I recently spoke with a senior leader who said some of the organisation’s managers lacked the confidence to present to their people.
At first glance, that sounds like a presentation-skills issue. Perhaps they need help structuring a message, speaking clearly or handling questions from the room.
But it may point to something deeper.
Many managers are promoted because they are technically capable. They know the work, understand the systems and have earned the respect of others through their expertise. Then, almost overnight, they are expected to communicate direction, build engagement, give feedback, manage difficult conversations and stand confidently in front of a team.
We should not be surprised when some struggle.
Leadership training can make a difference, but only when it addresses the work leaders are actually expected to do. A generic program filled with leadership models may be interesting, yet still leave a manager anxious about Monday morning’s team briefing.
Confidence is usually built through competence and practice. Managers become more confident presenting when they are given a clear message, an opportunity to rehearse, useful feedback and repeated chances to improve.
The same applies to other leadership skills. People become better at difficult conversations by practising difficult conversations. They improve at giving feedback by giving it, reflecting on the result and trying again. Leadership is developed through application, not simply exposure to ideas.
There is another factor that organisations sometimes overlook. A manager may lack confidence because they are unsure how much authority they really have.
They may worry about being asked questions they cannot answer. They may not feel fully informed about decisions. They may fear saying something that a more senior leader later contradicts. In that environment, the problem is not merely confidence. It is lack of clarity and support.
This is where culture matters.
A training program might encourage managers to communicate openly, invite questions and acknowledge when they do not know an answer. But if the Unwritten Ground Rule (UGR) is, “Do not say anything unless you are absolutely certain,” managers will play it safe.
The UGRs will beat the workshop every time.
So, does leadership training make a difference? Yes, when it is practical, relevant and reinforced in the workplace.
It needs to focus on the real situations managers face. It should include practice rather than just theory. It must be supported by senior leaders who provide clear expectations, timely information and permission to learn without being perfect.
Otherwise, leadership training risks becoming an event rather than a genuine investment in capability.
If managers lack the confidence to stand in front of their people, the answer is not simply to tell them to be more confident. The organisation needs to help them become more capable, more prepared and more strongly supported.
Confidence is often the outcome, not the starting point.
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