Revisiting My 2007 Book: Management Areas of Performance


This book presents a framework for analyzing management performance based on over 20 analyses of managerial performance conducted before 1994 and then used successfully a dozen or more times in Instructional Design efforts targeting management development.


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.

John Coné
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.

Judy Hale
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.

Margo Murray
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.”

Joe Sener
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
organizational level.
► 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.

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.

Frank Wydra
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.


This book is available as a Kindle and as a Paperback.

See all of Guy’s books on his Amazon Authors Page:


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