3 leadership lessons from my latest project

I’m currently knee-deep in a research project that I’m seriously geeking out on. It’s on the effectiveness of leadership development programmes and their impact on business performance in New Zealand. 

That topic might bore the pants off you, but the last time I felt this energised about a subject was when I was researching for my book Beyond Burnout, which, as many of you know, ended up shaping far more than just a book.

At its core, this research is exploring three things:

• Which approaches to leadership development genuinely move the dial on organisational performance
• The challenges NZ organisations face in linking leadership development to measurable business outcomes
• Where global best practice does and doesn’t translate well to the New Zealand context.

While the insights on leadership development itself have been fascinating, the process of doing this research has also given me some unexpected light-bulb moments about leadership more broadly. (You know me - I’m always looking for the leadership angle 😊)

Here’s what I’m learning:

1. Curiosity is a powerful leadership driver 
This topic has been an itch I’ve wanted to scratch for a long time. Following that curiosity has led to this research project, which in turn has created rich conversations, new thinking and some genuinely exciting possibilities.

Leadership takeaway? Pay attention to what you’re curious about. What question keeps tickling your brain, or resurfacing in your work? That’s often a signal that there’s something important worth exploring for you, your team, or your organisation.

2. A learner’s mindset matters most when you think you already know the answer.
It would have been easy for me to enter this research with strong assumptions (and I definitely admit to having a few of them – especially given leadership is my area!) But I’ve had to be intentional about setting those aside, noticing my cognitive biases, and listening deeply.

Leadership takeaway? Expertise is valuable, but certainty can be limiting. The best leaders stay curious, ask better questions, and remain open, especially when they’re the most experienced person in the room.

3. Asking for help is not a weakness, it’s a leadership skill.
I’ve been genuinely surprised by the generosity of others throughout this project. CPOs and Heads of L&D who have made time for interviews despite packed schedules. People who have recommended others to speak to. And my brilliant business manager, Jo, who has kept the whole project on track with spreadsheets and structure and all the stuff I’m not so good at.

Leadership takeaway? Don’t go it alone. Strong leaders build momentum by drawing on the capability, insight and support of others. What’s more, they’re not afraid to ask for help.

And speaking of asking for help, now I need yours!

I’m still looking to interview 5 Chief People Officers or Heads of Learning & Development from medium to large New Zealand organisations. If that’s you, I’d love to hear from you. And if it’s not, perhaps you could forward this to someone in your network who fits the bill?

This research is already shaping how I think about leadership, learning and performance. I can’t wait to share more of what’s emerging soon, so stay tuned.