Diane Fasching knows about choosing executive training programs.
The vice president of employment learning and development at Providence-based Gilbane Building Co. said a thorough assessment of the trainee must first be done to uncover exactly what areas should be addressed.
“You don’t want to dip executives in the same pot and have them all coming out blue,” she said. “You may need another color depending on individual needs.”
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Her company has developed a structured executive training program that has considered the advantages of both external and internal executive training programs. The aim, she says, is to choose between the two and find out what gets the biggest bang for Gilbane’s buck.
Large companies like Gilbane have the experience and personnel to come up with such a strategy, but the same can’t be said at smaller companies.
They often depend on their own experiences and word-of-mouth before deciding on how best to train executives. Also, sorting the pros and cons of the different executive training programs are not always front-burner issues.
D.J. Horton, co-owner of WorkPlace Dynamics Inc. in Providence, said there are general guidelines a company may consider. For instance, an internal program may be the right choice if a specific problem needs addressing.
“When you work internally, executives can collectively work on issues that are relevant to the company,” she said. “Also, a trainer doesn’t have to go through an ice-breaking process.”
Programs done outside the workplace are often made up of strangers who first need to develop trust before discussing issues like leadership capabilities or business problems.
At the same time, an internal program may lack exposure to new ideas. A training program with a variety of executives, as is often the case with an external program, opens the doors to learning opportunities.
Finding and exploring complex concepts like synergy should be the aim of an executive trainer, said Kathleen Swann, president and CEO of Leadership Rhode Island in Providence
“A good presenter does more than just present,” she said. “There are teachers that can lead people into a deeper understanding, rather than just relaying information.”
An external program also gets an executive team away from the hustle and bustle of the office so they can concentrate.
“I like them to come to Bryant so the environment can be controlled,” said Annette Cirelli, director of the Executive Development Center at Bryant College in Smithfield. “This is a college and by its very nature is a learning environment that makes training more effective.”
Horton said external programs could be a problem if the information presented goes against a company’s culture.
“An executive may come back with the greatest ideas, but they may not fit at that company,” she said. “But, a good trainer should be able to customize the program. It’s important to look for a trainer who’s flexible and has a variety of backgrounds.”
Swann says internal programs could have positive “unintended consequences” where hidden strengths of an individual are uncovered.
“I’ve seen this happen many times,” she said. “It’s something a company can plan for if they maximize the potential of an executive to grow as a person. That person can then train others at no extra cost.”
At Bryant, Cirelli said trainers “partner” with a company to research problems and tailor a specific program.
She adds that the college provides experts in fields such as the next generation of quality control programs, like Six Sigma. Trainers with special knowledge are required for this area, she says.
“A big company may have internal personnel who are good at training,” she said. “But, it’s difficult to have a person that knows everything about any subject. An advantage of the Byrant program is that we have industry experts.”
Fasching said a way to avoid choosing incorrectly between an internal and external program is to evaluate the person being trained.
At Gilbane, those pegged to move into the executive ranks receive what she calls a 360-degree assessment. The trainee is self-evaluated for managerial behaviors and then put through the same process by his or her managers as well as peers. The assessment can be extended to include others like clients.
“They receive a comprehensive survey of strengths and pinpoint areas where there are weaknesses,” Fasching said. “We then create an individual development plan for that person.”
She adds that doing such allows Gilbane to make an accurate decision when it comes to choosing an external or internal training program.
Gilbane’s training program, which includes its Gilbane University available to all employees looking to advance within the company, was recently named one of the top 100 in the country by “training” magazine.
Swann said professionals in her industry have better defined the term executive trainer.
“Training can be a negative word,” she said. “It implies superficial or rote learning rather than deep understanding.”
She said executives require more cerebral capabilities and resources to expand a person’s skill set, a process that may not be done with a simple training program.
A trainer would not be the best term to describe a person who can provide the tools.
“That’s why the field is looking at words like coach, facilitator, mentor in addition to trainer,” she said. “The struggle now is to get the concepts out into the public arena.”
