Developing A Vision For An Organisation

A senior L&D manager I spoke with recently described her quarterly ritual with weary precision. Every three months, she rewrites the same leadership development deck, the one on giving difficult feedback, polishes the talking points, books a room, and watches a third of the registrants quietly skip the session. The slides are good. The content is sound. And almost nobody finishes the self-paced PDF version she emails afterwards as a "convenient alternative." Her completion data is a graveyard of good intentions. She is not alone, and the problem is not the quality of her material. It is the format.

Indeed, we are all encouraged to engage in honest and courageous conversations, but bear in mind that we sometimes say things inappropriately without considering the emotions of the other person.