enough to say no.

1 Securing senior leadership buy-in 

Leadership development cannot thrive in isolation. It requires visible and genuine support from the top. When senior leaders actively endorse and participate in the process, it signals to the rest of the organisation that development is not optional but essential. Their involvement sets the tone, shapes expectations, and ensures accountability. 

Without this buy-in, initiatives often stall. Participants may view the programme as a “tick-box” exercise rather than a strategic investment. Moreover, without senior sponsorship, the necessary resources, time, and follow-through are rarely sustained. 

So where to start? Start by engaging senior leaders early, before you start any development process.

Facilitate discussions that connect leadership development directly to business outcomes such as improved performance, retention, and innovation. Use data and case studies to demonstrate ROI.

Encourage leaders to model the behaviours being developed, showing that growth applies to everyone, regardless of position.  Involve them in the journey through peer mentoring of the participants.

Here’s the tough question- If you don’t get their buy in? Don’t start the programme because it just won’t work.

2 Assessing cultural readiness 

Even the best leadership programme will fail if the organisational culture resists change. A culture that values hierarchy over collaboration, or compliance over creativity, will struggle to embrace new leadership ideas. Before launching any initiative, it’s vital to assess whether the current culture supports learning, feedback, and empowerment. 

Cultural readiness means people feel safe to experiment, challenge old norms, and apply new thinking. It also means that leadership behaviours are reinforced through systems, recognition, and communication. 

Mitigate any issues by conducting a cultural audit or employee engagement survey to identify readiness and resistance points. Use focus groups to explore perceptions of leadership and change.

If gaps exist, address them first through communication, small pilot projects, or targeted cultural interventions. Building trust and openness before introducing new leadership models increases the likelihood of success.

Again, ask yourself – Is there a cultural fit here? If there isn’t, don’t start any leadership development because it once simply won’t work out. 

3 Aligning development with strategy and business goals 

Leadership development must not exist in a vacuum. It should be designed to support the organisation’s strategic direction and future needs. Too often, programmes focus on generic skills rather than the specific capabilities required to deliver the business plan. 

When development aligns with strategy, it becomes a driver of performance. Leaders learn to think and act in ways that directly contribute to organisational success. This alignment also ensures that the investment in development delivers measurable results, both in behaviour and in business outcomes. 

Begin with a clear understanding of the organisation’s strategic priorities. Identify the leadership competencies required to achieve them. Then design the development process around those competencies. Involve key stakeholders in defining success metrics and ensure that learning is integrated into real work challenges.

There simply has to be synergy between the organisational goals and the personal development goals of each participant. No synergy, no go.

Bringing it all together 

The most effective leadership development initiatives are those that are fully integrated into the fabric of the organisation.

They are championed by senior leaders, supported by a culture that embraces growth, and aligned with strategic goals. When these three elements are in place, leadership development becomes more than training—it becomes transformation. 

Before investing in leadership development, organisations must ensure: 

• Senior leaders are visibly committed and engaged. 
• The culture is ready to support new ideas and behaviours. 
• The development aligns with strategic and business objectives. 

By addressing these areas first, organisations create the conditions for leadership growth that is sustainable, measurable, and impactful.