A Training Manager interested in our use of the outdoors, recently asked me: "Which is the more effective for management development, a land based programme or one run at sea?" Predictably the answer to such a black and white question is: "It depends" This article compares the two environments for management development programmes and provides a more comprehensive answer to the question.
The success of any programme using the outdoors is dependant upon the quality of two key ingredients: "The experience itself" and "the ability to translate that experience into an understanding of the management process which is relevant to the group at work".
For the past seven years Training in Action has been running programmes in both outdoor environments using a centre in the Dartmoor National Park for land based programmes and a 70-foot gaff rigged sailing yacht for those programmes run at sea.
Most courses on-board the yacht are based in the sheltered, inland waters of Plymouth sound. Distance sailing and sea sickness have no part to play in these programmes. Indeed, the key to success in management development "at sea" is to keep the sail training side of things in perspective. Effectively, a sailing yacht is simply there to provide a unique environment in which people can undertake problem solving tasks or experiment with leadership and team roles, in much the same way as they might from a land based venue.
So where are the differences?
- Secondary Skills
On a land based programme a number of incidental skills are accumulated during the week. The odd knot or ability to read north on a map might be useful to the task but they are irrelevant to the real objective and consequently get put to one side once the project has been achieved. On-board a boat these incidental skills build up during the course to provide the group with a valuable new resource - the ability to sail the boat. The development of these skills is not a prime objective but the exercises are designed in such a way to ensure that little pockets of specialist expertise are developed within the team. Drawing on this expertise and making it common knowledge is a coaching opportunity for the team. When this happens for the first time and the team takes full control of the boat, the thrill of achievement is electric.
- Reality
In this respect a 70-foot sailing yacht takes a lot of beating as a learning medium. Not only does the skipper have to manage the team - carefully matching his or her style of management to the individual needs and abilities within the team, but the boat doesn't stop just because you think it's time for a review! The issues are real, the environment is real and so are the rocks! Passenger ferries and other small craft go about their business, having a continual impact on the decisions which the "skipper" must make. Are the right people in the right place with the right information to make the right contributions? Pre-planning is put to the test and empowerment takes on a new meaning.
- Numbers
In general, boat programmes work better with smaller numbers. Land based programmes are more flexible in this respect, since you can sub-divide the group. On-board a boat, this is generally not possible. Moreover, the key team leadership role is acting as skipper and therefore to give everyone a meaningful opportunity, course sizes on-board the boat should generally not exceed 10 people.
- Novelty
Management development and team development is an on-going process. Where land based outdoor programmes have been successful, it is often a good idea to change the vehicle. After-all the principles remain the same, but a fresh environment in which to develop further can be beneficial.
- Cost
Generally no difference, since the boat is your accommodation as well as your vehicle for development.
Development programmes which use the outdoors will always have their critics and their supporters. Ironically the market has, to some extent, been it's own worst enemy, by misusing "the tools of its trade". If a management development programme held on board a boat turns into a sail training course, then the tail is wagging the dog and the client goes away disillusioned and dissatisfied.
It is a fine line, but one well worth exploring as the need for quality management development programmes demands a more and more imaginative approach from providers.