A Performance DNA Leadership Model

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A report generated for a client using the Performance DNA analysis methodology (part of ASTD's HPI program)

This report served as the foundation for a performance-centered leadership development curriculum for global talent.

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A Performance DNA Leadership Model

  1. 1. Performance DNA Leadership Model Report “ Finding What’s Right to Fix What’s Wrong” © 2008 Beacon Performance Group. All rights reserved.
  2. 2. Purpose <ul><li>Review of Performance DNA approach </li></ul><ul><li>Influence areas </li></ul><ul><li>Presentation of DNA data/findings </li></ul><ul><ul><li>Outcomes </li></ul></ul><ul><ul><ul><li>Relationship </li></ul></ul></ul><ul><ul><ul><li>Barriers and facilitators </li></ul></ul></ul><ul><ul><li>Key Work Processes (KWP) </li></ul></ul><ul><ul><ul><li>Relationship </li></ul></ul></ul><ul><ul><ul><li>Weighting and ranking </li></ul></ul></ul><ul><ul><ul><li>Primary sources of difficulty/complexity </li></ul></ul></ul><ul><ul><li>KWP and tasks </li></ul></ul><ul><li>Influences and opportunities </li></ul><ul><li>Uses of data: challenge to the team </li></ul><ul><li>Review next steps </li></ul>
  3. 3. Key Aspects of Performance DNA <ul><li>Focuses on identifying the BEST approaches to the role </li></ul><ul><li>Directed at identifying the model of high performance for a role </li></ul><ul><li>Follows a clear performance hierarchy: </li></ul><ul><ul><li>Outcomes are the result of; </li></ul></ul><ul><ul><li>Key work processes that are comprised of; </li></ul></ul><ul><ul><li>Tasks </li></ul></ul><ul><li>Entire performance model is impacted by Influencing Factors </li></ul>
  4. 4. Terminology - Outcomes <ul><li>Outcome - The end result (for a job performer) of performing a group of tasks that produces something valuable for an organization. An outcome must also be tied directly to producing something of value for the job and/or the organization as defined by the business goals. Outcomes are sometimes referred to as accomplishments or outputs of value. </li></ul><ul><li>Enabling outcome – used to describe outcomes that must be achieved in order to reach the current level/role </li></ul><ul><li>Foundational outcome – an outcome which is the basis for or a requirement for success in one or more successive outcomes </li></ul><ul><li>Primary outcome – an outcome that is the result of multiple key work process and/or dependant on foundational outcomes </li></ul><ul><li>Terminal outcome – an outcome that represents a significant role accomplishment and is supported by several other primary outcomes </li></ul>
  5. 5. Enabling Outcomes identified in this analysis <ul><li>Influence beyond job role (up, down, & across) </li></ul><ul><li>Demonstrated success at arbitration/negotiation </li></ul><ul><li>A strong personal network /relationships across the organization </li></ul><ul><li>Trusted advisor role--someone who has demonstrated ability to deliver on a promise </li></ul><ul><li>Successful cross-functional projects at the regional level </li></ul><ul><li>Proven broad base of technical ability (not a silo experience) </li></ul>
  6. 6. Outcomes in Job Role <ul><li>The following outcomes were derived for the Manager population: </li></ul><ul><li>Foundational </li></ul><ul><ul><li>An extended network of relationships </li></ul></ul><ul><ul><li>Clearly defined goals, initiatives and success criteria that link strategy to execution </li></ul></ul><ul><li>Primary </li></ul><ul><ul><li>Team members who are developed in their role and ready for the next level </li></ul></ul><ul><ul><li>A team that is aligned on goals and initiatives </li></ul></ul><ul><ul><li>An effective team that consistently performs </li></ul></ul><ul><li>Terminal </li></ul><ul><ul><li>Productivity, cost control and business goal attainment </li></ul></ul>
  7. 7. Relationship of Outcomes
  8. 8. Specific Barriers and Facilitators Outcome Barriers Facilitators An extended network of relationships <ul><li>Lack of experience with internal partners </li></ul><ul><li>Blunt, direct, inflexible personality </li></ul><ul><li>Stakeholders are overwhelmed </li></ul><ul><li>Time </li></ul><ul><li>Emotional intelligence from experience, training or personality </li></ul><ul><li>Work experience in the job </li></ul><ul><li>Fostering win/win opportunities </li></ul>Clearly defined goals, initiatives and success criteria that link strategy to execution <ul><li>Inability to get management or team buy-in </li></ul><ul><li>Lack of clear cross-functional perspectives (silos) </li></ul><ul><li>Lack of manager's knowledge of team members' capabilities </li></ul><ul><li>Too many &quot;top priority&quot; goals </li></ul><ul><li>Hoshin planning processes used </li></ul><ul><li>Visual and timely feedback </li></ul><ul><li>A solid measurement process with a scorecard </li></ul><ul><li>Ability to be highly strategic while maintaining a tactical focus </li></ul><ul><li>Adequate resource planning in place </li></ul>
  9. 9. Specific Barriers and Facilitators Outcome Barriers Facilitators Team members who are developed in their role and ready for the next level <ul><li>Viewed as 'secondary' to execution </li></ul><ul><li>Resistance to development opportunities by leadership </li></ul><ul><li>Resource/OPEX constraints </li></ul><ul><li>Over-focus on execution ; inadequate focus on people </li></ul><ul><li>Ability to identify deficiencies </li></ul><ul><li>A network that enables others </li></ul><ul><li>Mentoring processes </li></ul><ul><li>Ability as a manager to provide 'cover' </li></ul>A team that is aligned on goals and initiatives <ul><li>Time to train managers in how to get alignment </li></ul><ul><li>No (or little to no) training in leading and managing change </li></ul><ul><li>Constant rush to execute </li></ul><ul><li>&quot;emotionally driven&quot; leadership (knee-jerk) </li></ul><ul><li>Unclear objectives from the next level </li></ul><ul><li>Deliberate, scheduled, reviews that have thought-through goals </li></ul><ul><li>Reviews that are supported by hard data and tied to outcomes </li></ul><ul><li>Ability to &quot; explain goals up and down the food chain &quot; </li></ul>
  10. 10. Specific Barriers and Facilitators Outcome Barriers Facilitators An effective team that consistently performs <ul><li>&quot;Technical arrogance&quot; and lack of &quot;soft skills&quot; </li></ul><ul><li>Lack of cross-functional communications </li></ul><ul><li>Mismatch between resources and plans </li></ul><ul><li>Politics/conflicts often based on lack of shared expectations </li></ul><ul><li>Prioritizing -- Lack of agreement on what's most important </li></ul><ul><li>Ineffective or poor relationships </li></ul><ul><li>Ability to listen and solicit the input/opinions/ideas of others </li></ul><ul><li>Diversity of thought encouraged </li></ul><ul><li>Balance of individuality and team alignment </li></ul><ul><li>Communicating and providing feedback </li></ul><ul><li>Match of resources and planning </li></ul><ul><li>Prioritizing -- Agreement on what's most important </li></ul><ul><li>Manager's knowledge of each team member's personal strengths/weaknesses, preferences </li></ul><ul><li>Ability to model values and emotional intelligence </li></ul><ul><li>Time in job (experience) </li></ul>
  11. 11. Specific Barriers and Facilitators Outcome Barriers Facilitators Productivity, cost control and business goal attainment <ul><li>Environmental volatility </li></ul><ul><li>Very little predictability </li></ul><ul><li>Ebbs and flows in the business cycle </li></ul><ul><li>Daily review </li></ul><ul><li>Good communications cross functionally </li></ul><ul><li>Strong relationships </li></ul><ul><li>accountability cross functionally </li></ul><ul><li>Critically dependent on having a high-performance team </li></ul>
  12. 12. Terminology - Key Work Processes <ul><li>Key Work Processes (KWP) - Think of “work processes” as the major chunks or groupings of tasks that comprise the Key Performers (or exemplary performers) day-to-day work efforts and support the accomplishment of one or more outcomes. </li></ul><ul><li>Key Performer (KP) – a job performer that produces the valuable outcomes (and results) required in the job more proficiently than others in his/her job, and these outcomes support the overall performance of the organization or department. </li></ul><ul><li>Elements of KWPs used in the Performance DNA process: </li></ul><ul><ul><li>Ranking criteria: % of total Job, Difficulty, Complexity, barriers, etc. </li></ul></ul><ul><ul><li>Information requirements- where it comes from, what it is, how it used, etc. </li></ul></ul><ul><ul><li>Task list including the steps needed to be successful </li></ul></ul>
  13. 13. Key Work Processes (KWP) <ul><li>Communicating & coordinating across functional lines of business </li></ul><ul><li>Managing yourself and your development processes </li></ul><ul><li>Planning and strategic execution </li></ul><ul><li>Manage tactical execution </li></ul><ul><li>Building and developing teams that produce the desired goals </li></ul><ul><li>Leading and empowering your team to support the strategic directions </li></ul>The following Key Work Processes were derived for the Manager population:
  14. 14. Relationship of Key Work Processes (KWP)
  15. 15. KWP Weighting and Ranking <ul><li>Each KWP is rated and ranked by the KP interviewed to provide a basis for comparison as the importance to success in the role. </li></ul><ul><li>The following criteria are used: </li></ul><ul><ul><li>Difficulty </li></ul></ul><ul><ul><ul><li>Scale: (Very easy, Easy, Moderately Difficult, Very Difficult, Extremely Difficult) </li></ul></ul></ul><ul><ul><li>Complexity </li></ul></ul><ul><ul><ul><li>Scale: (Very simple, Simple, Moderately complex, Complex, Extremely complex) </li></ul></ul></ul><ul><ul><li>Percentage of Job </li></ul></ul><ul><ul><ul><li>KP estimate of total job time spent performing tasks related to this work process </li></ul></ul></ul>
  16. 16. KWP Weighting and Ranking Key Work Process % Job Difficulty Complexity Communicating and coordinating across functions 10% Moderately Difficult Complex Managing yourself and your development 17% Very Difficult Moderately Complex Planning and strategic execution 14% Very Difficult Extremely Complex Manage tactical execution 24% Difficult Complex Building and developing a team 21% Difficult Complex Leading and empowering your team 14% Difficult Complex
  17. 17. Primary Sources of KWP Difficulty/Complexity KWP Sources of Difficulty Sources of Complexity Communicating and coordinating across functions <ul><li>The speed at which ABC operates </li></ul><ul><li>Understanding of different cultures </li></ul><ul><li>Knowledge of the organizational chart, who can assist, who to contact </li></ul><ul><li>Inflexible attitudes in others </li></ul><ul><li>Volume/pressure of work </li></ul><ul><li>Steep learning curve for new manager </li></ul><ul><li>Understanding the needs of others you are going to have to work with </li></ul><ul><li>Multiple relationships -- understanding each stakeholder and their motives and plans. </li></ul><ul><li>People issues – such as no business experience. </li></ul><ul><li>Managing multiple relationships globally </li></ul><ul><li>Number of stakeholders perspectives that must be considered </li></ul>Managing yourself and your development <ul><li>Lack of Time </li></ul><ul><li>Competing priorities </li></ul><ul><li>Unclear direction </li></ul><ul><li>All the other responsibilities can take precedence </li></ul>
  18. 18. Primary Sources of KWP Difficulty/Complexity KWP Sources of Difficulty Sources of Complexity Planning and strategic execution <ul><li>ABC culture is heavily focused on this more than anything else </li></ul><ul><li>Need to plan and communicate both strategically and tactically simultaneously </li></ul><ul><li>Understanding the day-to-day, thinking about impact- what will happen tomorrow as a result of your decision today </li></ul><ul><li>Time (lack of) </li></ul><ul><li>Quantity of different elements that must be taken into consideration </li></ul><ul><li>Experience with planning and in role(s) </li></ul><ul><li>Experience/skills in setting direction </li></ul><ul><li>Whiplash effect (continuous company direction changes) </li></ul><ul><li>Gaining the team members buy-in to the goals and strategies </li></ul><ul><li>Many different elements to be aware of and to follow-up on if needed </li></ul><ul><li>Must have substantial role knowledge </li></ul><ul><li>Substantial decision-making requirements </li></ul>
  19. 19. Primary Sources of KWP Difficulty/Complexity KWP Sources of Difficulty Sources of Complexity Manage tactical execution <ul><li>Lack of management and/or business experience </li></ul><ul><li>Lack or experience in role (must understand operations) </li></ul><ul><li>Managing with emotional intelligence (gauging where people are, reactions, motivation) </li></ul><ul><li>Ongoing knowledge of team capabilities, preferences </li></ul><ul><li>Complex relationship management </li></ul><ul><li>Multiple priority management </li></ul><ul><li>Changing plans coming from corporate offices </li></ul><ul><li>Volume, nature, extent of decision making </li></ul><ul><li>Overwhelming amount of data -- some ambiguous (knowing where to look) </li></ul><ul><li>Insufficient network of people/resources (because they are changing quickly) </li></ul><ul><li>Availability of time to build relationships </li></ul>
  20. 20. Primary Sources of KWP Difficulty/Complexity KWP Sources of Difficulty Sources of Complexity Building and developing a team <ul><li>Demands ABC places on Managers (Execution) </li></ul><ul><li>Upper management’s single focus on numbers and achieving goals </li></ul><ul><li>Lack of any business experience of many people </li></ul><ul><li>Putting execution constantly ahead of people </li></ul><ul><li>Lack of experience within ABC (culture and contacts) </li></ul><ul><li>Lack of hiring experience </li></ul><ul><li>Ability of manager in delegation and alignment </li></ul><ul><li>Infective communications – insufficient to impact performance </li></ul><ul><li>Working with different personalities and backgrounds on team </li></ul><ul><li>Balancing the team at the 80/20 rule </li></ul><ul><li>Need for and use of some soft skills </li></ul><ul><li>Need for hiring and other &quot;people reading&quot; skills </li></ul><ul><li>Scale of organization and number of interactions </li></ul>
  21. 21. Primary Sources of KWP Difficulty/Complexity KWP Sources of Difficulty Sources of Complexity Leading and empowering your team <ul><li>Working with different personalities and backgrounds on team </li></ul><ul><li>There is not a class on this. </li></ul><ul><li>Dealing with interpersonal relationships and motivation </li></ul><ul><li>Understanding how people work together to win </li></ul><ul><li>Creating the time, interest and support to celebrate successes </li></ul><ul><li>Volume of work effort related to this </li></ul><ul><li>Interacting with each individual as teaching moments and events occur </li></ul><ul><li>Constant travel </li></ul>
  22. 22. KWP and Tasks <ul><li>Communicating and coordinating across functional business groups </li></ul><ul><ul><li>Establish regular and high quality communication with the Business groups </li></ul></ul><ul><ul><li>Conduct regular meeting with partners </li></ul></ul><ul><ul><li>Deliver on commitments in timely fashion </li></ul></ul><ul><ul><li>Build a strong ‘Triangle’ (Results, Perception and Exposure) </li></ul></ul><ul><ul><li>Obtain cross functional experience </li></ul></ul><ul><ul><li>Build your network of contacts </li></ul></ul><ul><ul><li>Strengthen your network </li></ul></ul><ul><ul><li>Maintain networks over time </li></ul></ul>
  23. 23. KWP and Tasks <ul><li>Managing yourself and your development </li></ul><ul><ul><li>Establish/maintain a network of relationships </li></ul></ul><ul><ul><li>Establish and maintain mentor & coach relationships (formal and informal) </li></ul></ul><ul><ul><li>Develop, update, track and communicate career goals and career plan </li></ul></ul><ul><ul><li>Evaluate your progress and performance toward key goals </li></ul></ul><ul><ul><li>Develop and share personal IDP that is aligned with managers input </li></ul></ul><ul><ul><li>Communicate your personal values and career plans with your team </li></ul></ul><ul><ul><li>Involve others in giving feedback on your performance and gaps </li></ul></ul><ul><ul><li>Solicit performance feedback </li></ul></ul><ul><ul><li>Schedule self-development one-on-ones </li></ul></ul><ul><ul><li>Complete self-assessment(s) </li></ul></ul>
  24. 24. KWP and Tasks <ul><li>Planning and strategic execution </li></ul><ul><ul><li>Analyze previous quarter </li></ul></ul><ul><ul><li>Review business intelligence </li></ul></ul><ul><ul><li>Review & align strategy </li></ul></ul><ul><ul><li>Develop strategic plans </li></ul></ul><ul><ul><li>Create quarterly plan </li></ul></ul><ul><ul><li>Set monthly goals and plans </li></ul></ul><ul><ul><li>Weekly forecasting </li></ul></ul><ul><ul><li>Implement tracking mechanisms </li></ul></ul><ul><ul><li>Communicate performance plans </li></ul></ul><ul><ul><li>Develop/improve processes for team </li></ul></ul><ul><ul><li>Complete OHRP with team members </li></ul></ul>
  25. 25. KWP and Tasks <ul><li>Manage tactical execution </li></ul><ul><ul><li>Manage emails/phone calls </li></ul></ul><ul><ul><li>Review & analyze daily reports </li></ul></ul><ul><ul><li>Set up and act upon the daily targets </li></ul></ul><ul><ul><li>Establish financial processes and measures </li></ul></ul><ul><ul><li>Manage the product or deliverables </li></ul></ul><ul><ul><li>Hold weekly staff meeting </li></ul></ul>
  26. 26. KWP and Tasks <ul><li>Building and developing a team </li></ul><ul><ul><li>Forecasting hiring needs </li></ul></ul><ul><ul><li>Hiring competent employees </li></ul></ul><ul><ul><li>Creating a positive on-boarding experience </li></ul></ul><ul><ul><li>Providing immediate feedback </li></ul></ul><ul><ul><li>Creating skill building opportunities </li></ul></ul><ul><ul><li>Tracking employee progress against IDP& performance measures </li></ul></ul><ul><ul><li>Holding regular one-on-one meetings </li></ul></ul><ul><ul><li>Completing weekly staff meeting </li></ul></ul>
  27. 27. KWP and Tasks <ul><li>Leading and empowering your team </li></ul><ul><ul><li>Communicate alignment on goals and criteria </li></ul></ul><ul><ul><li>Track performance against goals </li></ul></ul><ul><ul><li>Set priorities </li></ul></ul><ul><ul><li>Communicate and set expectations </li></ul></ul><ul><ul><li>Manage to priorities </li></ul></ul><ul><ul><li>Empower and support team members </li></ul></ul><ul><ul><li>Build trust relationships </li></ul></ul><ul><ul><li>Give timely recognition </li></ul></ul>
  28. 28. Influences and Opportunities - Outcomes Outcome Influence Area Performance Opportunity Extended network of relationships <ul><li>Talent Acquisition, Capacity </li></ul><ul><li>ONBOARDING - Spend the first 60-90 days connecting with people that might be of assistance to your supporting your action plan </li></ul><ul><li>Workplace and Social Context, Environment </li></ul><ul><li>TOOL/SUPPORT - Regularly scheduled (facilitated?) meetings with key stakeholders </li></ul><ul><li>Learning and Development </li></ul><ul><li>TRAINING - Emotional intelligence training specific to networking, including how to adjust behavior to others </li></ul><ul><li>JOB AID – guide to establishing networks </li></ul><ul><li>COACHING – Emotional intelligence perspective and processes in place </li></ul><ul><li>TRAINING - Training for managing upwards and cross-functionally </li></ul><ul><li>TRAINING/JOB AID/TOOL – how to find, establish and gain the greatest advantage from mentors </li></ul>
  29. 29. Influences and Opportunities - Outcomes Outcome Influence Area Performance Opportunity Clearly defined goals, initiatives and success criteria that link strategy to execution <ul><li>Learning and Development </li></ul><ul><li>TRAINING/TOOL – Effective prioritization: Limiting the number of top-priority goals </li></ul><ul><li>TRAINING/JOB AID – Metrics that matter – how to identify and focus on the metrics that drive success in role </li></ul><ul><li>Process, Management and Structural Support </li></ul><ul><li>PROCESS/TOOL – Identify and limit metrics to the critical few. “Too many metrics, monitored by too many people hurts the focus.” Provide tool to assist </li></ul><ul><li>COMMUNICATION – Develop a consistent format for messaging from senior leadership down. </li></ul><ul><li>Tools and Technologies </li></ul><ul><li>COMMUNICATION TOOL – Tool for consistent delivery of critical messaging designed to drive consistency organizationally and ensure that ALL the necessary information has been transferred. </li></ul>
  30. 30. Influences and Opportunities - Outcomes Outcome Influence Area Performance Opportunity Team members who are developed in their role and ready for the next level <ul><li>Learning and Development </li></ul><ul><li>TRAINING/JOB AID - Train managers on how to leverage networks to identify development opportunities within ABC </li></ul><ul><li>TRAINING/TOOLS - Train managers on simple framework for identifying development needs </li></ul><ul><li>Process, Management and Structural Support </li></ul><ul><li>ORGANIZATIONAL - Elevate status of development at ABC. This will require the buy-in of senior leadership </li></ul><ul><li>ORGANIZATOINAL – Communicate equal priority for the company and individuals </li></ul><ul><li>PROCESS – Embed development into goals metrics, reward and recognition </li></ul><ul><li>PROCESS/TOOLS - Promote cross-training by peers organizationally and support with tools </li></ul>
  31. 31. Influences and Opportunities - Outcomes Outcome Influence Area Performance Opportunity A team that is aligned on goals and initiatives <ul><li>Learning and Development </li></ul><ul><li>TRAINING – formal and OJT – on building alignment </li></ul><ul><li>TRAINING/JOB AID – Implementing, managing and leading change. The role as change agent. </li></ul><ul><li>Process Management and Structural Support </li></ul><ul><li>ORGANIZATIONAL /LEADERSHIP – Work to provide some stability in the messaging from leadership </li></ul><ul><li>PROCESS – Integrate change management practices into leadership planning and messaging </li></ul>
  32. 32. Influences and Opportunities - Outcomes Outcome Influence Area Performance Opportunity An effective team that consistently performs <ul><li>Learning and Development </li></ul><ul><li>TRAINING - Train for emotional intelligence – assessing other’s reactions, motives and preferences – as well as other traits. </li></ul><ul><li>TRAINING/JOB AIDS - Train and support multiple methods for managers to gather feedback from their team members and customers, e.g., facilitated Start/Stop/Continue meetings. </li></ul><ul><li>Process, Management and Structural Support </li></ul><ul><li>ORGANIZATIONAL - Foster culture where it’s valued to excel in role and not just want to move up. </li></ul><ul><li>ORGANIZATIONAL PROCESS – Change/challenge the organizational requirement for constant role changes </li></ul><ul><li>Talent Acquisition, Capacity </li></ul><ul><li>HIRING/STAFFING - Staff teams with a mix of talent - individuals who want to stay in role and those who are on a ‘career path’ </li></ul><ul><li>SELECTION/ASSESSMENT – Develop selection criteria that incorporates emotional intelligence </li></ul>
  33. 33. Influences and Opportunities - Outcomes Outcome Influence Area Performance Opportunity Productivity, cost control and business goal attainment <ul><li>Learning and Development </li></ul><ul><li>TRAINING/JOB AIDS/PROCESS - Provide new managers guidelines/tactics for managing e-mail, e.g., setting expectations with team members, using rules. </li></ul><ul><li>TRAINING/JOB AIDS/PROCESS - Provide new managers guidelines/training on creating structured meeting schedule to match responsibilities, team structure, and key relationships. </li></ul><ul><li>Process, Management and Structural Support </li></ul><ul><li>PROCESS/TOOLS - Increase IT systems resources/approvals or provide for alternative sources </li></ul>
  34. 34. Influences and Opportunities - KWP KWP Influence Area Performance Opportunity Communicating and coordinating across functions <ul><li>Workplace and Social Context, Environment </li></ul><ul><li>COMMUNICATION – establish regular informal communication to further the understanding of different cultures </li></ul><ul><li>Learning and Development </li></ul><ul><li>JOB AID – Road map of the organizational chart, who can assist, who to contact, resources, etc. </li></ul><ul><li>TRAINING/JOB AID – How to manage m ultiple relationships and understanding stakeholder motives and plans </li></ul><ul><li>TRAINING/TOOL - Managing multiple relationships globally </li></ul>Managing yourself and your development <ul><li>Learning and Development </li></ul><ul><li>TRAINING/TOOL – Managing multiple priorities </li></ul><ul><li>Workplace and Social Context, Environment </li></ul><ul><li>COMMUNICATION/PROCESS – Establish clear approach to setting and communicating direction </li></ul>
  35. 35. Influences and Opportunities - KWP KWP Influence Area Performance Opportunity Planning and strategic execution <ul><li>Learning and Development </li></ul><ul><li>TRAINING/TOOL – how to plan and communicate strategically and tactically simultaneously </li></ul><ul><li>TRAINING – Strategic negotiation (focused on internal business partners) </li></ul><ul><li>TRAINING/TOOL – how to gaining team members buy-in to goals and strategies </li></ul><ul><li>Workplace and Social Context, Environment </li></ul><ul><li>COMMUNICATION – increase the focus/awareness on people as the driving force with execution an important result </li></ul><ul><li>Process, Management and Structural Support </li></ul><ul><li>PROCESS – embed change management in leadership decision making, planning and communication </li></ul><ul><li>CULTURE – Allow for longer role tenure to increase necessary role knowledge without career limitation </li></ul>
  36. 36. Influences and Opportunities - KWP KWP Influence Area Performance Opportunity Manage tactical execution <ul><li>Learning and Development </li></ul><ul><li>TRAINING/JOB AID – How to manage m ultiple relationships and understanding stakeholder motives and plans </li></ul><ul><li>TRAINING - Train for emotional intelligence – assessing other’s reactions, motives and preferences – as well as other traits. </li></ul><ul><li>TRAINING/TOOL – Managing multiple priorities </li></ul><ul><li>Tools and Technologies </li></ul><ul><li>Talent Acquisition, Capacity </li></ul><ul><li>TOOL – assessment tool to ensure ongoing knowledge of team capabilities, preferences </li></ul><ul><li>Process, Management and Structural Support </li></ul><ul><li>Changing plans coming from corporate offices </li></ul><ul><li>PROCESS/TOOL – Identify and limit metrics to the critical few. “Too many metrics, monitored by too many people hurts the focus.” Provide tool to assist </li></ul>
  37. 37. Influences and Opportunities - KWP KWP Influence Area Performance Opportunity Building and developing a team <ul><li>Learning and Development </li></ul><ul><li>TRAINING/JOB AID – effective delegation and alignment techniques </li></ul><ul><li>TRAINING - Train for emotional intelligence – assessing other’s reactions, motives and preferences – as well as other traits </li></ul><ul><li>TRAINING/TOOL – hiring techniques, developing assessment criteria based on key performers </li></ul><ul><li>TRAINING/TOOL - Managing multiple relationships and personalities globally </li></ul><ul><li>Process, Management and Structural Support </li></ul><ul><li>COMMUNICATION – broaden upper management’s single focus on numbers and achieving goals to include people and team development </li></ul><ul><li>PROCESS/COMMUNICATIONS – establish communication directed at addressing or impacting performance </li></ul>
  38. 38. Influences and Opportunities - KWP KWP Influence Area Performance Opportunity Leading and empowering your team <ul><li>Learning and Development </li></ul><ul><li>TRAINING - Train for emotional intelligence – assessing other’s reactions, motives and preferences – as well as other traits </li></ul><ul><li>JOB AID/TOOL – how to identify and use everyday events as individual teaching moments </li></ul><ul><li>TRAINING/TOOL - Managing multiple relationships and personalities globally </li></ul><ul><li>TRAINING - Understanding interpersonal relationships and motivation and how people work together to win </li></ul>
  39. 39. Next Steps <ul><li>Review data and recommendations </li></ul><ul><li>Identify actionable items </li></ul><ul><ul><li>Develop strategy </li></ul></ul><ul><ul><li>Work with client to ID priorities around what can be done: </li></ul></ul><ul><ul><ul><li>immediately and has the greatest measurable impact </li></ul></ul></ul><ul><ul><ul><li>Take longer and possibly cost more to implement </li></ul></ul></ul><ul><li>Identify first MPS experiences </li></ul><ul><ul><li>Determine roles </li></ul></ul><ul><ul><li>Draft design documents for any strategic items identified to ‘fix’ </li></ul></ul><ul><li>Map current curriculum needs to Performance DNA data uncovered in analysis - confirm alignment </li></ul><ul><ul><li>Correct, adjust or eliminate as needed </li></ul></ul>
  40. 40. Performance DNA Findings and Recommendations “ Finding What’s Right to Fix What’s Wrong” © 2006, 2007 Platinum Performance Group. All rights reserved.
  41. 41. Mapping COMPANY Manager Courses to PDNA Findings <ul><li>Examine existing Courses for COMPANY Managers, focusing on purpose, learning objectives, and length </li></ul><ul><li>Compare stated course information to Outcomes and Key Work Processes to: </li></ul><ul><ul><li>Align existing courses to Outcomes and Key Work Processes </li></ul></ul><ul><ul><li>Reveal limited coverage and gaps </li></ul></ul><ul><li>Suggest next steps </li></ul>
  42. 42. Outcomes with Some Existing Course Alignment OUTCOMES COURSES Team members who are developed in their role and ready for the next level An effective team that consistently performs A team that is aligned on goals and initiatives Coaching X X Coaching & Feedback Skills X X Develop Your Team X Competency Based Interviewing X Command Skills for Managers X Lead First X Feedback X X COMPANY Value Proposition Learning Maps Effective Communication X Communicating Effectively with Direct Reports X Maximizing Team Performance X X Managing Remote Team Members X
  43. 43. Outcomes with no Existing Course Alignment *Note: These are foundational outcomes and are the basis of, or a requirement for success of other outcomes. OUTCOMES COURSES Extended network of relationships* Clearly defined goals, initiatives and success criteria that link strategy to execution* Coaching Coaching & Feedback Skills Develop Your Team Competency Based Interviewing Command Skills for Managers Lead First Feedback COMPANY Value Proposition Learning Maps Effective Communication Communicating Effectively with Direct Reports Maximizing Team Performance Managing Remote Team Members
  44. 44. Outcome/Course Review Summary <ul><li>Need better coverage to help enable the Manager to produce the outcome: “A team that is aligned on goals and initiatives” </li></ul><ul><li>Need coverage for foundational outcomes: </li></ul><ul><ul><li>“ Extended network of relationships” </li></ul></ul><ul><ul><li>“ Clearly defined goals, initiatives and success criteria that link strategy to execution” </li></ul></ul><ul><li>Need to examine course material against KWP and Tasks where some coverage did exist, to determine if depth and extent of coverage is acceptable. Some course objectives suggest introductory or high-level coverage. </li></ul>
  45. 45. A Deeper Look: Course Support for Key Work Processes KWP Courses Building & developing your team Leading & empowering your team Communicating & coordinating across functions Planning & strategic execution Manage tactical execution Managing yourself & your development Coaching X X Coaching & Feedback Skills X X Develop Your Team X Competency Based Interviewing X Command Skills for Managers X Lead First X Feedback X X X
  46. 46. Course Support for Key Work Processes, cont * Do not have actual titles/content of individual maps; any mapping is just an assumption. KWP Courses Building & developing your team Leading & empowering your team Communicating & coordinating across functions Planning & strategic execution Manage tactical execution Managing yourself & your development Effective Communication X Communicating Effectively with Direct Reports X X Managing Remote Team Members X Maximizing Team Performance X X COMPANY Value Proposition Learning Maps* X
  47. 47. KWPs Compared to Available “Contact Hours” of Relevant Training KWP Difficulty Rating % Total Job Relevant* Training Contact Hours Building and developing your team Difficult 21 35.5 Leading & empowering your team Difficult 14 93 Communicating and coordinating across functions Moderately Difficult 10 0 Planning & strategic execution Very Difficult 14 3 Manage tactical execution Difficult 24 16 Managing yourself & your development Very difficult 17 0
  48. 48. Summary of Key Work Process Course Support <ul><li>The following key work processes appear to be covered to some extent*: </li></ul><ul><ul><li>Building & developing your team </li></ul></ul><ul><ul><li>Leading & empowering your team </li></ul></ul><ul><li>The following key work processes have very limited coverage </li></ul><ul><ul><li>Planning & strategic execution </li></ul></ul><ul><ul><li>Manage tactical execution </li></ul></ul><ul><li>The following key work processes have no coverage </li></ul><ul><ul><li>Communicating and coordinating across functions </li></ul></ul><ul><ul><li>Managing yourself and your development </li></ul></ul><ul><li>*Note: Course material appears to be top-level, introductory material (such as is appropriate for new managers); additional interventions (courses, job aids, etc.) will be required to meet the needs of more experienced managers. </li></ul>
  49. 49. Suggested Next Steps <ul><li>For key work processes that are aligned with one or more courses: </li></ul><ul><ul><li>Examine existing course material to determine gaps in task coverage, even for those key work processes that are aligned with an existing course </li></ul></ul><ul><ul><li>Identify new material to improve performance of tasks not currently covered </li></ul></ul><ul><ul><li>Determine most appropriate delivery mechanisms for new material </li></ul></ul><ul><li>For key work processes that are not supported by existing course material: </li></ul><ul><ul><li>Review tasks for those work processes </li></ul></ul><ul><ul><li>Conduct PPG-COMPANY working analysis sessions to determine tasks requiring some type of support </li></ul></ul><ul><ul><li>Identify new material to improve performance of these tasks </li></ul></ul><ul><ul><li>Determine most appropriate delivery mechanisms for new material </li></ul></ul><ul><li>Review “Influences & Opportunities” from “Findings slide set for early cut at additional Training, Job Aids, Coaching ideas </li></ul><ul><ul><li>Align these with key work processes and refine design goals of each </li></ul></ul><ul><li>Build Curriculum Plan and Course Design for New Interventions </li></ul>

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