Myatt asserts that the terms “training” and “development” have become synonymous in executive parlance in recent years, when in fact they are significantly different.  Without distinguishing the 2 types of learning approaches, corporate training departments are often left wondering why leaders are disengaged, fail to produce expected results, and don’t stay with the company more than a couple of years.
In the traditional sense, training is used to indoctrinate new employees, demonstrate “how we do things around here”, and establish expectations around company norms, processes, and systems. Training may also be short-sighted, helping employees more efficiently accomplish near term tasks but ignoring the larger landscape of sustaining solid business growth.  If creating inspirational leaders to guide your organization confidently into an uncertain future is the end goal, leadership training may not be your best investment. Development, on the other hand, is more about the journey than the destination.  Developing great leaders is a process that takes time, effort, and support from the entire organization. Leadership development focuses on the unique strengths of each individual, and allows for a dynamic, organic approach that does not assume a single “best practice” for leaders.  Additionally, transformational development programs should be collaborative, ongoing, iterative, and available for leaders at all levels. Leadership programs that leverage these distinctions between training and development have been proven to be more successful. Research from the Human Capital Institute has shown that organizations that take more of a “development” approach see better results in alignment, collaboration, succession, and execution of strategic initiatives.
Organizations that develop their leaders in addition to providing customized training options are able to produce teams that enjoy a shared purpose, more effective communication, and a greater sense of ownership of the strategic direction of the company. Leaders who have a common vision for the future – and who have been given a voice to develop the plan to get there – are much more engaged and more likely to remain a part of the team for years to come. As Matt Myatt said, “It is impossible to have an enterprise which is growing and evolving if leadership is not.”  How is your organization developing leaders to create a better future?


I think this is a brilliant, concise and resoundingly clear discussion of the essential and defining differences between training and development. As a follow on I would like to understand how you would express the links between Training and Leadership through improvement in skills.
About VistageVistage International is the world’s leading peer advisory membership organization, serving more than 18,000 CEOs and senior executives in 15 countries.
This interactive 3-day programme aims to develop great leaders by empowering them to lead with courage and authority. Delegates will develop skills that will build both courageous leadership and followership in the workplace. Knowing ourselves (and those whom we lead), is the fundamental key to effective team development. Emotional Intelligence is the ability we need to identify, understand and control our thoughts and feelings as managers or leaders, communicate them clearly to others and interact with empathy towards others’ emotions.
This section of the workshop will teach the basis of emotional intelligence and give guidelines on applying the theories in everyday situations that arise when working with subordinates. Testing candidates predominant Conflict Handling Preferences: This will form the basis on which the conflict management styles will be dealt with.
This repertoire should include an ability to approach leadership from a strategic perspective, the recognition of social dynamics and motivational work in the cultural and political context of the organisation.


In addition, we provide job and competency profiling, team competency evaluations, gap analyses and needs assessments. Training is rote and often times involves a one-to-many type of delivery and may not be effective unless the learning is applied by the “student”.
Vistage members participate in Chair-led advisory board peer groups, receive one-to-one coaching, learn from expert speakers, and interact among a global network of CEOs. Their awareness of their current leadership styles will be brought to the fore and they will learn what factors impact these styles and the resultant effect on their subordinates.
During this interactive training intervention, delegates will engage in various activities to enable them to put these newly acquired skills into practice. Training is rote and confirmative and, if we’ve learned nothing else from the last past Great Recession it should be that conformed thinking is toxic.
This course then provides delegates with a toolkit to increase their leadership skills back in the workplace.
We live in a fast changing world that requires adaptive, flexible, solution-focused critical thinking that, as the piece says, is iterative, expansive and looks to the future.




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