How do you define Managerial Performance Competence?
This is how I start the “definition” process…and have used on 25 analysis efforts for Management/Leadership Curriculum Architecture Design projects…
Click on graphics to enlarge.
Below in the next graphic are my past Curriculum Architecture Design projects aimed at Supervisors and Management populations. Consulting staff that I developed handled dozens and dozens additional efforts, going back to the early 1980s.
My new book addresses this model of Performance Competence.
The book is targeted at management – and provides them with a guide for planning their own development – and can be used to create a development architecture of blended learning, both Formal and guided Informal, targeted at their Performance Competence.
This new book (2011) is an update of my book: Management Areas of Performance (written in 2004 and published in 2007):
Here is what early reviewers wrote in 2006 about the book published in 2007:
One of the great strengths of the book is that it is NOT about competencies. You make an outstanding point that there is more to the job than just possessing (or even exhibiting) competencies.
I really liked the book. Now, I have to be honest with you – it surprised me that I did. I have never been a fan of “workbook” type books that require me to do a lot of introspection and homework. Maybe that’s because I’m lazy, or maybe because they require me to accept the models in the book as I go along rather than deciding after I have read it all how well they will apply to my world. Whatever the case, when I saw how your book was organized, I figured I wouldn’t like the format and then I’d have to figure out how to tell you that.
But it didn’t happen that way.
I think it is because of the way the book is organized, and perhaps also because you keep things relatively simple. You don’t ask me to buy into a complicated and unusual model; but one that is pretty straightforward and logical. I also think that using the technique of directing people to the chapters that apply to them the most (as you do in Chapters 4 and 18, for example) prevents us from having to slog through work that we are not sure goes to the heart of our concerns. That is a brilliant move, and I wish more authors used the approach.
Thanks for the chapter summaries. They keep the reader on track and tell us what you as the author think are the key points of each chapter. The intros also do a great job of keeping us oriented.
The book reads easily and is very clear and concise.
Darlene Van Tiem
Tremendous performance management tool! Competence is key to inspiring, challenging, and coaching employees. Every leader should require Management Areas of Performance as part of a performance assessment empowering their managers to develop competencies, thus improving competitiveness and organizational effectiveness.
Comprehensive, well organized, and motivational.
Actually, I think that it is a terrific succession planning, career development, and employee development piece. You have presented, in detail fashion, the full set of competencies. You have not glossed over issues and made it a simple book.
Mark Graham Brown
Large government and corporate organizations continue to spend money on canned or custom-developed leadership programs that fail to produce effective managers. This book presents a proven methodology for determining the specific management competencies needed for success in your own organization. By using this approach, based on studies of your most effective managers, you will build the foundation of a program that will allow you to select and train a large cadre of effective managers and leaders.
I do like the way you have grouped the areas of performance. You have developed a useful tool and process to help identify, define, and evaluate managerial competencies.
How I spent my holiday weekend ….Actually several enjoyable hours of it were spent reading your new book! Congratulations on completing this comprehensive treatment of an essential subject. Here are some general impressions:
► It will be very useful as a handbook and desk reference for managers, especially newer ones
► I like the flexibility to access and use the sections most relevant to a current role or responsibility
► Some chapters will serve as excellent checklists, for example the troubleshooting ones
I found myself many times thinking, “I wish I had written this book when my management experiences were being tested and improved.”
I like the model. It will help organizations on several levels:
► Clarity of what should be the responsibility of each level of management
in the organization.
► The recognition that different individuals will be better at some of
these AoP’s than at others — and that is not only OK but that diversity
adds strength to the organization.
► A detailed description of the skills required of each role at the
individual contributor line as well as an assay of those skills at the
► A recognition of the time required at the Management Support level which
is seldom, if ever budgeted for by the organization but is just assumed
that we will find the time for it. I believe that upwards of 40% of my
time is spent just managing Human Assets.
I like where you are going with Management Areas of Performance and I believe it will prove a useful workbook for many who are trying to move beyond training and development and into the bright, glowing work of human performance technology. You can quote me on that, if you so choose.
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Management and Leadership Development is not about creating just inspiring leaders – it’s about creating leaders who themselves are Performance Competent.
The Management Areas of Performance book was updated in the late summer of 2011…and is available as both a paperback and as a Kindle…
For more info – please go here.
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