DIY = Do It Yourself – and DIT = Do It Together
This is the model my new book on Developing Your Management Areas of Performance Competence uses to frame your “Performance Competence” self-diagnoses and “Performance Competence” development planning efforts. Scan the graphic (click on it to make it bigger) and quickly assess “if these AoPs – Areas of Performance” in the boxes of the 3 tiers of the model – have anything at all to do with your current role as a manager – or your future role as a manager.
This model is an adaptation from one my consulting business partners developed in the mid-1990s after reviewing over 20 different sets of analysis data we had in our possession from Instructional Analysis efforts we had collectively conducted for building management Curriculum Architectures (Paths & Menus of performance-based content) – that produced what today are known as Learning Paths – for our F500 clients.
I’ve done many of these efforts myself.
25 in fact, since 1984 – but my efforts doing performance-based Curriculum Architecture Design projects go back to 1982. These are my 25…
My staff also did many more. And my clients’ staff that I trained also did numerous efforts for their management populations.
Here is an example of a performance-based T&D Path for Manager:
Each “box” on the Path represents a modular T&D Event – that is linked back to both the performance captured/articulated from the analysis efforts – and the systematically derived enabling knowledge/skills from the analysis efforts – all analysis typically completed in a 2-3-4 day team meeting with top performers, Master Performers – to build an authentic consensus model of Performance Competence – for managers or any Target Audience.
Performance Competence is defined/informed by the Stakeholders’ Requirements.
The key is that these Manager – and all – development efforts – didn’t just address the typical topics found in almost all leadership/management development efforts – it’s that it tied them all back to actual on-the-job performance in the first place – and in the last place.
Initially one could readily see how “any topic or task training” related back to the job – using this model.
And the terminal objectives all related back to on-the-job performance.
Level 2 evaluations could be about authentic performance capability rather than just knowledge demonstration. And Level 3 evaluations were also already clear about what performance transferred back to the job would/should look like – before any development was started.
My book – below – is intended to enable managers or future managers to self-assess and plan for their own development. It also provides a fairly inexpensive way for an organization to get everyone on the same page with linking their current development resources back to one model of managerial performance – for sharing. Making everything more effective and efficient. Hallmarks of good stewardship of shareholder equity.
For information about this new book (2011) – and if you are on the supplier-side of the development equation – my 5 other related books – please go here.
Or if you’d like to know about my Staff Development Workshops (formal), Coaching Sessions (less-formal), or general consulting services to conduct these types of efforts – please go here.
# # #