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In 1993, Paul, as a young, idealistic consultant, and a team of Harvard MBAs designed a Risk Management strategy for one of the biggest banks in the world. They produced a $4m, 1000 page analysis. Nothing happened. Zero implementation. Paul left this project disillusioned with consulting and wondered: when someone would blow the whistle on this industry?

Then, in 1999, some of Paul's research into training effectiveness found that only 10% of the content of management development programs was actually transferred back to the job!

Over the years, all of us have seen surveys that damage morale and have line managers shrugging their shoulders wondering what to do, 360 degree feedback that leaves executives no better off, and quick-fix interventions of all kinds that leave consultants better off, and organizations worse so.

These 'results' are inexcusable Our mission, Paul and associates, as a consultants is to make sure that no project or training program that we create suffers from this lack of accountability and results.

This demands a much higher level of challenge than many consultants offer (for fear of being tossed out) and includes a willingness to link fees to results. Read on to learn some of the approaches that my associates and I use to produce a different level of accountability for results!

There is an entire billion dollar industry devoted to taking the business’ temperature through surveys of all kinds. Most of those are a waste of money because there are few good doctors who know what to do next to reduce the fever!

In order to be an inspirational leader, you need to first be inspired.

Culture Change is the most talked about and most infrequently achieved change in the business arena. Everybody says they want it, few are prepared to do what it takes.

Great talent development and a high-performance culture are key differentiators between world-class businesses and the mediocre. Sadly, few organizations know how to sustainably produce those.

What Gandhi taught us about leadership is that it is an inside job. He was shy, bookish and incapable of giving a public address. He knew he could only change India as quickly as he could change himself.

We don’t think a moral person is someone who merely obeys the law. We set the bar higher. Contrary to Milton Friedman, the same applies to businesses: an ethical business must have higher standards than simply avoiding the courts.

Nelson Mandela used to jog in place daily in his toilet-sized cell. Why? Despite being twenty years into a life sentence with no hope of reprieve, he said “one day I will lead my people to freedom, and to do that, I will have to be fit.” That sort of resolve is sadly missing from most of today's business leaders.

360 degree feedback is a recipe for mediocrity. If Winston Churchill scores 7 out of 7 for inspiration, how come so many business leaders score between 5.5 and 6 on 360 degree instruments. If raters standards dervie from those they see around them, we have a recipe for mediocrity.

Most of my life, I’ve had an IQ above 160. However, I’d trade 20 of those points, for 20 character-quotient points any day. The latter are much more valuable and much harder to come by.

Spirituality is essential for human flourishing. By that I mean living a life of meaning, connectedness, values and purpose. However, the connection with religion makes the word taboo. Leadership development requires working very hard on a leader’s spirituality, but never call it that.

Paul Gibbons

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