Leadership development informed by the psychology of behaviour change for organisations that want to close the knowing-doing gap.

Sound familiar?

You design and deliver a leadership development program, and your leaders leave the workshops inspired, equipped with new insights, and motivated to put them into practice.

But as the days and weeks go by, nothing changes. For the most part, your leaders still lead the way they always have, and the gap between knowledge and application widens.

This disconnect between leaders knowing what to do and doing it is commonly called the “knowing-doing gap.”

This gap is a significant challenge, as organisations globally spend billions on leadership development each year, often without getting a good return on investment because leaders soon revert to their old ways of doing things.

Justine La Roche

I can help you safeguard your leadership development investment by ensuring your leaders know what to do and are able and enabled to do it.

Leadership development solutions

I believe that the goal of leadership development is behaviour change and when leaders change it for the better, they can transform organisations by improving the employee experience, building high-performing teams, and shaping healthy cultures.

However, it’s not enough to view leadership development through an individual lens, as the context in which leaders work may make it difficult to put what they know into practice.

Instead, solutions that connect leaders’ development needs with organisational goals are necessary.

From my experience, these solutions involve three key steps: Define, Develop, and Do.

Do

Find your starting point

To be successful, leaders need to know what to do and be able and enabled to do it. The three questions below form a simple diagnostic to help you figure out where to target your efforts in the first instance to close the knowing-doing gap.

Define, Develop, Do

Let’s close the knowing-doing gap together

Get in touch today to discuss your leadership development goals.

Trusted by:

Endeavour Group

ALH Hotels

BWS

Dan Murphy's

Country Road Group

TAC Transport Accident Commission

Yarra Valley Water

Swinburne University of Technology

The University of Newcastle

Medibank

Dentsu

KingSwim

Spiire

Endeavour Group • ALH Hotels • BWS • Dan Murphy's • Country Road Group • TAC Transport Accident Commission • Yarra Valley Water • Swinburne University of Technology • The University of Newcastle • Medibank • Dentsu • KingSwim • Spiire •

  • Thank you, Justine, for the incredible partnership over the past few years. I truly believe part of our success can be attributed to the important work you've done with the team. I'm excited about our continued collaboration and shared vision of developing strong, resilient, and caring leaders for the future!

    General Manager, RG Restaurants, KFC

Item 1 of 6

Latest insights

Whitepaper Front Cover with Lightbulb Image

Whitepaper: Designing Leadership Development Programs that Change Behaviour

Are your leadership programs bridging the gap between knowledge and application?

Discover how to guide leaders from knowing what to do to actively driving lasting behaviour change.

Designing Leadership Development Programs that Change Behaviour dives into:

  • The individual and organisational factors that close the knowing-doing gap in leadership development.

  • How to design development pathways aligned with the stages of behaviour change for maximum impact.

  • Strategies to ensure your leadership programs drive meaningful behavioural improvements.