Over the years, effort has been made by firms to invest in leadership training programs which inevitably experience a low ROI.

Leadership training can be defined in many ways with different vendors providing services and ambiguous results. Firms with the resources to do so often develop their own programs. Others have to “make do” with the least expensive option in their marketplace. Regardless, assessing the value is often dubious.

As the person in the role responsible for cultivating leaders, you’re are tasked with creating or selecting the program to not only best fit your firm’s needs, but to also demonstrate value.

In our profession, the current leadership training model is one where we attempt to train a large number of people who may or may not have the capacity, for whatever reason, to become leaders. Only a small number may actually succeed, which equates to a significant amount of resources being allocated with low returns.

I’ve learned from my own experience — leading a firm and running a consulting company — that when creating a training curriculum, the real return comes when you alter the model slightly. At my recently launched master class, I developed a model where we train those who have been identified by their colleagues as leaders. We then place our attention solely on them. The profession ignores this crucial step and the one where ROI is significantly greater.

Consider using your resources to focus on those already in leadership positions and your returns will be much higher.