Many leadership programmes fail because they’re not rooted in real-world problems, and they don’t encourage leaders to see the challenges they face as opportunities for growth, says Tom Blower

The Roman emperor and philosopher Marcus Aurelius once said, “The impediment to action advances action. What stands in the way becomes the way.”

This timeless advice became a core tenet of Stoicism, the philosophy that urges us to see obstacles as opportunities for growth. It reminds us that the challenges, the uncomfortable, thorny problems we often avoid, can become our greatest teachers.

Yet, in leadership development, we often fail to follow this ancient yet crucial guidance. Despite the millions spent on training programmes, too many leaders return to their roles no closer to solving the real challenges they face.

One reason is that leadership coaches focus too much on knowledge transfer and skill enhancement, instead of helping leaders to confront ingrained, siloed thinking and embrace collaboration in confronting challenges.

That needs to change because we’ve reached a crucial inflection point. The 2023 Harvard Business Publishing Leadership Development Report said the need for better leadership has never been more urgent. Leaders exist in a world with relentless disruption; they’re asked to be constantly agile, resilient and innovative. It’s time to rethink how we promote leadership and embrace an approach that not only faces obstacles head-on but uses them as stepping stones to progress.

Why traditional training doesn’t cut it

Leadership training has long relied on transferring knowledge through lectures, frameworks and simulations. But these methods often fail to produce meaningful, lasting change. Why?

First, there’s a big gap between theoretical knowledge and practical application. Participants may grasp leadership principles intellectually but struggle to apply them when returning to demanding roles. Without structured opportunities to practice and adapt new systems and behaviours, old habits persist.

Second, traditional training often asks leaders to engage in initiatives that add to their already-packed schedules. Once they return to the workplace, they face the double burden of catching up on missed work while trying to implement insights that feel disconnected from their immediate challenges. It all conspires to leave people overwhelmed and disengaged.

Finally, these programmes often fail to address the realities of modern leadership. Leaders today face unpredictable challenges that demand collaboration, creativity and adaptability. The very challenges that organisations need to overcome – ones that require new thinking and people working together across the business – are the ideal teachers. Explore new concepts and don’t isolate people reality. It’s clear that if we want leaders to grow, we need a shift in approach – one that genuinely confronts their obstacles and transforms them into opportunities for growth.

Bringing the problem to the programme

A good place to start is by bringing the issues that leaders face in their real lives into the classroom and making them part of the development course. This can be done by creating environments where leaders can engage directly with the obstacles they face, supported by a process based on compassion, curiosity and courage.

One such approach involves addressing live challenges in small, supportive peer groups. It might go something like this:

Small group sessions, consisting of four to six people, meet regularly in a confidential setting to talk and problem-solve. Each meeting centres on a specific challenge presented by one member, known as the ‘case holder’. The group offers support without judgment, explores diverse perspectives through open-ended questions and encourages members to share vulnerabilities and commit to taking new actions.

The process is simple but it works. Leaders are allowed to describe their challenge and the group engages in dynamic discussion, reframing the issue, uncovering preconceived thinking and generating new ideas. It helps the ‘case holder’ identify actionable next steps while building strong foundations within the group.

The power of the collective

Working in small groups like this unlocks the power of collective intelligence – the insights and experiences of diverse individuals tackling a common goal. It’s an approach that has myriad benefits.

Group discussions are vital in reframing challenges by helping participants see their obstacles from fresh perspectives. This often reveals hidden opportunities or core issues that were previously obscured. By questioning assumptions and addressing limiting beliefs, the group empowers the leader to think differently and experiment with new approaches. Also, the collaborative process of tackling challenges encourages resilience and openness, encouraging individuals to embrace learning from failure as a valuable part of growth.

David Ehrlichman, co-founder of network group Converge and author of Impact Networks, talks in his book about the power of small groups in building collaboration and driving innovation. These groups can break down organisational or social silos, he says, by creating spaces for open communication and shared understanding. By bringing together individuals with different perspectives and expertise, they have an opportunity to uncover insights and solutions they may never have reached in isolation. And the relationships built within these small groups can form an enduring foundation of trust and respect, which enhances everyone’s ability to work together effectively. Ehrlichman is convinced it’s this combination of breaking silos, embracing diversity and cultivating strong relationships that’s key to creating meaningful systemic change.

Transform at all levels

This approach drives transformation on three interconnected levels:

1. Individual: leaders shift from solitary problem-solving to relying on peer support. By taking part in these groups, they learn to confront their limiting beliefs, unlocking new levels of personal growth and effectiveness.
2. Group: peer groups cultivate trust, collaboration and mutual learning. Members hone essential skills like active listening, asking insightful questions and offering constructive feedback. Over time, these groups become micro-communities of support that extend beyond the formal programme.
3. Organisation: as leaders share their insights and successes across departments, they encourage cross-boundary collaboration. The skills and habits developed in these forums translate into everyday interactions, creating a culture of openness and resourcefulness.

One challenge is scaling this approach to impact the broader business. However, as peer groups show evermore effective collaboration and problem-solving, their influence should naturally spread. It’s also a very manageable model and leaders usually find it quite straightforward to replicate it in their teams.

Building a resourceful community

This approach is really all about creating networks of support where leaders feel inspired to tackle challenges with creativity and confidence. These communities don’t just solve problems, they inspire innovation, build resilience and promote continuous learning.

It echoes Marcus Aurelius’s timeless insight: the obstacles we face are not roadblocks but stepping stones. By making leadership development more ‘real-world’, we can promote collective intelligence and supportive networks – and develop leaders who have the tools to excel in today’s increasingly complex world.