1. Most people focus on developing their strengths or weaknesses, but development is most effective when focusing on middle skills, addressing overused strengths, and working around weaknesses. 2. There are three main types of development plans: self-paced, classroom-based, and on-the-job application, with the most impact coming from on-the-job assignments. 3. When selecting development needs to address, it's best to focus on competencies that are critical for success but an individual is only average at, important but untested, important but performed poorly, or a strength that is overused.

1. Development
Strategies

2. What Do Most People Focus On For Development?
1.Strengths?
2.Weaknesses?
3.Middle Skills?
4.Overused?

3. Types of Development Plans
Self-Paced,
Classroom and
On-the-Job
Application
 Work on a weakness
 Enhance a strength or middle skill
 Compensate for an overused strength
 Workaround a weakness

4. Beyond Self
Development

5. Fixing Needs
“Do all weaknesses need to be
‘fixed’?”
It depends…

6. Selecting Needs to Address
 Critical for success and I’m only AVERAGE at it.
 Critically important but I’ve never had the chance
to develop it (UNTESTED).
 Critically important, and I do it, but I do it poorly
(WEAKNESS) and it’s causing “noise”.
 I have it as a strength, but I OVERUSE it and it’s
causing “noise”.

7. Tackling Development
“How many competencies
should I work on?”
It depends…

8. How Development Works

9. Development Hierarchy
70% Assignments
20% People
10% Courses
Hardship

10. The Lessons of Experience Study
From 1974 – 1983 no one had studied:
 What people LEARN on the job
 What TRIGGERS learning
 What the KEY EXPERIENCES for growth are
 What specific factors lead to DERAILMENT

11. What People Learn From
70% Jobs
20% Other People
10% Training and Courses

12. Research: We Know
In the world of management and
leadership development, four
fundamentals (constants) have changed
little, if at all, over time.
1. The competencies that matter for leading in a new
and different situation
2. How these skills are learned and developed
3. Who is equipped to learn these skills
4. What it takes to make development work

13. What is Competency Modeling?
 A research-based approach to communicating
what is important for success
 A methodology to align individual performance
with strategy, goals and objectives
 A way to create a common language for talent
 The starting point for most talent management
solutions

14. Competency Models: Complications
 Research indicates that most organizations/leaders
identify the wrong competencies for success
 Most competency models that we see are too compound
– they try to cram lots of competencies into 5 – 10
statements
 Core competencies can’t define success across levels –
levels are unique and generally require 20 – 25
competencies for success

15. Leadership Architect Library Structure

16. What Most People Want…
What most people think…
 Attack the problem straight on
 Take a class or read a book
 Next job is more of the same only
bigger
 Functional area is my career sand
box
HEAT concept goes against the
grain from what most people want

17. What Most Successful Careers
Look Like
Reality...
 Learning comes from multiple channels
 Moves must stretch to be developmental
 Risk of failure is necessary
 Small failures teach the most and test resilience

18. CADP: Career Architect Development Planner, 5th edition
 A focus on long-term development
 Same content as FYI for Your Improvement,
but with four additional research-based
learning sections:
o Learning From More Feedback
o Learning From Develop-in-Place
Assignments
o Learning From Full-Time Jobs
o Learning More from Your Plan
 What is new?
o Remedy Questions and Action Statements
o Competency Connections
o Coaching Resource Guide
o Index

19. Assignmentology
Putting specific people in specific jobs
for the dual purpose of moving the
business forward now and developing
them for bigger assignments in the
future by addressing the gaps between
what they need in the future and what
they have now.

20. Design a Career Roadmap
 The competencies that add the most value
and when
 The competencies that will be hardest to
learn
 The competencies to temper or reign in
(The Diagnostic Map)
 and the best way to get opportunities to
learn
(The In-place Assignments)
 and the best ways to deepen the learning
and test the level of competence
(The Most Developmental Jobs)

21. Experiential Variety & Diversity
 Variety of scope, scale and type of
experience
 Difficulty due to complexity, unknowns or
people
 Diversity of types of work situations, people
types
 Stretching beyond natural talents and
comfort zone

22. Developmental Heat
First Time: For this person
Risky: Genuine Potential for
Failure
Highly Visible to Senior
Leaders

23. The Lominger Development Formula
 Determine the right competencies
(aligned with the business)
 Hire people who have them
 Promote people who can learn them
 Help existing people develop them

24. Lominger Talent Management FORMULA
 Selection
– Research what actually differentiates superior performance
– Then select for it
 Competency Feedback
– Research what actually differentiates performance, then
assess people against it
– 360° is a must for key leaders and high potentials
 Training and Development
– Research on what actually differentiates superior
performance
– Maniacally develop hard to develop skills
 Performance Management
– Create dialogue about what actually differentiates
performance
– Get rid of the low performers (sounds easy, most don’t)
 Succession
– Promote based on what actually predicts future
performance
– Manage the experiences that actually develop people

25. Our Process for
Successful Development
Leadership Commitment to
Develop Talent in the
Organization
Create Strategic
Competency
Framework
Enroll
Individuals
in the
Developmen
t Process
360° Assessment
of Competencies
& Boss
Assessment of
Learning Agility
Provide Feedback, Achieve
Acceptance and Personal
Motivation
Prioritize
Developmental
Needs
Create High
Impact
Development
Action Plans
Measure Growth
and Impact

26. QUESTIONS about
development?