Maxwell Leadership Executive Podcast
Sep 24, 2026 · 22 min · 7 segments
Get the learning guide from today's episode here! In this episode, Chris Goede and Perry Holley discuss the real return on…
Yeah, this one came from a listener that wrote in and asked, was this a problem that I had seen other places? And basically is saying that his owner of his company was really big into training, I guess what we would call equipping, for skills to do the job.
So if they had project management, like project management training or finance training or spreadsheet training, they had no lack of equipping types of courses there.
But when he asked, can we do leadership training, leadership development, which we would call development versus equipping, the CEOs kind of said, no, we've got way too many other issues to solve.
We don't, I don't want to, I want to invest in what actually trying to solve our problem.
So we'll do the equipping types of things, but not the developing types of things.
And I thought about that and I began thinking, You know, just thinking over it over months, actually, how much I see that.
It's just if I'm going to invest in something, I'm going to invest in skill training, not life development training.
so easily right to i'm going to improve the skill set of this and that should turn around and make them more efficient which then should flow to the bottom line and at the end of the day leaders are responsible for the ebita at the bottom of the line of driving top line revenue and then making sure they're profitable and oftentimes their mind goes right into the skill set But I want to throw this back to you because you have a lot of experience in different organizations, big organizations, some small organizations.
And why do you think leaders or CEOs or founders or owners or boards draw such a hard line between task training and leadership development? Like, what are they thinking about other than the simplicity of what I just shared?
But I think if you lead, if you manage, let's say, if you're a manager, a first-line manager, second-line manager, and you have at least one person under you, and you are not effective as a leader to do that, in my opinion, you can undermine all the skill training.
Yeah, this one came from a listener that wrote in and asked, was this a problem that I had seen other places? And basically is saying that his owner of his company was really big into training, I guess what we would call equipping, for skills to do the job.
So if they had project management, like project management training or finance training or spreadsheet training, they had no lack of equipping types of courses there.
But when he asked, can we do leadership training, leadership development, which we would call development versus equipping, the CEOs kind of said, no, we've got way too many other issues to solve.
We don't, I don't want to, I want to invest in what actually trying to solve our problem.
So we'll do the equipping types of things, but not the developing types of things.
And I thought about that and I began thinking, You know, just thinking over it over months, actually, how much I see that.
It's just if I'm going to invest in something, I'm going to invest in skill training, not life development training.
so easily right to i'm going to improve the skill set of this and that should turn around and make them more efficient which then should flow to the bottom line and at the end of the day leaders are responsible for the ebita at the bottom of the line of driving top line revenue and then making sure they're profitable and oftentimes their mind goes right into the skill set But I want to throw this back to you because you have a lot of experience in different organizations, big organizations, some small organizations.
And why do you think leaders or CEOs or founders or owners or boards draw such a hard line between task training and leadership development? Like, what are they thinking about other than the simplicity of what I just shared?
But I think if you lead, if you manage, let's say, if you're a manager, a first-line manager, second-line manager, and you have at least one person under you, and you are not effective as a leader to do that, in my opinion, you can undermine all the skill training.
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