What does it take to bridge the gap between theory and practice?

Clarify desired outcomes: For organisations in which there is a commitment to bridge the gap between theory and practice, holding a clear intention to understand what differentiates the most outstanding leaders and to develop leadership across your organisation in line with these findings is a common starting point. This implies understanding leadership theory and its implications for your organisation.

Start from where you are: Whether we are talking about individuals or organisations, the kind of leadership described by researchers becomes possible when we go beyond surface behaviours to adopt and practise values, beliefs, thoughts and behaviours that are aligned both with the theory of leadership and with who we are. This takes a clear intention and plenty of time, planning steps which take account of where you’re starting from.

Take action in every area of current practice: At an organisational level, successfully bridging the gap between your current practice and your aspirations for the future permeates every aspect of your current practice, from recruiting people who have the clear potential to develop in line with your chosen leadership approach, through creating a climate which supports leaders in their development to providing the support leaders need for their learning. Looking at developing leadership in this holistic (“whole organisation”) way can make the difference between a temporary shift in leadership style and an ongoing and sustained progression across the organisation.

Take account of the needs of the learner: The initiatives organisations commission need to take account the reality of learning for individual leaders, including their most talented individuals. This learning can stimulate a great deal of emotion for people who may not be well schooled in acknowledging or managing their emotions. At the same time, being present to their emotional and other responses is an important part of the learning journey for men and women in leadership roles. Refusing to be present to the challenges that face them on their learning journey (including the inner voices, often known as “gremlins”, that tell them not to make changes) can keep even the most talented individuals “stuck”.

Choose your partners wisely: If you’re serious about bridging the gap between leadership theory and practice, you will choose your partners wisely. These may include recruitment consultants, leadership trainers, executive coaches and more. Especially when it comes to your partners in learning it is not enough to brief them on your aspirations: your partners (trainers, coaches etc.) need to embody the learning you aspire to for leaders across your organisation. As well as choosing your partners with care, you need to reach clear agreements with each partner. The agreements you reach are in themselves an embodiment of the approach you aspire to as well as providing the foundations for a working partnership which successfully supports you in making progress towards your goals.