Today’s Tuesday Reading is from Eric Klapper, Unit Business Officer, University at Buffalo, and a MOR alum. Eric may be reached at [email protected] or via LinkedIn.
Now that I’ve completed my MOR Program experience, I’ve found myself reflecting not just on what we’ve covered, but on what gives this experience its real value, and what will ultimately determine whether it meaningfully changes me as a leader.
For me, the leadership development ROI breaks down into three roughly equal parts.
The Content Itself
The leadership theory, research, frameworks, case studies, and models that are so thoughtfully curated and packaged – in our binders, readings, slides, and discussions – are exceptional. There is real rigor here, and a depth that rewards careful attention. But I’ve come to believe that this content is only truly viable, useful, and valuable if we actively practice it. The insights in these sessions do not automatically translate into better leadership just by being understood; they only come alive when they are applied back in our own organizations, with our own teams, in real and messy situations. Without deliberate practice, even the best leadership content remains aspirational rather than transformational.
The Relationships
MOR does something very intentional, and very powerful, by creating space for relationship‑building among peers who are navigating complex leadership roles. I think of this as “setting the chessboard.” Long before issues arise, decisions become lonely, or challenges feel uniquely ours, this program gives us the opportunity to build trust, familiarity, and credibility with one another. When the board is already set, when relationships are already in place, it becomes much easier to reach out for perspective, advice, support, or simply a thoughtful sounding board. These relationships are not a byproduct of the program; they are a core asset.
The Follow‑up
This may matter the most. The real leadership development ROI sits at the intersection of content and relationships, activated through intentional follow‑up. It shows up when we revisit a framework months later and ask, “How did that actually work for me?” It shows up when we call a cohort colleague after a tough conversation, before a high‑stakes decision, or during a period of transition. It shows up when we choose reflection and accountability over simply moving on to the next urgent task. Without follow‑up – personal, relational, and sustained – the first two-thirds lose much of their long‑term impact.
From Participation to Intentional Return
Whether you just started, are halfway through, or completed your MOR program experience one month or 120 months ago, I think this is a moment that matters. What matters is when we make the shift from participation to intentional return. From absorbing ideas to integrating them, networking to relying on one another, attending sessions to translating learning into measurable leadership growth.
There’s a phrase I heard early in the experience that feels so true: we will only get out of this experience what we put into it. And that’s true not only during the program, but after it formally concludes. The real value of MOR is revealed over time, in how we lead differently, how we support one another beyond the room, and how deliberately we sustain the habits of practice, reflection, and connection that this program encourages.
In that sense, MOR doesn’t end when the sessions end. Its return on investment is something we continue to earn – through follow‑up, through action, and through each other.
What is the most meaningful action you could take in the next week to increase the return on your experiences?
Last week, we asked how you describe your recent experiences delegating. Of those who feel they have others to delegate work to:
- 39% said delegate to my team? I don’t do that!
- 53% said I delegate a few things, but not as much as I’d like.
- 6% said I generally feel good about my ability to delegate.
- 2% said delegation is a superpower for me.
Delegation is a leadership skill we collectively feel we could do better. Key strategies from last week to help build this skill include defining the problem and outcome and letting go, treating delegation as a coaching moment, and identifying how to get out of the way when you’re the bottleneck. If you are someone who wants to delegate more, what might be a first step this week?