The following message was posted on the TRDEV-L listserv. Thought you might be interested. ************************************************* Date: Sun, 20 Apr 1997 11:18:22 -0400 From: Stan Malcolm <[log in to unmask]> Subject: Executive Development Idea... I got into a conversation with a friend the other day, and this is what resulted. I'd like your reactions, if any. It seems to me that Executive Development requires a fundamentally different approach from the traditional design and delivery activities of a corporate training department. For one thing, you (Training Dept.) aren't likely to be the subject matter experts. Even if you are SMEs in areas that matter to execs, they're not likely to perceive you as such. Second, let me tell you a useful anecdote from Aetna. When Aetna Ed took on an Exec Ed role, they surveyed their audience. The result I found most interesting was this: Almost without exception what executives said they wanted for themselves was INFORMATION - but what their executive staff needed was EDUCATION. Talk to their staff and you heard the same thing: they wanted information for themselves but education for their staff. My advice to my Aetna Ed colleagues was that whatever you give them, you had better call it INFORMATION! Overall, it seems to me that the Executive Education role is much more one of brokering and even "travel agent." It's up to you to find out what the information/experience gaps are at the executive level, then find out who has the information to help close those gaps. Information sources could be consultants of course, or programs, but they could also be executives at other (non-competitor) companies who have faced, or are facing, similar challenges. Your role is as "match-maker." That role might include some preliminary research to confirm the match, planning to bring the parties together, and facilitation once they are together. Note that there's no "training" role at all, but I suspect a hekuva lot of learning would result. Not only would the executives learn, but by playing the facilitator role you could learn too - learning that could be valuable to you in terms of other activities you sponsor. Does this make any sense at all? Does it mesh with experiences you've had? - Stan Stanley E. Malcolm, Ph.D., Principal Performance Vision 17 Caffyn Drive, Marlborough, CT 06447 860-295-9711, FAX 860-295-1313 e-mail [log in to unmask] ------------------------------ Bric A. Wheeler, Director Center for Management Development Richard T. Farmer School of Business Administration Miami University, Oxford, Ohio 45056-1675 Voice: (513) 529-2132; Fax: (513) 529-6992 Net: [log in to unmask]; http://www.muohio.edu/~wheeleba/