One common critique of leadership training programs is that the leader attends some training, but then isn't able to utilize what they've learned at work because there is no support mechanism within the organization. A comprehensive leadership training program will include a support structure for developing leaders. This support takes several forms.
Every leader should have someone they can turn to for advice and counsel. Normally, this is their immediate supervisor. No matter how much training a leader receives, they will encounter problems that weren't covered and will benefit from this coaching. While the coach must always be supportive, this isn't a relationship to stroke egos. In fact, the coach must be willing to point out where their charge went wrong or what might have worked better. A leader must develop a "thick skin" and be able to take constructive criticism.
Some organizations assign potential leaders to a coach or mentor several levels above them. This is fine and can be beneficial if the new leader will move between parts of the organization. But beware of the "golden boy" perception that the junior person in the relationship is protected and can do no wrong. Even if a more senior coach is assigned, the immediate supervisor should still be the primary source of help for a new leader.
Here are some things a coach should consider when working with a more junior leader.
Encourage your trainee to take risks. This is very hard to do because their risk is most likely your risk as well, and their failure becomes entirely your responsibility. A good leader has to be able to assess risks and decide which are worth taking and which are not. Again, that means close supervision, but a willingness to let them try. A good way to approach this is to sit down and discuss the idea you feel might be risky. Have the trainee explain all the pros and cons and why they think one outweighs the other. You will probably need to fill in some blanks learned from your own experience. On the other hand, there might be something you think would benefit the organization, but that your trainee has rejected as too risky. Young leaders will often err on the side of caution, which is not all bad, but they need to learn when a risk might be worth taking.
It may seem that leadership training and development just results in all bad news but don't let them be discouraged. Celebrate their success. That doesn't mean constant cheering for every little thing. Instead, when they have done something well, tell them. If you gave them a project to complete and they did a good job, make sure they get the credit. It's very easy to only criticize, but positive reinforcement is a much better motivator and teacher.
There is a natural tendency to want to hang on to your protege. Don't be afraid to loan or even reassign them to other parts of the organization. They will be better overall leaders for the organization if they have a broader range of experience. Also, younger people in the workplace tend to want these broader experiences more than previous generations.
Be willing to give your trainee a peek under the tent. That means let them see the inner workings of the organization. Doing so will really help them understand why you want things a certain way as well as help them see the interrelationships and cause and effect of decisions and actions taken by leaders in the organization. It always baffles me when leaders won't let their trainees see the whole picture. If you don't trust them, don't train them to be a leader!
Leadership development is a long-term process. Make sure someone is always there to coach new leaders along the way.