Tips for developing director level training programmes

John Weston, director for training and development at the Institute of Directors (IOD), gives us some guidelines on how to make your director level training programmes a success.

Being a company board director is a fundamentally a different proposition to being a manager. Responsibility for a company's corporate governance may be among the most important differences, but it is not the only one.

While many organisations have strong management programmes and invest heavily in developing the leaders of tomorrow, many fail to invest sufficient time and effort in developing those who have responsibility for growing the company now.Although not so prevalent today, there is still the opinion that directors do not need specific training for their roles when reaching board level. Wealth of experience in running a company is seen as qualification enough.

However, the past few years have seen a major change in attitude. Directors must now understand a broader range of issues than ever before.In addition, the Government, the media and stakeholders are focusing on the professionalism of directors, both individually and collectively as a board. So when developing director training for your organisation, here are some questions that should be considered.

Who drives board level development within your organisation?

A) Is development set by the HR function, the chief executive or the chairman?

B) If the latter, how can HR have any influence and ensure that directors receive the correct development?

It is important to understand the drivers for development, as these can determine the type of programme or course requested, the 'buy-in' at board level and the ultimate success of the programme.

How do directors learn?

Time restraints?

A) The Institute of Directors Sign of the Times Survey (1998) highlighted that 58 per cent of directors prefer short/open courses rather than spending too much time away from the office. Day courses or courses that can be spread over a number of dates may prove most suitable.

B) Is the training needed for a particular phase in the business or is it for long-term development? If training needs to be completed within a specific time period, for instance, for an initial public offering, then you will need to work within very specific time scales.

What do directors need to learn?

As it has evolved, the Combined Code has focused directors' minds on the need to stay up-to-date with legal requirements, best practice in corporate governance and current business thinking. Those arranging director and board level development need to be aware not just of directors' duties, responsibilities and liabilities, but also how directors need to think and act as a member of the board.

Type of learning?

Professional development interventions for directors can be explored through a number of initiatives. Courses, workshops, coaching and mentoring are just a few of the choices that provide very different results. Longer-term programmes - including formal qualifications through accredited programmes - provide the in-depth knowledge and understanding that directors need, whereas short courses may be more functional, teaching practical techniques.

Is it for an individual director, a few directors or the board collectively?

Having identified the need for some type of training, it is good to assess whether other directors could undertake the same training. If the issue is an individual one, such as time management skills or strategic direction for instance, then individual coaching or mentoring may be more suitable.

What is the business case for development?

Does the proposed development activity fit in with the business strategy? This is one of the most important questions and is required to measure and assess the outcome of any programmes. Development may be undertaken to fulfil the needs of the organisation at a strategic level, or to fulfil the needs of an individual.

Some of the questions that might be asked include:

Is it to address an immediate need, such as training for an MBO or a merger?

Is it to update directors about new legislation or best practice?

Is it to improve the board as a collective working team?

Is it to train one director up to the standards required?

Is it to personally develop one or more directors?

How will you know if it has been successful?

How will you measure the return on investment?

How will you know if it's successful?

Every business should put procedures in place to monitor any skills gap within the board, which might affect short or long-term performance. Assessing the personal development gains of the individual along with the impact on the business is crucial. What are the views of those who did the training? Have other directors/managers seen any impact? Who else do they think would benefit? Did it lead to any other identifiable problems?This will help ensure that the organisation enjoys continued survival and growth.

The effects of training can not only improve the skill of the director and the bottom line of a business, but can cascade down through the entire organisation, so that others can then respond and learn the new methods and techniques.