Why isn’t anything happening?
Karin Tenelius
4 May 2026
Honestly, do we really expect tangible results from leadership programmes?
Something we often see is that the senior leadership team’s attitude toward leadership programmes isn’t particularly favourable. Even though they’ve likely approved the investment, their perspective often sounds something like:
“It’s HR’s thing – they’ll be happy.”
“It’s something every organisation should do now and then.” (More of a box-ticking exercise than something business-critical.)
And when it comes to the leadership team’s own participation, it’s very common that they’re surprised by the suggestion that they should take part too – and preferably first. It’s as if this is something meant for “the other managers.”
I think there’s a general perception that leadership programmes are something you attend, gain a few new insights, and enjoy some nice time with fellow managers, but not something that leads to real change. Maybe you also want a bit of validation that you’re already doing a pretty good job.
In other words: “nice to have” but far from something expected to drive, or even capable of driving, real transformation.
Our industry probably has to take a fair share of the blame for this. A huge supply with varying quality has led to this perception. If you’ve experienced mediocre and only theoretical programs, it’s not surprising.
But even if we assume that truly effective leadership programmes do exist – programmes that are actually transformational and deliver results – that alone is not enough to change leadership across an organisation.
A few additional conditions need to be in place:
Alignment within the leadership team that leadership needs to change
A shared view that leadership is business-critical
That this shift is a strategic priority for top leadership
That senior leaders lead from the front, participating themselves and taking their own development seriously
In hierarchical organisations – which most still are – it is crucial how senior leadership approaches leadership programmes. If there is no expectation that participating managers should prioritise their development, and if top leaders are not role models in doing so, very little will happen – regardless of the quality of the programme.
At Tuff, when we work with clients, we always want leadership training to happen within a broader context of change. Sometimes we succeed in involving senior leadership, sometimes we don’t. Either way, it’s important to be clear about what results you can and cannot expect.
We know that significant results are possible, where transformed leadership leads to a culture of psychological safety and accountability. But that requires a context where change is expected and actively supported.
We have extensive experience in this area and have developed processes and strategies to create these “change contexts.”
If this resonates, feel free to reach out and continue the conversation.
Sign up for our free, interactive webinar, ‘Why aren’t our organisations shifting?’ here.