The leader needs to understand that for the organization to be high performing one of their key roles is that of the “Chief Talent Officer”. This is not a choice in that the number one asset of any organization is the quality of the human resource. Human performance is driven by talent, skill and will. Talent and will is a function of the hiring process since neither can be learned. They might get a little better but most of the time their talent and will is set. Basically in these two areas you hire as is. The job of the Chief Talent Officer is to put a process in place that helps to identify talent and will. However the job of the Chief Talent officer is not over once an individual with the talent and will is hired given that skill can be learned and developed. How well it is learned and developed is driven by three factors.
Research has demonstrated that the acquisition of skills requires three things. The first is a regular environment. This regular environment is best attained by having well defined processes. The second requirement is adequate opportunity to practice the skill. The individual learning the skill must be the one doing. The third requirement is rapid and unequivocal feedback about correctiveness of thought or actions.
Regardless if it is the leader leading adults or a teacher leading students for skill development to be at its optimal a regular environment, the chance to practice and feedback must be present. If people are not successful stop blaming them and start looking at the three requisites for the acquisition of skills. In fact since the leader is the Chief Talent Officer this understanding of skill development is fundamental.