Managers at the top of their game may think they know it all – afterall, how else did they get to poll position? – so they may not take kindly to someone else pointing out their gaps. They can also be 'far too busy' for training, says John Pope, and are notorious at not turning up. So how do you help 'develop' them?
I suppose there are some senior executives who are beyond training and development. They may have an accumulation of bad habits and perhaps should be put through the standard supervisor programme every year. Those habits, though unfortunate, are not too much of a problem provided they are consistent. They can be a big problem if they jeopardise the organisation or impel managers with high potential to leave. They can be helped if they can be persuaded to see the need to change their ways - and that usually requires coaching or mentoring at very senior level from someone from outside.
But many senior managers could do with other development. They may feel that they have missed something, or that their juniors or colleagues are better informed, better skilled, or that they are not equipped to face some of the newer challenges which are around. They can be helped with top-up training, though they may need some help in identifying their needs. This is clearly an important part of the job of the development and training function in an organisation, which can not only provide advice but source possible solutions.
"Their seniority implies that they were already pretty good as managers to get that far. Unfortunately that can mean they had been very good in previous jobs, with different roles and circumstances."But there are some special aspects to developing senior executives. They are expensive people and it is generally difficult to get them away from their workplace: after all, many of them do not take their full leave entitlement. There may be difficulty in getting them to recognise the need for development - their seniority implies that they were already pretty good as managers to get that far. Unfortunately that can mean they had been very good in previous jobs, with different roles and circumstances. They are used to taking the initiative; they might well not take kindly to being 'put on a course'.
Identifying development needs
There are several ways in which need can be identified: by the individual, by his superior, or by a professional advisor or colleague. Occasionally, a brave subordinate can identify what is needed and will tactfully point out that something needs to be done. However the needs are identified, it should be linked with the processes of succession planning, annual review and the approach to talent management.
The process of identifying development need is not generally done by the standard review system. It requires discussion at senior level with the learning and development manager as advisor on how needs can best be identified and what methods are open. It is also clear that nothing will happen as a result unless the individual agrees and that this is backed up by the superior.
What means of development?
Means of development depends on the level of seniority and whether it is used for creating a pool of managers qualified for promotion when a vacancy is created.
Less senior executives are generally happy to attend a senior management programme if it is seen as a qualification for entering the 'promotion zone'. Such programmes generally provide experience in examining issues and the application of management techniques whilst also having some element of assessment and the identification of aspects to be polished up.
More senior managers generally benefit from getting experience in different senior positions – either to deepen or broaden their experience. This can be by:
- Internal secondment – to a different operation or function for a fixed period of time
- External secondment – sometimes to government, or non-government organisations, or voluntary groups
- Longer term posting to a different part of the organisation to give substantial experience in a very different job, sometimes in a completely different function
- Special projects, consultancy assignments
- Study tours – in which they develop their skills in standing back and assessing or investigating an aspect new to them.
But whichever way is possible, it is essential that the manager reports on, and is questioned on, what has been learnt, and where or how that new knowledge could be applied, and what has been achieved.
Top-up development
Some senior managers will have missed some of the training which their fellows or juniors have had. There is a natural temptation to fill in those gaps. The questions are: is it really needed? Will it be used? Can that knowledge be available in a different way or be given by a colleague? This latter way can give benefits to both. Development of senior executives is a matter of priorities, their time is scarce. However, there will be some knowledge which seniors must be kept up-to-date on: the essentials of legislation affecting directors, change to company law which they may need to know. These can be handled in a big organisation by providing company-wide briefs. In a smaller one it may be easier to subscribe to one of the many providers of such updates.
Leaving it to the managers
Should and could they be trusted with the responsibility of taking charge of their own development, with their own budget to spend as they please? This should have help from a knowledgeable learning & development manager: to give advice, and monitor uptake and results. Your approach depends on your view of what managers at any level should do. They ought to be responsible people, concerned about their own progress, careers and prospects. Perhaps the best approach is to monitor their progress and support their own development aims with the resources and some guidance so that they can choose for themselves. You may still have to put in a safety net for some of them, and point out when they are closing some of their career options.
Are you going to nanny them?
Managers can be bad at turning up for training which they had agreed they needed. They generally plead 'pressure of work' as an excuse - which is not always valid. The problem of failure to attend is particularly severe when the individual sees attendance as costing chargeable professional time. Sales directors are notorious for missing out on their training because they are chasing a big deal. ICL, the computer company, solved that problem with their sales and marketing people by making eligibility for the group's annual sales conference – held in luxurious and exotic places - dependent only on individuals achieving all their targets and undertaking all the training planned for them. No excuses were accepted.
But the best way of commitment to personal development is still the example of the most senior managers and directors. Their message is that a different and challenging future will require executives with new and different skills.
He continues to advise businesses at senior level on their direction, strategy and especially on the management of change. He can be contacted at r.j.pope@btinternet.com
John Pope has been a management consultant for over 40 years, and has had his own practice as an independent consultant for over 30 years. He has worked in a wide range of businesses where performance and service were the keys to success.
