The L-C-S Model Goes Back to the Early 1990s

L-C-S Model – a Leadership – Core – Support Model of Managerial Performance.

It was constructed to be a Starting “Straw Model” for future consulting projects focused on analyzing Management Performance – and was based on a review of the 20+ Management Analyses done by myself and my two business partners at SWI – Svenson & Wallace Inc. – where I was an associate and then a partner for 15 years (1982-1997).

We spent two days in our conference room back in the day reviewing the extensive data sets from those 20+ projects. I adapted that model slightly for my own uses in the mid-1990s and used it at SWI, and then at CADDI Inc. (1997-2002).

And I have used and still use it at EPPIC Inc. It’s had … and got “legs” I think.

It was also central in the SWI 1994 book: The Quality RoadMap:

The book is out of print – but may be purchased used at Amazon (and I have a box of new copies in my office … somewhere).

Leadership AoPs – Areas of Performance

These are typically the province of Executive Management – but – as always – it depends. First Line Supervisors would be involved to a lesser extent – but again, as always it depends.

All of these Areas of Performance (AoPs) have very high potential for sharing Tools, SOPs, Training, etc., across all managers in an Enterprise.

That’s one of the primary purposes of the model – to identify the sharable and the unique AoPs.

For example, “how to” Policies, SOPs, Tools. Formats, Training for conducting and preparing the Strategic Plan (in sync with every other SP) could be shared. The content of a Strategic Plan of course would be different – but they would all be aligned and similar in format and organization.

The next three…

All of these Areas of Performance (AoPs) have very high potential for sharing Tools, SOPs, Training, etc., across all managers in an Enterprise.

For example, “how to” Policies, SOPs, Tools. Formats, Training for Communications – could be shared.

Again – that’s the primary purpose for using the model. To identify and support the sharable and the unique. And to treat them that way.

Core AoPs – Areas of Performance

These are typically the province of 1st line Supervisors – but – as always – it depends.

All of these Areas of Performance (AoPs) have very high potential for sharing some Tools across all managers in an Enterprise.

But only in a generic sense. SOPs would not be sharable for example. Some Tools and generic Training on using the Tools would be – but Planning and Assigning Sales work is different than Engineering work – as L&D work would be different than Recruiting work.

The next two…

What Core Work?

This is what makes these 4 AoPs unique – unless the Process is shared across one organization who owns it and others who support it. It’s purpose could be shared, how it’s measured could be shared, etc.

Support AoPs – Areas of Performance

These are typically the province of Middle Management – but – as always – it depends.

All of these Areas of Performance (AoPs) have very high potential for sharing Tools, SOPs, Training, etc., across all managers in an Enterprise.

For example – requesting a headcount budget increase, or conducting Progressive Discipline, would be the same across all managers.

The next two…

All of these Areas of Performance (AoPs) have high potential for sharing Tools, SOPs, Training, etc., across all managers in an Enterprise.

For example – ordering materials & supplies – would be the same. As would be requesting a capital expenditure.

It’s All About Performance

Understanding the Performance Competence Requirements is only part of it…

Once you Adopt and/or Adapt the model to the specifics of a particular Enterprise – you can get your ducks in a row regarding Policies, Procedures, Tools, Training, etc., etc.

All focused on enabling Performance Competence at every level: individual, team, organization and the entire Enterprise. Or – however many levels you might have.

And – I would organize all of the Performance Support items by this model/framework (after adapting as/if needed).

Adopt what you can and Adapt the rest.

Systematically Deriving the Enablers of Process Performance

Including but Beyond Knowledge/Skills.

Analyzing the Enabler Requirements of an Organization…

Examples of the Capture Formats That I Use

For the Human Assets…

For the Environmental Assets…

Resources

Scour this website using the Search function for many Free Resources, Blog Posts, etc., etc..

Or check out this 6 Pack of books… available as Paperbacks or Kindles.

For more information about this 6 Pack and some of my other book – please go – here.

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