{"id":2590,"date":"2026-09-22T17:06:04","date_gmt":"2026-09-22T15:06:04","guid":{"rendered":"https:\/\/cornerstone-hospitality.global\/?p=2590"},"modified":"2026-09-22T17:06:06","modified_gmt":"2026-09-22T15:06:06","slug":"why-hospitality-leadership-development-programs-fail","status":"publish","type":"post","link":"https:\/\/cornerstone-hospitality.global\/de\/why-hospitality-leadership-development-programs-fail\/","title":{"rendered":"Warum Leadership-Entwicklungsprogramme in der Hotellerie scheitern und wie man es repariert"},"content":{"rendered":"\n\n

Most leadership development programs fail to change anything once the training ends, and in hospitality it usually comes down to four fixable things. Here they are, in the order worth working through them.<\/p>\n\n\n\n

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\"Florian\n
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By Florian Kittler \u00b7 September 22, 2026<\/div>\n
Managing Partner, Cornerstone Hospitality \u00b7 ~18 min. read<\/div>\n<\/div>\n<\/div>\n\"\"<\/a>\n\n<\/div>\n\n\n\n

Most hospitality leadership development programs<\/a> fail<\/strong>, and they do not fail in the way people assume. They are not badly designed, badly delivered or badly attended. They are frequently excellent in the room and produce nothing outside it.<\/p>\n\n\n\n

The evidence is unusually blunt on this. Across companies, 66% invest in programs to identify and advance high-potential employees, and only 24% of senior executives at those firms consider the programs a success [1]<\/a>. Two thirds are buying. Three quarters of the people watching do not believe it is working.<\/p>\n\n\n\n

This piece is about the four specific mechanisms by which that happens, why hospitality adds three more of its own, and what actually fixes it. None of the fixes are about the content of the program.<\/p>\n\n\n