30/01/2026
| Who actually buys “leadership” and “soft skills” work? Let’s be honest.
When companies reach out for human-centric interventions, it’s usually:
❌ HR - almost never
✅ CEOs / Directors - most of the time
✅ Marketing leaders - often
❌ Other specialists - rarely
That alone tells you something uncomfortable.
Human-centric work is treated as a business lever, not a growth process.
And no - that’s not inherently wrong.
📈 As an end goal, business results make sense.
⚠️ As an approach, it’s often far too shallow.
Why?
Because we keep trying to change adult mindsets and behaviours in 1.5–2.5 hours.
A single workshop.
An “on-demand” intervention.
A checkbox exercise.
That’s not transformation. That’s theatre. (And we’ve frankly become powerful entertainers).
Real shifts in behaviour rarely happen in a group, on a clock, under performance pressure.
They happen through deep reflections, and sustained practice.
So what’s really being bought?
💰 Reduced friction
💬 Better optics
🤝 A bit of team morale
📊 Something that feels measurable
Not true individual or collective growth.
And decision-makers know this.
They just don’t have the luxury of time, space, or patience for anything that doesn’t show fast ROI.
So the real question they’re asking isn’t:
“Will this change people?”
It’s:
“Do we spend something for partial benefits - or nothing at all?”
That tension is where most leadership development lives today.
And until we’re willing to address that honestly, we’ll keep confusing activity with impact.
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Curious: should leadership development be designed for results, or for real growth… even if it takes longer?
Val Dolmova