Passion Inventories &Learning PlansVince KellenVice President, Information Services (CIO)Faculty Lecturer, College of Comp...
PASSION                        Obsession                      EXCELLENCE© 2008 Vince Kellen
What is Passion? It is more than engagement, job-fit, organization-fit A strong desire, an emotional bond An identifica...
EXPERTS                         versus                      Non-Experts© 2008 Vince Kellen
Experts  Experts possess greater skills, make better judgments, perform        significantly better than non-experts  Ex...
Effort Needed to Become Experts                      Sport-Specific Practice and the Development of Expert Decision-Making...
This is a Simple Game                      Passion + Lots of Effort Over Time = Experts                                   ...
Passion methodology1. Elicit and assess         •      Assess a person’s passion, get the person to elicit their passion, ...
Spot the Passionate Person  Watch what they do with their free time  Watch their level of work activity. More hours may ...
Self-assessment and Passion                                                    High                                       ...
Passion for Leadership  False leadership passion           • People more often enjoy the idea of being a leader than actu...
Passion Outcomes                                  Team               ++                Expertise         Team Expertise =B...
Tidbits      Share all this with them!      Make sure they understand the rules of the passion “game”      Promote skil...
GREATNESS              DEMANDS              PASSION© 2008 Vince Kellen
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Passion Inventories

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Passion Inventories

  1. 1. Passion Inventories &Learning PlansVince KellenVice President, Information Services (CIO)Faculty Lecturer, College of Computing & Digital Media, DePaul UniversitySenior Consultant, Cutter Consortiumvkellen@cutter.com©2008 Vince Kellen
  2. 2. PASSION Obsession EXCELLENCE© 2008 Vince Kellen
  3. 3. What is Passion? It is more than engagement, job-fit, organization-fit A strong desire, an emotional bond An identification of the self in the task It can transcend the organization and the role It can look obsessive Is it another word for an addiction?© 2008 Vince Kellen
  4. 4. EXPERTS versus Non-Experts© 2008 Vince Kellen
  5. 5. Experts  Experts possess greater skills, make better judgments, perform significantly better than non-experts  Experts engage in more structured, deliberate and more challenging “practice” sessions of greater amount than non- experts  Experts do this deliberate practice for many years  Experts can look obsessive  Some form of deep passion drives experts© 2008 Vince Kellen
  6. 6. Effort Needed to Become Experts Sport-Specific Practice and the Development of Expert Decision-Making in Team Ball Sports, Joseph Baker And Jean Côté, School of Physical and Health Education, Queen’s University; Bruce Abernethy, School of Human Movement Studies, The University of Queensland© 2008 Vince Kellen Journal Of Applied Sport Psychology, 15: 12.25, 2003
  7. 7. This is a Simple Game Passion + Lots of Effort Over Time = Experts (plus coaching)© 2008 Vince Kellen
  8. 8. Passion methodology1. Elicit and assess • Assess a person’s passion, get the person to elicit their passion, reassess a person’s passion • Get the person to assess their own passion, jointly assess role/passion fit2. Develop and monitor • Build a learning plan, understand learning style; identify materials, resources, mentoring; schedule and fund activities; look for role; monitor • Look for premature “drift’ which can signify inaccurate passion identification3. Revisit and adjust • People can sustain themselves quite a long time on a well-identified passion. Younger employees require shorter durations, more experienced employees seem to prefer longer durations • Repeat 1 and 2 should passion begin to shift, otherwise anticipate and jointly discuss future passion shifts, schedule them! • Multiple assessors, multiple assessments© 2008 Vince Kellen
  9. 9. Spot the Passionate Person  Watch what they do with their free time  Watch their level of work activity. More hours may indicate more passion  See what they proudly display  Hear what the commonly talk about  Check their education history, current activity  Look for level of attainment and commitment  See if they engage in long-term skill development activities© 2008 Vince Kellen
  10. 10. Self-assessment and Passion High passion Diamonds Shooting Stars In the And Rough Rising Stars Inaccurate Accurate self-assessment self-assessment Lost Pluggers and and Confused Slackers Low passion© 2008 Vince Kellen
  11. 11. Passion for Leadership  False leadership passion • People more often enjoy the idea of being a leader than actually doing what a leader often does  True leadership passion in so-called “non-leaders” • Instinctual development of others, servant-leadership • Ability to work well with different personality types • Others can sense their passion • Reasonably good introspection • Senses and shapes the future • Can handle manage ambiguity, complexity • Possesses technical-human intelligence • Comfortable with politics, human imperfections, conflict© 2008 Vince Kellen
  12. 12. Passion Outcomes Team ++ Expertise Team Expertise =Benefit Superior ++ Passion Solution ++ Passion/role alignment ++ Team/passion ensemble ++ Team self-assessment Can individuals and teams accept being average? 0 ++ Cost© 2008 Vince Kellen
  13. 13. Tidbits Share all this with them! Make sure they understand the rules of the passion “game” Promote skilled, passionate people. This sends a strong signal Let your most passionate and skilled people share their problems, disagreements and displeasures, as difficult as it may be. Elicit this. Pay particular attention to those who have a passion for leadership. Do not promote passionate techies into leadership! Be open to redemption and late bloomers Check your own biases for your own likes/dislikes Among assessors, discuss each other’s biases Let people fail and try again Failing at leadership is an important part of learning to lead The passion identification/learning plan cycle leads to natural praise and leads to better managed difficult conversations regarding weaknesses. Make the passion the object of attainment and the weakness to opportunity to address. Moth to a flame Overtime, the system of passion management can become more self-regulating Leaders who manage this must truly enjoy seeing people improve and advance© 2008 Vince Kellen
  14. 14. GREATNESS DEMANDS PASSION© 2008 Vince Kellen

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