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Knight-Ridder Article REPRINTED FROM PERSONNEL JOURNAL By Victoria Larson #2606 Program Challenges Top Executives By providing a four-week leadership program for its high-potential executives, Knight-Ridder, Inc.is helping the company better manage change. hey were sinking. Even corporate change. database, which wasn't dependent though they weren't far In 1988, CEO Jim Batten rec o g n i z e d upon advertising revenue. But these f rom dry land, it was two issues that would impact the preliminary changes weren't enough. T obvious that the barre l s company's future dramatically. First, Batten and Ridder felt that the that kept their makeshift raft afloat when Batten and Knight-Ridder company’s top executives need to were coming untied—and the raft p resident Tony Ridder re v i e w e d fully understand the changes taking was falling apart. To reach their their HR planning strategy, they place in the external environment. destination, they knew that they all realized that during the next several To best steer the org a n i z a t i o n needed to work together. years there would be more senior- through the transition, they decided But this wasn't a crew with much level vacancies than there were to offer an executive education rafting experience. Rather, it was a individuals prepared to fill them. If program. g roup of executives from Miami- Knight-Ridder didn't aggre s s i v e l y based Knight-Ridder, Inc., racing develop its key people, it wouldn't Internal program meets across a swamp in the Florida Keys. have the re q u i red leadership to company's needs. Once Batten The hands-on outdoor experience navigate the business into the and Ridder determined the need for was helping to create a team mid-'90s. executive education, they could've e n v i ronment and establish tru s t Also, Knight-Ridder's market was sent the company's high-potential among participants for the rem a i n d e r evolving. As a global communications employees to university courses for of Knight-Ridder's four- w e e k company, Knight-Ridder is engaged executive development. Instead, Executive Leadership Program. in newspaper publishing, business they gave Rob Reed, Knight-Ridder's Companies across the United States news and information services, di r ector of training and development, a re implementing programs to newsprint manufacturing and cable the charter to create a program that empower employees at all levels of television. With rumors circulating would best meet the company's the organization. But Knight- of the Information Superh i g h w a y needs. Reed led the way in developing Ridder's program is different. Now and online services, Batten knew that a customized internal program for in its sixth year, the Executive the corporation's future success res t e d the corporation's high-potential Leadership Program is designed on its ability to adapt to the changes. editorial and business personnel. specifically for the company's top Batten and Ridder already had Reed says that his decision to make 150 to 175 managers and executives. taken some preliminary steps toward the program internal was based on By broadening and elevating their altering the corporation's business two primary concerns. First, the executive perspective, the Knight- s t r a t e g y. For example, they sold university programs that off e re d Ridder program helps participants Knight-Ridder's eight aff i l i a t e what Knight-Ridder needed cost both to focus on the strategic goals of television stations, allowing them to around $4,000 weekly per employee the organization and to prepare for purchase an online, user-subscribed and usually lasted five to six weeks. MAY 1994 PERSONNEL JOURNAL EXECUTIVE EDUCAT I O N Knight-Ridder was interested in changing, and their needs were for three qualities in each speaker. taking a less expensive appro a c h . shifting. For example, people had 1) They needed to be experts in M o re importantly, the corporation less time to read newspapers, and their areas. didn't want employees studying they were looking for other sources 2) They had to be flexible to what was happening at other of information. Knight-Ridder's program and create companies when they could, through · As a new class of competitors was the material specifically for the an internal program, focus on critical surfacing, such as online services, the company. strategic issues affecting Knight- industry was transforming. 3) They needed to be strong Ridder itself. "We wanted employees · Changes in technology were discussion facilitators and demand to focus on our history, our culture accelerating the rate of change in the participation from the program class and our values," Reed says. industry. members. Although executive education was · There was an underlying, yet The consultants supplied Reed an exciting new initiative at Knight- powerful, perceived conflict between with in-depth information on four or R i d d e r, the company already had achieving journalistic excellence and five candidates. From these, Reed established training as part of its maximizing shareholder value. narrowed the selection to three and corporate culture. Hundreds of Knight-Ridder determined that it then interviewed each on the tele- employees in lower levels of the needed to strengthen the executive phone. Knight-Ridder paid the final organization were attending multi- perspective of current and future two candidates to prepare a dry run day developmental programs each o rganizational leaders to addre s s of their seminars, which they year at the Knight-Ridder Institute of these issues. Before the late '80s, presented in front of a representative Training in Miami. Likewise, at 30 of Reed says that employees were group of 12 to 15 executives. Finally, Knight-Ridder's companies in North single-focused and saw departments a speaker was selected—but, even America and Europe, corporate- as competitors for the same scarce then, Reed often asked for a few trained line managers and human resources. Knight-Ridder wanted to changes in the presentation to better re s o u rces professionals conducted change that attitude. "We needed our meet the company's needs. skill-building programs in marketing, executives to be able to look out over Knight-Ridder followed these sales, journalism and pro d u c t i o n time, over divisions and over issues steps in selecting every speaker. The techniques. "There has been and will to embrace the whole organization," process for each one took approxi- continue to be a culture centere d Reed says. This became the primary mately two to three months, but Reed around learning," Reed says. goal of the educational effort. says that it was worth it: "When we With the help of Executive were done, we had speakers who The program's goal is to K n o w l e d g e Works, Reed created a knew more about our organization broaden perspectives. Reed's first f o u r-week program to accomplish and more about the quality of our step was to find someone to assist this goal. Because Knight-Ridder people." him in the design and creation of the had found classroom learning to be a Since 1988, more than 30 executives program. After much research, he successful training method in the have participated in the experience commissioned Executive Knowledge past, the bulk of the program is what each year. Each class, as the company Works, a consulting firm based in Reed calls "traditional," incorporating calls the participant group for each Chicago that specializes in the lectures, case work and a variety of annual session, is selected through design, development and implemen- interactive discussions. “It’s funda- Management Development Reviews. tation of executive education pro- mental, cognitive, intellectual pursuit Reed says that these reviews (which grams. in which a group of people sit down a re similar to management audits Before it was possible to begin and explore ideas, learn new concepts that support traditional succession planning the specifics, however, and apply what they learn to their planning) help the corporation identify Knight-Ridder needed to further own situations," Reed says. potential leaders through a written refine the critical business issues To provide the most successful and verbal review process. "Through defined by the CEO. To accomplish learning environment possible, these reviews, which are conducted this, Reed and the consultants held Knight-Ridder selected its speakers at each individual company by informational interviews with and learners care f u l l y. For each corporate and local officers and HR corporate officers and potential program, consultants from Executive people, we find people who are at the p rogram participants. The issues K n o w l e d g e Works searched its right stage in their careers to be part identified were: nationwide network for appropriate of the Executive Leadership · Knight-Ridder's customers were experts. In general, they were looking Program," Reed says. MAY 1994 PERSONNEL JOURNAL EXECUTIVE EDUCAT I O N Knight-Ridder tries to include and investing the time in themselves. of newspaper people." To provide executives from a variety of func- Batten also iterates the program's insight to the organization, five or six tional areas in each class. Diversity is purpose: "Upon completion of the N A S A s t a ff members, including also a concern: Reed's goal for the program, challenge us and help us astronauts, ground controllers and program is that each class include at think about the direction of the technicians, join the group for the least 10 women and five people from company." full week.
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