Leadership success has often been seen through the lens of inspiring exceptional performance and fostering effective teamwork.
Last year, while attending a conference with fellow practitioners, I had the privilege of reflecting on how far we’ve come in leadership development. Having spent nearly 25 years in this field, it was heartening to witness something that was once desired but often lacking a decade or three ago: Belief and Commitment.
But I’m not talking about mere words of belief and commitment. I’m talking about tangible, real-world evidence of how this belief is now shaping action in organizations.
At the conference, my colleagues and I observed three powerful presentations from Amazon, BIC, and Cal Fire (part of California’s Department of Forestry & Fire Protection). These organizations showcased how they were putting leadership development into practice—how belief and commitment were not just abstract concepts, but principles woven into the fabric of their daily operations.
As someone who has spent decades studying, practicing, and collaborating on leadership, I was deeply inspired. These organizations (two global giants and one, providing a vital service for over 40 million Californians) brought their leadership champions forward to discuss the impact of their leadership development programs. The results were profound—truly reaching and influencing entry-level employees all the way to executives.
What stood out most was the simplicity of their strategies. While I recognize the immense effort required to plan, mobilize and sustain such initiatives, it was clear that leadership development had become part of their day-to-day culture. In fact, it had become what I like to call “a way of being.” Leadership was no longer just a set of programs or curricula; it was integrated into daily life.
To illustrate, consider a professional sports team. Do they only film their performances during training camp? Of course not. They analyze and review all their performances consistently, using the data to refine individual and team skills. High performance is an ongoing process, not a one-time event.
This brings me to an important point: no leader is always great. Just like athletes, performers, or musicians, leaders need continuous feedback, coaching, and practice to maintain and improve their skills. Far too many organizations miss this fundamental truth.
Imagine if every leader received the following support—consistently:
- A leadership model (with the knowledge, skills, language, and tools) to live by every day.
- Regular feedback—both positive and constructive—from peers, staff, and other leaders.
- A coach to review, refine, and improve leadership skills while providing a trusted sounding board for decision-making.
- Ongoing development opportunities throughout the year.
- Quarterly performance reviews aligned with organizational values and goals.
As a former high-performing athlete, I can tell you that these five steps were key to my success. When I was at my best, these elements were consistently in place. So why do we wonder why our teams sometimes struggle with performance or show inconsistent results?
Even companies like Amazon, with access to an overwhelming amount of data, have come to recognize this essential truth: leadership development is not a one-off event but an ongoing commitment. It requires action, regular practice, and sustained engagement.
The future does indeed look brighter when we embrace this approach.
It can be done!
Book a free consultation today to start the conversation about how we can create a culture of high performance, continuous improvement, and sustained success. Leadership development is the key to business success, career growth, and ultimately, better mental and physical health for your team.
Let’s begin the journey together!