Should executives participate in management development programs?

Traditionally, participants of training classes weren't selected from all management levels. Executives and owners didn't participate in the same classes as line employees or supervisors. Middle managers preferred to attend sessions with other managers. Certainly part of this pattern was the desire of the participants.

However, given the trust and sharing that occurs in many training classes, particularly courses concerning management techniques and methods, it was felt that the mixing of management levels could prevent a high degree of candid sharing of information and examples.

Old biases and generalizations disappear slowly. Cost considerations have led many employers to standardize programs to a greater degree and to minimize expensive travel, consultants and other costly delivery methods. However, the distinctions remain to a degree.

Content of management development programs must reflect business needs. Each industry and each company have unique demands that dictate the content of appropriate training and development programs. In most instances, for example, financial expertise is necessary for a manager to be promoted; however, in a few industries, it's not necessary or important.

Further, in most corporations, one or a few individuals may be almost indispensable to the success of the business. Therefore, their deficiencies are offset by adding staff with those abilities and not by demanding that the star modify his or her behavior or add new skills. As a result, no fixed listing of skills, abilities and techniques exists for every manager in every business.

The principle for all training, including management development programs, is that the content must be needed by the business. There is no reason for a business to spend shareholders' money on activities that do not have a positive relationship to furthering business goals.