Dear Friends,
I have been tasked with designing a Director's Development Programme for my company. We operate in the real estate sector. What parameters can be set to identify directors or high-level management eligible for the program? What topics or content should I include? Please help me.
From India, Calcutta
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I have been tasked with designing a Director's Development Programme for my company. We operate in the real estate sector. What parameters can be set to identify directors or high-level management eligible for the program? What topics or content should I include? Please help me.
From India, Calcutta
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Dear Priyam,
Is yours a Public Limited Company? If yes, then approach the Institute of Directors (IOD) in Bangalore. They conduct training programs related to quality subjects and the responsibilities of directors in public limited companies.
If your company is in the SME category, then I recommend conducting a training program on "Managership to Leadership." Directors should understand that they are no longer just managers and leadership at their level is quite different.
If your company is well-matured, then I recommend "Strategic Planning" for them. The number one issue is that many managers don't understand the difference between strategy and operational efficiency. The latter is often dismissed as the former. However, they should clearly understand this is not the case.
Classic examples of not understanding the strategic aspects of business are Kodak and our own Kingfisher Airlines, both facing strategic failures. Strategic foresight is a prerequisite for top management.
It is the directors' responsibility to create a culture of performance. For this, they should understand the concept of a "Performance Management System" very well. Many top management personnel do not know where to focus.
Lastly, it is the directors who shape the culture of the company. What kind of culture does your company have? Is it a culture of competitiveness, performance, ownership, innovation, values, change, welfare, or celebration?
I handle training on each of the above subjects except for what I mentioned about IOD. Confirm what kind of training your directors want. I am a senior faculty, and the age of the faculty would not be an issue for your directors.
Thanks,
Dinesh V Divekar
"Beware of false knowledge; it is more dangerous than ignorance."
From India, Bangalore
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8032Is yours a Public Limited Company? If yes, then approach the Institute of Directors (IOD) in Bangalore. They conduct training programs related to quality subjects and the responsibilities of directors in public limited companies.
If your company is in the SME category, then I recommend conducting a training program on "Managership to Leadership." Directors should understand that they are no longer just managers and leadership at their level is quite different.
If your company is well-matured, then I recommend "Strategic Planning" for them. The number one issue is that many managers don't understand the difference between strategy and operational efficiency. The latter is often dismissed as the former. However, they should clearly understand this is not the case.
Classic examples of not understanding the strategic aspects of business are Kodak and our own Kingfisher Airlines, both facing strategic failures. Strategic foresight is a prerequisite for top management.
It is the directors' responsibility to create a culture of performance. For this, they should understand the concept of a "Performance Management System" very well. Many top management personnel do not know where to focus.
Lastly, it is the directors who shape the culture of the company. What kind of culture does your company have? Is it a culture of competitiveness, performance, ownership, innovation, values, change, welfare, or celebration?
I handle training on each of the above subjects except for what I mentioned about IOD. Confirm what kind of training your directors want. I am a senior faculty, and the age of the faculty would not be an issue for your directors.
Thanks,
Dinesh V Divekar
"Beware of false knowledge; it is more dangerous than ignorance."
From India, Bangalore
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