9. How will we market the leadership development program?

Although a part of the implementation (question 8) process, I highlight this crucial question on its own because communicating to your entire workforce can be a tremendous challenge. I would recommend working closely with those in marketing to craft an approach and determine which other large-scale communications have worked within the organization.

10. How will the training be delivered?

Training must be in alignment with several tenants of adult learning theory. Catering to one style of learning and one teaching methodology (only using PowerPoint) is a sure way to have people leaving feeling underwhelmed. It is crucial that the organization place trainers and individuals responsible for the education and coordination into the hands of high quality individuals who quickly connect and gain credibility with participants.

Most important, participants must feel like the information will help them in their day-to-day roles as leaders within an organization. The information must be relevant and timely. In addition, who will coordinate the program? Clarify specifics such as budget and staffing.

OK, so there was an eleventh! Here it is:

11. How will you evaluate/show return on investment?

How will organizational decision makers determine the program has been a success? This question needs to be clear from the onset if the organization wants its program to weather potentially lean times. A first step is for the committee to ask decision makers what they think.

By some estimates, organizations in the United States alone are spending billions on leadership development. At times, this programming does not necessarily yield the desired results. These crucial questions are sure to set you on the right path to creating a powerful development program that not only benefits participants but your organization as well!