The motivation of leaders to learn is a key factor in the success of any leadership development intervention. Barbara Braham identified three types learners:

1. Reluctant learners resist learning anything new and feel they already know everything they need to know to do their job. They live by the motto "been there, done that".

2. Leisurely learners keep up with the minimum expected learning requirements with a degree of cynicism and provided there are no barriers to their learning. They live by the motto "this too shall pass".

3. Lifelong learners are keen to learn and try out new ideas. They live by the motto "if it is new, try it."

Open-enrolment programs tend to have more motivated 'lifelong' learners than do in-house programs. Yet, program designers can enhance the motivation levels of any leaders and improve the success rate of the program.

At a rational level you can engage the leaders in articulating 'what is in it for them' - the benefits of attending the program and of adopting some new behaviours. This can be done at a general level before the program (eg through interviewing participants) as well as at a behaviour specific level during the program itself.

I recommend engaging participants in identifying rational benefits of the program and specific new behaviours, however a different form motivation has proven to be between 3-6 times more powerful . Emotional motivation involves deliberately invoking emotions that motivate a person to learn.

Let us start with the cynical, slightly pessimistic mood that reluctant learners are already in. This mood has been shown to facilitate learning through enhancing critical thought. You could use this state, perhaps during a pre-program interview to engage the leader in identifying factors that will make the program a waste of time. Quite often they will draw on previous experience - 'the last event didn't help me so I don't see how this one will'. Use these openings to engage them in critiquing past events. What factors led them to be a waste of time? Which of these factors are within the leaders own control?

Starting this way serves several purposes. Leaders are engaged in learning straight away, specifically about what not to do in their approach to this new program. Leaders are also surprised by your empathy. Surprise motivates people to pay attention because things are not the way they seem. You now have their eyes and ears, it is time to pitch your messages about the value of the program and engage them in the rational 'what's in it for them' exercise.

During the program sessions themselves you want them open to new ideas with an optimistic view of what is possible for them in the future. This requires you to spark two emotions in them:
1. Joy
2. Interest

Mirror neurons in our brain mean that you can trigger emotions in others, whether they want you to or not. Have happy music playing when they arrive. Be enthusiastic yourself and remember to smile and express your happiness. Start off with a joke and get people amused at the outset. Then most importantly make the program activities practical, relevant and interesting.

After the program you will want participating leaders to adopt some new behaviours and let go of some old ones. Providing challenge through letting people know right at the outset that they will be held to account for changes in behaviour provides motivation to initiate such change. Combined before and after 360 degree assessments such as the Australian Leadership Development Centre's Development Impact tool can be used for this purpose. (see http://www.leadershipdevelopment.edu.au )

The power of linking 'expressed acceptance' to a leaders demonstrated success with applying new behaviours cannot be overstated. Positive reinforcement works and the role of each leaders supervisors is critical in this regard. Initial reinforcement should be frequent with the duration between reinforcement increasing over time. It has also shown to be beneficial to have leaders put up a display of their successes during an evaluation day 6-12 months after the initial program.

About the Author

Shaun Killian is the Director of Learning to Lead http://www.learning-to-lead.org a not-for-profit site dedicated to helping develop leadership within today's organizations.