Executive Leadership training in St. Gallen · canton of Saint-GallWhat the research says: executive Leadership in St. Gallen: what ten years of practice have taught us
Research on this subject offers useful findings, but they are less straightforward than managerial discourse often suggests. In St. Gallen, the question therefore deserves examination without shortcuts. After a decade supporting leaders and teams in St. Gallen in the canton of St. Gallen on executive leadership, some convictions have hardened, others have cracked. Here is the honest synthesis — free of sales posture — of what this cumulative experience has actually taught us.
What truly works
Sober dispositifs, short but repeated, with an engaged sponsor and a clear metric. Three ingredients. Not ten. Every initiative we measured that produced durable results ticked these three boxes, and rarely more. A delayed measure of behaviour says more about transfer than a satisfaction questionnaire completed immediately after training.
What no longer works
Seminars without follow-up. Generic "sprinklings". Overloaded PowerPoint decks. Imported theories without context. And above all: programmes launched with no public sponsor commitment.
The most common lie
"We just need more tools." False. Most cadres working on executive leadership know the tools. What is missing is the courage to apply them in uncomfortable situations. Training doesn't create courage — it creates the frame in which courage becomes practicable.
What is never said publicly
Part of training demand is actually a request for an arbitration the leadership doesn't dare make. Recognising that displacement and returning it to leadership is sometimes the most useful service one can render an organisation. (our executive and employee training programmes)
The profile that progresses most
Not the most brilliant, not the most willing. The most humble — the one who can look at their blind spots without defending. Rare profile; when encountered, progression is spectacular, often within weeks.
The point of honour
The next watch note is published tomorrow. In the meantime, one question deserves to be asked in committee: what are we concretely doing with what research already knows?
Sources and research references
Lacerenza et al. — Leadership Training Design, Delivery, and Implementation · Edmondson — Psychological Safety and Learning Behavior in Work Teams To go further: explore the Executive Leadership training in St. Gallen in the canton of St. Gallen, or browse our executive and employee training programmes in Switzerland.
In pictures: Executive Leadership in St. Gallen
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