Adopt a systematic and long-term approach to leadership development

Leadership development isn’t a one-and-done event. In the CPTD landscape, the smartest organizations treat it as a journey with clear milestones, not a box to check. The best answer to how to approach leadership development? Adopting a systematic and long-term view. It’s a steady, deliberate build, not a sprint.

Let’s start with the long game and why it matters

When leaders are formed over years—through training, real-life challenges, feedback, and mentoring—the impact isn’t just in a single project or quarterly figure. It surfaces in more confident decision-making, better team morale, and a steadier strategic pulse across the company. A long-term approach creates a robust pipeline: current leaders grow into better versions of themselves, and high-potential employees see a real path forward. This isn’t about guessing what a leader might be capable of; it’s about shaping capability through repeated, meaningful experiences.

What a systematic, long-term approach looks like in practice

• Ongoing learning that sticks: Think less about a single workshop and more about a curriculum. Modules stack up over time, with refreshers that reflect changing needs. Companies often combine instructor-led sessions with self-paced modules, micro-learning bursts, and practical assignments that land on the job.

• Mentorship and coaching as default: Pairing emerging leaders with experienced mentors creates a heartbeat for the development effort. Coaching conversations—whether formal or casual—bring in real-time feedback, reflection, and accountability.

• Experiential learning that already feels practical: Job rotations, stretch assignments, cross-functional projects, and action-learning sets give leaders a chance to apply ideas in real settings. The goal isn’t to test someone’s willingness to learn in theory; it’s to see how they apply judgment when stakes are real.

• Regular assessments that inform, not punish: 360 feedback, pulse surveys, and leadership impact reviews help map progress. The key is to use this data to adjust development plans, not to label people. When feedback loops are continuous, the program stays relevant.

• A governance routine that keeps the effort alive: There should be a clear owner, funding plans, and a cadence for reviewing outcomes. Leaders from HR, L&D, and business units collaborate to ensure the program supports strategy and shifts as priorities change.

• Experiments that scale steadily: Start small with a pilot in a couple of teams, then widen the circle. If a program works in one department, it’s easier to adapt it to others, with careful attention to context.

Why not rely on external hires alone?

Bringing in fresh eyes and experience can inject energy and new perspectives. But external hires don’t automatically expand an organization’s internal capacity. Without developing what you already have, new people may struggle to fit the culture, the way work is done, or the existing rhythm of collaboration. A systematic approach builds a leadership culture from within, enabling smoother transitions when vacancies arise and reducing the risk of misfit. Think of it as growing your own talent garden—external seeds can help, but your compost and sunlight come from the organization’s ongoing development efforts.

Why not just focus on the top tier or only the underperformers?

Leadership is a spectrum. If you invest only in the very top or only in underperformers, you miss the chance to cultivate capable leaders at every level. Frontline supervisors make daily decisions that ripple through the team. Mid-level managers translate strategy into action. Senior leaders steer the organization’s course. A comprehensive program creates a shared language of leadership, a common set of expectations, and a culture where people feel they can grow. When development is available to more people, you gain resilience, better collaboration, and a sense that growth is a core value—not just a perk for a few.

Key components that anchor a credible leadership program

• Competency models that reflect reality: Start with a clear map of the skills, behaviors, and outcomes you expect from leaders at different levels. The models don’t sit on a shelf; they guide hiring, development experiences, and performance conversations.

• The 70-20-10 blueprint in practice: Most growth happens through a mix of on-the-job learning, social learning, and formal education. Organizations often structure experiences so that about 70% comes from real work, 20% from relationships and feedback, and 10% from formal training. Use that as a guide, but adapt it to what your people and business need.

• Mentorship, coaching, and peer learning: Create formal pairs and group learning rituals. Communities of practice, leadership circles, or cross-team cohorts can accelerate learning by exposing people to diverse viewpoints and challenges.

• Tools that support, not overwhelm: A modern LMS can organize content and track progress, but great programs go beyond platforms. Think integration with performance systems, a simple development plan template, and clear milestones. Real-world resources—like short learning videos from platforms such as LinkedIn Learning or Coursera, plus micro-scenarios drawn from your own work—make learning stick.

• Feedback culture and psychological safety: Honest, timely feedback is the engine of growth. Leaders need to feel safe to try, fail, and learn. That atmosphere often begins with leaders modeling openness and curiosity.

• Experiential projects with strategic weight: Tie development experiences to real business challenges. Assign projects that require cross-functional collaboration, customer impact, or revenue considerations. When the stakes align with strategy, learning becomes consequential in the best sense.

How to start without chaos (a practical nudge)

• Secure executive sponsorship: Leadership must show it values development—through time, resources, and visible participation. When the top demonstrates commitment, others follow.

• Define what “growth” looks like for your organization: Translate strategy into leadership outcomes. What decisions, behaviors, or results would you like to see in 12, 24, or 36 months?

• Create a simple development plan for each participant: Start with goals, then map a few core experiences that will move them forward. A lightweight template helps managers stay on track without creating extra busywork.

• Pilot, learn, and iterate: Run a two-team pilot, collect feedback, and adjust. If something isn’t clicking, ask why and reframe the approach. Small, informed changes beat big, untested shifts.

• Measure the right things: Track progress in terms of engagement, retention, performance, and leadership readiness. Don’t chase vanity metrics. If a leader’s teams show better collaboration, more decisive actions, and improved morale, that’s meaningful proof.

A real-world lens: common tensions and witty observations

Many organizations want a quick fix, but real leadership development isn’t a button you press. It’s the result of consistent practice, honest feedback, and time. People often ask for a magic mix that guarantees fast results. The truth is different teams need different doses. Some areas may require more coaching; others benefit from hands-on stretch assignments. There will be bumps—people will move slowly at first, or struggle to apply new ways of thinking under pressure. That’s not a sign of failure; it’s part of the process. The patient, steady approach pays off when leaders start making better, calmer choices under uncertainty.

Connecting the CPTD framework to everyday work

Leadership development, at its core, is about turning intent into impact. The CPTD landscape emphasizes building capability within an organization to meet evolving needs. A systematic, long-term approach aligns development with strategy, fosters a healthy leadership culture, and creates a sustainable pipeline of capable leaders. It’s about designing for continuity: the leaders you groom today become the anchors your teams rely on tomorrow.

If you’re building or refining a leadership program, here are a few practical touchpoints to keep in mind:

• Start with a clear, shared language: What do leaders do well at each level? What behaviors signal that growth is taking place?

• Build a lightweight governance rhythm: quarterly reviews, a simple dashboard, and regular check-ins with sponsors keep things from slipping.

• Blend content with experience: mix short, practical training with real-work assignments that challenge people to apply new ideas.

• Prioritize inclusion: ensure opportunities are accessible to people across teams, functions, and backgrounds. Leadership isn’t a single path; it’s a network.

The bottom line

A systematic, long-term approach to leadership development isn’t flashy, but it’s reliable. It helps organizations cultivate the leaders they need to navigate change, maintain momentum, and sustain performance. It also signals to every employee that growth is real here—something you can plan for, invest in, and expect to yield results over time.

If you’re shaping a leadership development effort, start with clarity, build the scaffolding team by team, and treat the journey as a core business initiative. Yes, it takes time and persistence, but the returns—better decision-making, stronger teams, and a healthier culture—are worth it. And in the end, isn’t that the point of strong leadership? To help everyone rise together, one deliberate step at a time.