How You Show Up To Leadership Development Reveals The Leader You Are

Dr. Vince Molinaro, CEO of Leadership Contract Inc. A NY Times best-selling author. A global expert helping leaders lead strategic shifts.

I recently had a conversation with a team responsible for leadership development in a large professional services firm.

The week prior, they had run a CEO-sponsored leadership development initiative for the organization’s top 400 leaders. The organization was facing several significant challenges and needed to make a strategic shift. The development experience was designed to help the senior leaders step up in new ways to lead the firm into the future. The week had many compelling topics, speakers and activities for the senior executives.

After the event, this team had a quick debrief with the CEO. He was visibly frustrated and upset by how many of the senior executives failed to show up during the week.

He could see many who were distracted, on their smartphones during key sessions and walking out to take so-called emergency phone calls. His biggest frustration was that the leaders failed to understand the strategic importance of the week.

Common Ways Leaders Show Up

I’ve had this conversation quite a bit over the years, and I’ve seen far too often leaders who don’t show up well for leadership development experiences put on by their companies.

Here are some of the typical ways leaders fail to show up:

• Some leaders treat development as a box to check. They appear to engage but are really going through the motions.

• Other leaders are angry for being “sent” to a program. Some are even resentful, believing it takes them away from “real work.”

• Some feel the experience is a waste of time because they believe themselves to already be great as leaders and have nothing more to learn.

• Finally, I’ve seen leaders who show up physically but check out mentally. They spend their time scrolling through their phones, ducking out for calls and meetings, sometimes never to return.

What These Leaders Miss

Here’s something critical that I’ve learned and what these leaders fail to realize: Everyone is watching. And based on how you show up, they are forming impressions about you as a leader.

So you need to understand that how you show up to leadership development says a lot about who you are as a leader.

You also need to understand that leadership development is a significant investment—of time, money and organizational energy. And like any investment, it demands a return. Your organization isn’t sending you to waste your time. They are sending you so you can become a better leader and add more value to the organization.

The Four Terms Of The Leadership Contract For Leadership Development

So how do you make the most of it?

It’s helpful to think about a leadership development experience as an implied contract. The company invests in you, and you must show a return on that investment, whether through stronger leaders, a stronger team or business unit or improved performance.

The onus is on you to demonstrate your personal ROI on the development.

Building on the ideas from my book, The Leadership Contract, I’ve developed four terms to help you show up to leadership development in a positive way and demonstrate the ROI that your company expects.

1. Leadership is a decision: Show up ready to learn.

Effective development rarely happens by accident. Your first act is to decide to take the experience seriously and truly engage.

Development isn’t a distraction—it’s part of your job. When you walk into a program, decide to be fully present. Clear your schedule. Ensure your team has everything under control before you go. Silence your phone. Commit to the work. Because how you show up is as important as what you learn—and everyone is watching.

2. Leadership is obligation: Deliver a personal ROI.

Leadership programs require real investment. Are you creating a return?

Before attending, define your personal ROI: What two or three outcomes will make you a stronger leader? How will you demonstrate that the investment in you was worth it? Treat your development like a strategic project—with clear goals and measurable results.

3. Leadership is hard work: Have the courage to change.

At the end of the day, I believe that leadership development is essentially about one thing: personal change. Granted, change isn’t easy. It requires courage to confront blind spots, challenge assumptions and try new approaches.

Even small shifts like listening more effectively, delegating better, creating a strong team—can have a significant impact. Ask yourself: What am I willing to change about how I lead?

4. Leadership is a community: Strengthen relationships with peers.

Leadership is not a solo act. One of the most overlooked benefits of development programs is the opportunity to build stronger connections with your peers. Use these moments to break down silos, learn from others and deepen the relationships that will help you collaborate more effectively on shared priorities back at work.

How you approach leadership development reveals everything about the kind of leader you are. These four terms can help you approach development with the right frame of mind.

Will your colleagues see humility, curiosity and a hunger to grow? Or will they see arrogance, resentment and complacency?

Demonstrating Your Personal ROI

It’s also important to remember that leadership development doesn’t end when the program does. Development only creates value and an ROI when you turn insights into action.

Too many leaders walk away from workshops, seminars or coaching sessions inspired—only to slip back into old habits. That’s wasted potential.

You don’t just attend development. You apply it. Here are three simple ways to make it stick:

1. Pick one behavior. Identify one high-impact change you’ll make immediately—and practice it daily.

2. Tell your manager and team. Share what you’re working on and invite them to hold you accountable.

3. Schedule check-ins. Block time monthly to reflect, revisit your commitments and track your progress.

Remember: Everyone is watching. The decision—and the contract—is real. How will you show up to your next development program?

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