I was recently reading an article about Perpetual Motion Machines. You may have seen devices that claim to be perpetual motion machine. If you have not, here is a definition. 

Perpetual Motion: When an action, once set in motion, continues in motion at the same intensity and frequency – continuously, with no additional input of energy to maintain it.  

The summary of the article is that a Perpetual Motion Machine is impossible according to the first and second laws of thermodynamics.  Specifically, the Second Law of Thermodynamics states that an isolated system will move toward a state of disorder. An example of, the Second Law of Thermodynamics is when a circus performer spins plates on a pole. They put a lot of energy in getting the plate spinning. Afterwards, the performer is consumed by reenergizing each plate as it slows to a wobble (Falling to the ground and shattering into pieces is considered a state of disorder).

Interestingly, I was reading this article as a break from a conversation I was having with a client about staff development in general and leadership development specifically. I chose that article to help me think about anything other than leadership development. Instead, the article provided an epiphany for me, on leadership development. I realized how the frustration I was feeling during my conversation with that leader was based on his expectation that a subordinate did not need any further development because he had been developed several years ago.  

My client is not the only person who thinks development is a one-time event. There is a prevailing set of behaviors, develop them once is enough.  One of my clients told me a story about how he was affected by “One-and-done” leadership development. He had a direct report who repeatedly brought up his 20 years of experience. My client told me that he struggled with understanding why someone with 20 years’ experience seems so ill prepared for his role. Then one day it occurred to him. His direct report did not have 20 years of experience – he had 1 year of experience, 20 times! 

You might wonder how I came upon the analogy of the plate spinning circus performer. I got it from someone I interviewed. I was conducting staff interviews as a part of a leadership development assessment, when one of the staff members told me that she felt like she had been treated as if she was one of those plates that are spinning on a stick. She went on to explain, she only saw her boss when she was wobbling and about to fall. She concluded the explanation by saying that she had seen many, many “broken plates” leave the organization.  

“One-and-done” leadership development (e.g., classroom and/or virtual training courses, experiential training, coaching,) is a shortcut to disappointment for all involved., Perpetual Motion leadership development is impossible. There are multiple reasons for continuous leadership development and there are also multiple methods of development. A few are: 

Reason for Leadership Development	Methods of Development
– Staff changes – Internal process changes – Changes in organizational goals – External environment changes	– Formal training (live and / or virtual) – Temporary job assignments – Mentoring – 1:1 Coaching

Leadership development resources are scarce. They should be used judiciously.

Do you have a system to keep the individual plates spinning?

Do you have a system to identify who should be developed and when? 

Do you know the most appropriate methods to use for each individual identified?