Developing leaders is consistently a top priority for executives and Human Resources, with organizations spending billions annually on leadership development programs. However, there is still a shortage of effective leaders, and many leaders in these development programs struggle to learn critical leadership skills and competencies. Over the past decade, numerous surveys and research studies found that many believe leadership development is broken.
Although there is a wealth of research on the elements of successful leadership development programs, their design is often overly generic and not aligned with the unique needs and context of a given leader. As a result, these programs miss the mark for most participants. For leadership development to truly hit the mark, it must be rooted in a data-based or “targeted” development framework.
WHAT IS A DATA-BASED DEVELOPMENT FRAMEWORK?
A data-based framework designs development around the unique needs of a leader in their given leadership context. Much like a medical diagnosis, the approach is personalized and dynamic, adapting to changing needs and context. At its core, this framework involves:
1. Generating data that enables an awareness of one’s strengths and weaknesses in general and in the specific context
2. Taking targeted action to leverage identified strengths and improve the identified weaknesses in the short and long term
Generating data that provides insight into one’s leadership capabilities can take many forms, including talent acquisition assessments, 360-feedback tools, employee opinion/pulse surveys, and leadership assessments (e.g., Hogan Leadership Forecast Series). The key is that the data pinpoint specific areas of strength and weakness as a leader that can be developed. This process works best when multiple sources of data are gathered to provide a holistic picture of the leader and shed light on the leader’s blind spots.
Using this data, a development plan can be constructed that targets the specific areas of weakness and strength that have the potential to become liabilities if overused (i.e., derailers). The development plan specifies what the leader needs to do more of and where they need to pull back. The plan should include a wide range of developmental experiences, including on-the-job experiences, mentoring, reflection, formal training, and simulations.
Specific goals can be set for these development experiences with mechanisms to monitor progress over specified timeframes. The goals and timeframes should be aligned to the complexity of the developmental need and activity. The progress should be consistently reviewed and adjustments made as necessary to ensure positive momentum and participant experiences. The process can be self-directed, in part, but it often involves a coach, particularly for interpreting the patterns that emerge from the data.
DOES DATA-BASED DEVELOPMENT WORK?
The research on data-based development is clear that it can work. It draws on a variety of best practice recommendations from the learning and organizational sciences. It is centered on the unique needs of a leader and the context in which they need to operate, ensuring that development is targeted to the capabilities needed at the present moment. A recent book from the Society for Industrial and Organizational Psychology, “Case Studies in IO Psychology: Practical Applications of Science,” by Rick Jacobs and Douglas H. Reynolds (Oxford University Press, 2025), offers case studies of this approach being applied in healthcare, technology, and pharmaceutical organizations.
This approach requires sustained effort and resources. But for those organizations open to rethinking their approach to developing leadership talent, a data-driven approach can be well worth the effort.