Top Mistakes L&D Teams Make When Choosing External Leadership Programmes
London, 8:45 AM – The quarterly review meeting isn’t going well. After months of championing a flashy new external leadership programme, the Head of L&D is now fielding the CEO’s pointed question: “What have we actually gained from all this training?” It’s a scenario many UK L&D professionals know too well. British organisations poured approximately £7.5 billion into leadership development in 2023, yet much of that investment fails to translate into real-world results. In fact, a recent study found 80% of organisations believe their leadership capabilities still fall short, and only 1 in 10 rate their development initiatives as “highly effective”. The culprit isn’t a lack of budget or intent – it’s the hidden pitfalls in how we choose and implement external leadership programmes.
In this story-driven deep dive, we’ll explore the top mistakes L&D teams make when selecting external leadership development programmes. Each mistake is paired with practical insights (and a few hard truths) to help you avoid being the cautionary tale at your next board meeting. Let’s follow the journey of one fictional L&D manager, Alex, and see how even the most well-intentioned plans can go awry – and more importantly, how to set them right.
Mistake #1: Ignoring Strategy – No Clear Goals or Alignment
Alex’s first misstep was jumping on the bandwagon of a trendy leadership course without anchoring it to her company’s strategy. It’s like setting sail without a map. Lack of clear objectives is a surefire way to ensure a programme drifts aimlessly, no matter how polished its content. Unfortunately, this is common – only one in five business leaders believe their L&D initiatives significantly contribute to top organisational goals. When programmes aren’t linked to what the business actually needs (be it improving customer retention, driving innovation, or preparing for a merger), even the most charismatic workshops will ring hollow.
To avoid this, start with the end in mind. Define what success looks like in measurable terms. Are you trying to groom a pipeline of future directors? Improve cross-team collaboration scores? Reduce new manager turnover? Be specific. Aligning the programme with these strategic outcomes not only guides content and provider selection – it also earns you senior leadership buy-in. As L&D veteran Robin Hoyle aptly noted, too many teams simply ask “what courses do you want us to run?” instead of proactively solving business challenges. The cost of this mistake isn’t just wasted budget; it’s a lost opportunity. Deloitte research shows that when done right, leadership development can yield an impressive 186% return on investment (about £2.86 in ROI for every £1 spent). In Alex’s case, having clear KPIs from the outset would have helped her filter out off-the-shelf options that sounded exciting but offered little alignment with her company’s growth plans.
How to course-correct: Treat any external leadership programme as a strategic partnership, not a quick purchase. Vet providers on how well they can tailor content to your specific goals and industry context. For example, ask if they can target the competencies linked to your business strategy (e.g. leading digital transformation or improving NPS scores) and how they measure behavioural change post-training. By setting a clear vision of success up front, you’ll choose a programme that actually moves the needle – and you’ll be able to prove it when the CEO comes knocking.
Mistake #2: One-Size-Fits-All Programmes – Forgetting Culture and Context
Flushed with early optimism, Alex chose a reputable “leadership 101” programme that had worked wonders in other companies. The problem? It wasn’t designed for her company. One of the biggest mistakes is assuming a one-size-fits-all programme will magically fit your organisation’s unique culture and values. In reality, a leadership course that emphasizes cut-throat competitiveness will flop in a company that prizes collaboration – and vice versa. Rolling out a programme divorced from your culture is like launching a boat without a compass: it might start a journey, but it will drift aimlessly without reaching a meaningful destination. Misaligned training can even create friction; participants feel a disconnect between what’s preached in the classroom and what’s practiced in the hallways.
The best external programmes account for context. That means customising content and tone to reflect your organisation’s leadership principles, industry, and people. If your company’s values include inclusivity and innovation, the training should reinforce those at every turn, not contradict them. As one L&D expert put it, a leadership programme needs to “take into account the values, beliefs, and practices of the organisation” or it simply won’t stick. This is where experiential providers really shine. For instance, MDA Training’s leadership simulation can be tailored to your organisation’s specific leadership principles, allowing leaders to practice company-specific scenarios in a safe setting. Instead of generic case studies about “Company X,” participants grapple with realistic challenges mirroring your business environment – whether that’s leading a remote fintech team or reviving a legacy retail brand.
Alex learned this the hard way. Her chosen programme came highly recommended globally, but facilitators kept giving examples from American tech startups (hardly relatable to her UK manufacturing firm). Engagement dropped, and feedback lamented that the course “felt out of touch with how we do things here.” The takeaway: context is king. When evaluating external options, L&D teams should demand that providers understand their organisation’s DNA. Ask if they will interview stakeholders, use your company’s language (do you have “managers” or “team leaders”?), and incorporate relevant case studies. A programme that fits like a bespoke suit will always out-perform an off-the-rack one, especially in a British business context where cultural nuances – from communication style to humour – can make a big difference in learning uptake.
Mistake #3: Treating Training as an Event, Not a Journey
By now, Alex had adjusted course and picked a leadership programme more aligned to her company’s needs. But she fell into another common trap: treating the training as a one-off event. The programme ran for two intense workshop days; the cohort left energised and buzzing with new ideas. Then…nothing. There were no follow-up sessions, no coaching, no projects to apply the learning – just a certificate and good luck wishes. Within weeks, managers were back to business as usual. Sound familiar? Research on the “forgetting curve” shows that without reinforcement, people forget ~70% of new information within 24 hours, and a staggering 90% within a week. In other words, a single hit of training is not enough to create lasting change.
The mistake here is viewing leadership development as a tick-box training event rather than an ongoing development journey. Humans learn by revisiting and practicing skills over time. Imagine expecting someone to become fluent in French from a two-day class with no practice after – absurd, right? Yet we often expect leaders to transform from a workshop with no sustained support. One industry survey found that adults typically retain only 10–22% of what they hear in a workshop lecture, meaning nearly 80–90% of that investment is lost if there’s no system to support learning back on the job. It’s not that the training content was bad; it’s that we dropped the ball on reinforcement and application.
What could Alex have done differently? For starters, plan for learning transfer from day one. This could include post-programme action plans, coaching circles, follow-up webinars, or on-the-job assignments. Many successful programmes build in a “plan–do–review–adapt” cycle where participants plan changes, try them at work, then reconvene to review progress and adapt. Even scheduling brief refreshers or peer meet-ups can boost retention. The key is to treat external programmes not as a one-and-done solution, but as the kick-off to a longer journey. External providers can assist here too: some offer extended learning portals or cohort groups to keep the momentum going. By avoiding the set-and-forget approach, you’ll ensure the excitement on day two translates into genuine behaviour change by day 200.
Mistake #4: Choosing Passive Learning Over Immersive Experience
Another pitfall on Alex’s journey was sticking to what felt “safe” – a traditional programme heavy on slides, lectures, and theoretical models. It checked the boxes, but one thing was clear as she observed the sessions: her learners were bored. The seasoned managers had heard it all before, and the younger future leaders were visibly itching for something more interactive. In today’s digital age, one of the biggest mistakes is relying on passive learning methods (like slide presentations or generic e-learning modules) when far more engaging, experiential learning options exist. Studies have consistently shown that people learn better by doing. In fact, experiential learning can achieve retention rates of up to 75%, dramatically outperforming lecture-based training. This is because hands-on practice, simulation, and discussion activate multiple parts of the brain, leading to deeper understanding and memory.
By contrast, passive learning often goes in one ear and out the other – especially for leadership skills that are inherently practical (you can’t truly learn to navigate a tough HR conversation or a sudden market crisis just by reading a slide). It’s no surprise that modern learners demand interactivity. A recent 2024 Gartner report found that 70% of organisations using immersive simulations saw increased engagement from younger participants. The message is clear: if you want to capture the hearts and minds of emerging leaders (hello, Gen Z and millennials), choose programmes that get them involved, not just sitting and listening.
The good news is that L&D teams have exciting options at their fingertips. Business simulations, gamified workshops, role-play scenarios, and action learning projects are redefining leadership training. These methods create a safe space to experiment – leaders can try out decisions, experience consequences, and learn from mistakes without real-world risk. MDA Training’s leadership simulation programme is a prime example: it drops participants into a realistic, competitive business environment where they must set up and grow a virtual company, managing everything from strategy to stakeholder conflicts, all in real time. The simulation highlights the flaws of siloed thinking (a common issue in many organisations) and pushes leaders to break out of silos through collaboration. Crucially, it’s experiential and immersive – participants aren’t just hearing about leadership, they are doing it in a dynamic setting. One global consumer goods firm that embraced such a simulation approach saw a 40% improvement in its leadership pipeline readiness over three years proving that engaging learning isn’t just fun – it delivers results.
For Alex, swapping that PowerPoint-packed course for an experiential alternative was a turning point. Her next cohort found themselves navigating a simulated crisis scenario relevant to their business. The room was alive with energy. Managers who rarely spoke up were debating strategy, crunching financial decisions, and coaching their “teams” in the sim. Weeks later, those same managers were applying what they’d practiced when real challenges arose – and they felt confident doing so. The lesson? Don’t settle for passive when you can have immersive. When choosing an external programme, look under the hood: how much will participants be actively practicing leadership skills vs. passively receiving information? Prioritise vendors that use workshops, simulations, or projects that mirror real leadership experiences. Your learners (and your ROI) will thank you for it.
Mistake #5: Lack of Senior Buy-In and Role-Modelling
Even the best-designed programme can falter if the organisation’s top brass is not on board. Alex nearly fell into this trap as well. Initially, her company’s senior executives were content to sign the cheque for the leadership course but had no intention of participating or following up with the attendees. That sends a powerful message – and not a good one. A common mistake L&D teams make is excluding senior leaders from the development journey, effectively saying “training is for them, not for me.” The impact on culture can be devastating. Participants notice when their higher-ups don’t “walk the talk.” It undermines the credibility of the programme and the importance of the skills being taught. In one organisation, mid-level managers openly questioned, “Why are our senior leaders not participating? They need this as much as the rest of us.” If the people at the top aren’t willing to learn or at least champion the learning, why should anyone else make it a priority?
Avoiding this mistake requires some savvy stakeholder management. Ideally, get a senior sponsor for your leadership programme – someone at board level who will actively endorse it, show up at events, maybe even share their own learning journey. Better yet, involve senior leaders as participants or mentors. Many progressive companies require VPs to attend the same training as new managers, creating a powerful message that learning is a lifelong journey. At minimum, senior leaders should kick off the programme (in person or via Zoom) to stress why it matters, and follow up with participants afterward to ask about their progress. Alex managed to turn things around by inviting the COO to speak during a simulation debrief. The leaders in the room saw that the C-suite genuinely cared about applying these new skills to drive the company forward.
Another facet of buy-in is ensuring managers support their people after the training. It’s a mistake to think learning happens in isolation. If a participant’s line manager doesn’t discuss the programme, doesn’t allow time for practice, or worse, continues rewarding old behaviours, the new skills will wither. Research suggests only about 10–20% of training content ever gets applied back on the job – but that figure jumps dramatically in cultures where managers coach and reinforce the training day-to-day. So when choosing an external programme, probe how the provider will include or brief the participants’ managers. Do they provide guides for managers to continue the conversation? Do they offer executive summaries for senior leaders so they know what their teams learned? The more you integrate the leadership programme into the fabric of the organisation, the more impact it will have. Leadership development isn’t just for the “Learners” – it’s an ecosystem that must include the very leaders you expect to champion change.
Mistake #6: The “Flavor of the Month” – No Long-Term Commitment
Finally, perhaps the most insidious mistake is inconsistency – the tendency to chase the latest L&D fad or shiny new provider every year without sticking to a long-term plan. Alex noticed this pattern in her own organisation’s past. One year it was a mindfulness-based leadership retreat; the next, a crash course on “Agile leadership”; then an entirely new programme when a different HR director came on board. Each initiative in isolation had merit, but nothing was sustained long enough to change habits. Leadership development became a series of disjointed stunts rather than a continuous evolution. This “programme du jour” approach is a recipe for confusion and wasted effort. As leadership experts often remind us, culture change takes time – you can’t expect lasting results from sporadic, unconnected training bursts. When each cohort of leaders goes through a completely different programme, there’s no common language or framework. It’s as if every year you reset the GPS and start in a new direction.
The antidote is to think in terms of multi-year journeys. Instead of asking “which provider or model is hot in 2025?”, ask “what do we want our leaders to embody by 2028, and how will we get there step by step?”. This might mean selecting an external partner who can grow with you, delivering a coherent curriculum over time and adapting it as your organisation evolves. Some of the most successful leadership development efforts in the UK are those that have been running for years, compounding their impact. Consistency doesn’t mean stagnation – you can refresh content and incorporate new trends (like leveraging a simulation module or adding an e-learning boost) within a stable programme structure. The key is to avoid the stop-start approach. If you’ve found an experiential programme that fits, stick with it and build on it. For example, you might run an annual simulation for your senior managers, adding new scenarios each year to address emerging challenges (year one focusing on leading self and team, year two on leading through change, etc.). Over time, this creates a leadership culture with shared experiences and vocabulary, rather than a patchwork of disparate training memories.
Alex convinced her team to commit to a flagship programme and iterate rather than flip-flop. The first run was far from perfect – feedback was candid – but instead of discarding it, they improved it and ran it again. By year three, the programme had a reputation internally: new leaders actually looked forward to “Leadership Lab” (as they branded it), and alumni were informally coaching the new attendees. That kind of momentum only happens when you persist. Remember, choosing an external programme is not just a transaction, it’s a relationship. If you treat it as a long-term investment – and partner with providers who are willing to tailor and tweak with you – you escape the costly cycle of rebooting your leadership development strategy every year.
In summary, avoiding the “flavor of the month” means having the courage to stick with what works and the wisdom to evolve it gradually. L&D teams that do this create something truly powerful: a leadership development story within the organisation, a narrative of growth that each new leader is excited to join. That beats a disconnected series of training trivia, any day.
A New Chapter: Turning Mistakes into Leadership Mastery
By retracing Alex’s steps, we’ve seen how easy it is to stumble into these traps – and how transformational it can be to correct course. The exciting part for UK L&D professionals is that today we have more tools, data, and innovative providers than ever to help us get it right. Whether it’s leveraging an immersive simulation that offers a risk-free arena to practice leadership decisions, or collaborating with stakeholders to ensure a programme dovetails with your company’s culture, each mistake above carries the seed of its own solution.
Think of choosing a leadership development programme as writing a new chapter in your company’s success story. Will it be a forgettable one-off workshop (quickly shelved and forgotten), or an engaging narrative of continuous growth? The latter requires effort: strategic alignment, custom fit, experiential design, executive engagement, and long-haul commitment. The reward is huge – stronger leaders who drive real business results, and an L&D function that is respected as a true partner to the business. Only 33% of UK organisations today have such robust leadership programmes that truly deliver results. By learning from these common mistakes, you position yourself in that leading third.
As for Alex, her story ends on a high. Her company’s leadership programme, once floundering, is now a vibrant, story-led journey that new managers rave about. Senior leaders cite its impact in meetings, pointing to better collaboration and confident decision-making among their teams. And when the CEO asks what’s been gained, Alex can point to concrete improvements – from pipeline readiness to engagement scores – backed by industry benchmarks and her own internal data. In short, the programme isn’t an expense anymore; it’s an investment that pays dividends in performance and culture. And that is the difference between an L&D initiative that fizzles out and one that fires on all cylinders.
In the ever-evolving landscape of leadership development, there will always be new trends and techniques. But if you steer clear of these top mistakes, you’ll be equipped to cut through the noise and choose external programmes that are immersive, impactful, and perfectly suited to your organisation’s needs. The result? Leaders who don’t just manage, but inspire and transform – writing the next success story for your business. Now that’s a programme worth choosing.
