Leadership training is not optional
This Is Not a Game: Why Leadership Training Is a Responsibility, Not an Option
Leadership carries real responsibility—and the stakes are often higher than we care to admit.
Are the people under your watch truly prepared to meet your expectations? If the honest answer is no, then it’s worth pausing to consider what that really means.
When an employee makes a costly mistake—financially, operationally, ethically, or legally—the question of responsibility inevitably follows.
Did they receive meaningful initial training?
Are they receiving ongoing, reinforcing training?
Or are you relying on experience, intuition, and hope to fill the gaps?
There is no group in any organization more deserving of intentional investment than its decision-makers—the supervisors, managers, and leaders expected to exercise judgment, discretion, and leadership under pressure.
Yet many organizations struggle to clearly define the differences between the roles of a supervisor, a manager, and a leader. Titles are assigned. Expectations are high. Preparation is often inconsistent.
That gap creates risk.
I’ve been in that position—confident that nothing would go wrong, until it did. At the time, I genuinely believed we had a solid leadership training program in place.
That experience prompted deeper reflection.
Do your leaders know how to make time-sensitive decisions by drawing on training, experience, and sound judgment—especially when there is little opportunity for discussion?
Do they know how to consistently apply your organization’s core values, principles, and mission to real-world decisions?
Do they understand how to:
Transition groups into cohesive teams
Address negative behavior appropriately and effectively
Manage conflict, time, and projects
Inspire and motivate the people they lead
Can they pursue and attain the vision—while still delivering the mission every day?
If the answer to any of these questions is “I’m not sure,” that uncertainty is worth addressing sooner rather than later.
You don’t need to engage an outside consultant—but leadership preparation does need to be taken seriously.
Whether developed internally or supported externally, leadership training should be intentional, structured, and aligned with the expectations placed on those in authority. Placing people in leadership roles without adequately preparing them doesn’t just affect individual performance—it impacts the entire organization.
Expecting high-level performance from leaders requires an equal commitment to their development.
If this article raised questions about leadership preparation in your organization, you’re not alone.
You can find additional leadership resources—or subscribe to The Boss Up! Brief—at Mike Kraus Leadership.
