When it comes to leadership development, the business case for investing in the “best” given limited organizational resources appears straightforward: Individuals who have a demonstrated track record of success deserve to be recognized, right? They also seem like sure bets who will benefit the most from development opportunities because they have the requisite experience and capabilities to grow. But the individuals who receive the most development are often the ones who arguably need it the least.

By now, it’s clear that The Great Resignation is much more than a short-lived fad. After more than 38 million people left their jobs last year, today’s retention surge shows no signs of slowing down. Gartner's research predicts that employers will need to brace for a year-over-year turnover rate that is 50% to 75% higher than what they’re accustomed to.

The business world has changed drastically during the pandemic. It demands innovative ways to speed up the skill acquisition of employees. Training organizations now require a training design that enables much faster development of employees’ skills and performance. Not all training designs are equipped to achieve or support that speed.