Transcript
Page 1: A Performance DNA Leadership Model

Performance DNALeadership Model

Report

“Finding What’s Right to Fix What’s Wrong”

© 2008 Beacon Performance Group. All rights reserved.

Page 2: A Performance DNA Leadership Model

2

Purpose

• Review of Performance DNA approach

• Influence areas

• Presentation of DNA data/findings – Outcomes

• Relationship• Barriers and facilitators

– Key Work Processes (KWP)• Relationship• Weighting and ranking• Primary sources of difficulty/complexity

– KWP and tasks

• Influences and opportunities

• Uses of data: challenge to the team

• Review next steps

Page 3: A Performance DNA Leadership Model

3

Key Aspects of Performance DNA

• Focuses on identifying the BEST approaches to the role

• Directed at identifying the model of high performance for a role

• Follows a clear performance hierarchy:

– Outcomes are the result of;

– Key work processes that are comprised of;

– Tasks

• Entire performance model is impacted by Influencing Factors

Page 4: A Performance DNA Leadership Model

4

Terminology - Outcomes

Outcome - The end result (for a job performer) of performing a group of tasks that produces something valuable for an organization. An outcome must also be tied directly to producing something of value for the job and/or the organization as defined by the business goals. Outcomes are sometimes referred to as accomplishments or outputs of value.

• Enabling outcome – used to describe outcomes that must be achieved in order to reach the current level/role

• Foundational outcome – an outcome which is the basis for or a requirement for success in one or more successive outcomes

• Primary outcome – an outcome that is the result of multiple key work process and/or dependant on foundational outcomes

• Terminal outcome – an outcome that represents a significant role accomplishment and is supported by several other primary outcomes

Page 5: A Performance DNA Leadership Model

5

Enabling Outcomes identified in this analysis

• Influence beyond job role (up, down, & across)

• Demonstrated success at arbitration/negotiation

• A strong personal network /relationships across the organization

• Trusted advisor role--someone who has demonstrated ability to deliver on a promise

• Successful cross-functional projects at the regional level

• Proven broad base of technical ability (not a silo experience)

Page 6: A Performance DNA Leadership Model

6

Outcomes in Job Role

The following outcomes were derived for the Manager population:

• Foundational– An extended network of relationships – Clearly defined goals, initiatives and success criteria that link

strategy to execution

• Primary– Team members who are developed in their role and ready for the

next level – A team that is aligned on goals and initiatives – An effective team that consistently performs

• Terminal– Productivity, cost control and business goal attainment

Page 7: A Performance DNA Leadership Model

7

Relationship of Outcomes

An effective TEAM that consistently PERFORMS(Staffing/Development)

Productivity cost control and business GOAL ATTAINMENT

(Execution)

Extended NETWORK of relationships(Networking)

Clearly defined GOALS, INITIATIVES, and

SUCCESS CRITERIA(Planning)

Team that is ALIGNED on goals and initiatives

(Implementation)

Team members DEVELOPED beyond role

(Development)

FOUNDATIONAL PRIMARY TERMINAL

Page 8: A Performance DNA Leadership Model

8

Specific Barriers and Facilitators

Outcome Barriers FacilitatorsAn extended network of relationships

Lack of experience with internal partners

Blunt, direct, inflexible personality

Stakeholders are overwhelmed

Time

• Emotional intelligence from experience, training or personality

• Work experience in the job

• Fostering win/win opportunities

Clearly defined goals, initiatives and success criteria that link strategy to execution

• Inability to get management or team buy-in

• Lack of clear cross-functional perspectives (silos)

• Lack of manager's knowledge of team members' capabilities

• Too many "top priority" goals

• Hoshin planning processes used

• Visual and timely feedback

• A solid measurement process with a scorecard

• Ability to be highly strategic while maintaining a tactical focus

• Adequate resource planning in place

Page 9: A Performance DNA Leadership Model

9

Specific Barriers and Facilitators

Outcome Barriers FacilitatorsTeam members who are developed in their role and ready for the next level

• Viewed as 'secondary' to execution

• Resistance to development opportunities by leadership

• Resource/OPEX constraints

• Over-focus on execution; inadequate focus on people

• Ability to identify deficiencies

• A network that enables others

• Mentoring processes

• Ability as a manager to provide 'cover'

A team that is aligned on goals and initiatives

• Time to train managers in how to get alignment

• No (or little to no) training in leading and managing change

• Constant rush to execute

• "emotionally driven" leadership (knee-jerk)

• Unclear objectives from the next level

• Deliberate, scheduled, reviews that have thought-through goals

• Reviews that are supported by hard data and tied to outcomes

• Ability to "explain goals up and down the food chain"

Page 10: A Performance DNA Leadership Model

10

Specific Barriers and Facilitators

Outcome Barriers Facilitators

An effective team that consistently performs

• "Technical arrogance" and lack of "soft skills"

• Lack of cross-functional communications

• Mismatch between resources and plans

• Politics/conflicts often based on lack of shared expectations

• Prioritizing -- Lack of agreement on what's most important

• Ineffective or poor relationships

• Ability to listen and solicit the input/opinions/ideas of others

• Diversity of thought encouraged• Balance of individuality and team

alignment • Communicating and providing

feedback • Match of resources and planning • Prioritizing -- Agreement on what's

most important • Manager's knowledge of each team

member's personal strengths/weaknesses, preferences

• Ability to model values and emotional intelligence

• Time in job (experience)

Page 11: A Performance DNA Leadership Model

11

Specific Barriers and Facilitators

Outcome Barriers FacilitatorsProductivity, cost control and business goal attainment

• Environmental volatility

• Very little predictability

• Ebbs and flows in the business cycle

• Daily review

• Good communications cross functionally

• Strong relationships

• accountability cross functionally

• Critically dependent on having a high-performance team

Page 12: A Performance DNA Leadership Model

12

Terminology - Key Work Processes

• Key Work Processes (KWP) - Think of “work processes” as the major chunks or groupings of tasks that comprise the Key Performers (or exemplary performers) day-to-day work efforts and support the accomplishment of one or more outcomes.

• Key Performer (KP) – a job performer that produces the valuable outcomes (and results) required in the job more proficiently than others in his/her job, and these outcomes support the overall performance of the organization or department.

• Elements of KWPs used in the Performance DNA process:– Ranking criteria: % of total Job, Difficulty, Complexity, barriers, etc.– Information requirements- where it comes from, what it is, how it

used, etc.– Task list including the steps needed to be successful

Page 13: A Performance DNA Leadership Model

13

Key Work Processes (KWP)

•Communicating & coordinating across functional lines of business

•Managing yourself and your development processes

•Planning and strategic execution

•Manage tactical execution

•Building and developing teams that produce the desired goals

•Leading and empowering your team to support the strategic directions

The following Key Work Processes were derived for the Manager population:

Page 14: A Performance DNA Leadership Model

14

Relationship of Key Work Processes (KWP)

An effective TEAM that consistently PERFORMS(Staffing/Development)

Productivity, cost control and business GOAL ATTAINMENT

(Execution)

Extended NETWORK of relationships(Networking)

Clearly defined GOALS, INITIATIVES, and

SUCCESS CRITERIA(Planning)

Team that is ALIGNED on goals and initiatives

(Implementation)

Team members DEVELOPED beyond role

(Development)

FOUNDATIONAL PRIMARY TERMINAL

Communicating and coordinating across

functions(Communications)

Manage tactical execution(Implementation)

Building and developinga team

(Staffing & Development)

Leading and empoweringyour team

(Leadrship)

Managing yourself and your development

(Development)

Communicating and coordinating across

functions(Communications)

Planning and strategic execution(Planning)

Planning and strategic execution(Planning)

Manage tactical execution(Implementation)

Manage tactical execution(Implementation)

Building and developinga team

(Staffing & Development)

Leading and empoweringyour team

(Leadrship)

Managing yourself and your development

(Development)

Communicating and coordinating across

functions(Communications)

Managing yourself and your development

(Development)

Page 15: A Performance DNA Leadership Model

15

KWP Weighting and Ranking

• Each KWP is rated and ranked by the KP interviewed to provide a basis for comparison as the importance to success in the role.

• The following criteria are used:

– Difficulty

• Scale: (Very easy, Easy, Moderately Difficult, Very Difficult, Extremely Difficult)

– Complexity

• Scale: (Very simple, Simple, Moderately complex, Complex, Extremely complex)

– Percentage of Job

• KP estimate of total job time spent performing tasks related to this work process

Page 16: A Performance DNA Leadership Model

16

KWP Weighting and Ranking

Key Work Process % Job Difficulty Complexity

Communicating and coordinating across functions

10% Moderately Difficult

Complex

Managing yourself and your development

17% Very Difficult

Moderately Complex

Planning and strategic execution 14% Very Difficult

Extremely Complex

Manage tactical execution 24% Difficult Complex

Building and developing a team 21% Difficult Complex

Leading and empowering your team 14% Difficult Complex

Page 17: A Performance DNA Leadership Model

17

Primary Sources of KWP Difficulty/Complexity

KWP Sources of Difficulty Sources of ComplexityCommunicating and coordinating across functions

• The speed at which ABC operates

• Understanding of different cultures

• Knowledge of the organizational chart, who can assist, who to contact

• Inflexible attitudes in others• Volume/pressure of work• Steep learning curve for new

manager

• Understanding the needs of others you are going to have to work with

• Multiple relationships -- understanding each stakeholder and their motives and plans.

• People issues – such as no business experience.

• Managing multiple relationships globally

• Number of stakeholders perspectives that must be considered

Managing yourself and your development

• Lack of Time

• Competing priorities

• Unclear direction

• All the other responsibilities can take precedence

Page 18: A Performance DNA Leadership Model

18

Primary Sources of KWP Difficulty/Complexity

KWP Sources of Difficulty Sources of ComplexityPlanning and strategic execution

• ABC culture is heavily focused on this more than anything else

• Need to plan and communicate both strategically and tactically simultaneously

• Understanding the day-to-day, thinking about impact- what will happen tomorrow as a result of your decision today

• Time (lack of)• Quantity of different elements that

must be taken into consideration• Experience with planning and in

role(s)• Experience/skills in setting

direction

• Whiplash effect (continuous company direction changes)

• Gaining the team members buy-in to the goals and strategies

• Many different elements to be aware of and to follow-up on if needed

• Must have substantial role knowledge

• Substantial decision-making requirements

Page 19: A Performance DNA Leadership Model

19

Primary Sources of KWP Difficulty/Complexity

KWP Sources of Difficulty Sources of ComplexityManage tactical execution

• Lack of management and/or business experience

• Lack or experience in role (must understand operations)

• Managing with emotional intelligence (gauging where people are, reactions, motivation)

• Ongoing knowledge of team capabilities, preferences

• Complex relationship management

• Multiple priority management

• Changing plans coming from corporate offices

• Volume, nature, extent of decision making

• Overwhelming amount of data -- some ambiguous (knowing where to look)

• Insufficient network of people/resources (because they are changing quickly)

• Availability of time to build relationships

Page 20: A Performance DNA Leadership Model

20

Primary Sources of KWP Difficulty/Complexity

KWP Sources of Difficulty Sources of ComplexityBuilding and developing a team

• Demands ABC places on Managers (Execution)

• Upper management’s single focus on numbers and achieving goals

• Lack of any business experience of many people

• Putting execution constantly ahead of people

• Lack of experience within ABC (culture and contacts)

• Lack of hiring experience • Ability of manager in delegation

and alignment

• Infective communications – insufficient to impact performance

• Working with different personalities and backgrounds on team

• Balancing the team at the 80/20 rule

• Need for and use of some soft skills

• Need for hiring and other "people reading" skills

• Scale of organization and number of interactions

Page 21: A Performance DNA Leadership Model

21

Primary Sources of KWP Difficulty/Complexity

KWP Sources of Difficulty Sources of Complexity

Leading and empowering your team

• Working with different personalities and backgrounds on team

• There is not a class on this.• Dealing with interpersonal

relationships and motivation• Understanding how people

work together to win• Creating the time, interest and

support to celebrate successes

• Volume of work effort related to this

• Interacting with each individual as teaching moments and events occur

• Constant travel

Page 22: A Performance DNA Leadership Model

22

KWP and Tasks

• Communicating and coordinating across functional business groups– Establish regular and high quality communication with the Business

groups

– Conduct regular meeting with partners

– Deliver on commitments in timely fashion

– Build a strong ‘Triangle’ (Results, Perception and Exposure)

– Obtain cross functional experience

– Build your network of contacts

– Strengthen your network

– Maintain networks over time

Page 23: A Performance DNA Leadership Model

23

KWP and Tasks

• Managing yourself and your development – Establish/maintain a network of relationships – Establish and maintain mentor & coach relationships (formal and

informal)– Develop, update, track and communicate career goals and career

plan – Evaluate your progress and performance toward key goals– Develop and share personal IDP that is aligned with managers input– Communicate your personal values and career plans with your team– Involve others in giving feedback on your performance and gaps– Solicit performance feedback– Schedule self-development one-on-ones– Complete self-assessment(s)

Page 24: A Performance DNA Leadership Model

24

KWP and Tasks

• Planning and strategic execution– Analyze previous quarter

– Review business intelligence

– Review & align strategy

– Develop strategic plans

– Create quarterly plan

– Set monthly goals and plans

– Weekly forecasting

– Implement tracking mechanisms

– Communicate performance plans

– Develop/improve processes for team

– Complete OHRP with team members

Page 25: A Performance DNA Leadership Model

25

KWP and Tasks

• Manage tactical execution– Manage emails/phone calls

– Review & analyze daily reports

– Set up and act upon the daily targets

– Establish financial processes and measures

– Manage the product or deliverables

– Hold weekly staff meeting

Page 26: A Performance DNA Leadership Model

26

KWP and Tasks

• Building and developing a team– Forecasting hiring needs

– Hiring competent employees

– Creating a positive on-boarding experience

– Providing immediate feedback

– Creating skill building opportunities

– Tracking employee progress against IDP& performance measures

– Holding regular one-on-one meetings

– Completing weekly staff meeting

Page 27: A Performance DNA Leadership Model

27

KWP and Tasks

• Leading and empowering your team– Communicate alignment on goals and criteria

– Track performance against goals

– Set priorities

– Communicate and set expectations

– Manage to priorities

– Empower and support team members

– Build trust relationships

– Give timely recognition

Page 28: A Performance DNA Leadership Model

28

Influences and Opportunities - Outcomes

Outcome Influence Area Performance Opportunity

Extended network of relationships

• Talent Acquisition, Capacity

• ONBOARDING - Spend the first 60-90 days connecting with people that might be of assistance to your supporting your action plan

• Workplace and Social Context, Environment

• TOOL/SUPPORT - Regularly scheduled (facilitated?) meetings with key stakeholders

• Learning and Development

• TRAINING - Emotional intelligence training specific to networking, including how to adjust behavior to others

• JOB AID – guide to establishing networks• COACHING – Emotional intelligence

perspective and processes in place• TRAINING - Training for managing upwards

and cross-functionally • TRAINING/JOB AID/TOOL – how to find,

establish and gain the greatest advantage from mentors

Page 29: A Performance DNA Leadership Model

29

Influences and Opportunities - Outcomes

Outcome Influence Area Performance Opportunity

Clearly defined goals, initiatives and success criteria that link strategy to execution

• Learning and Development

• TRAINING/TOOL – Effective prioritization: Limiting the number of top-priority goals

• TRAINING/JOB AID – Metrics that matter – how to identify and focus on the metrics that drive success in role

• Process, Management and Structural Support

• PROCESS/TOOL – Identify and limit metrics to the critical few. “Too many metrics, monitored by too many people hurts the focus.” Provide tool to assist

• COMMUNICATION – Develop a consistent format for messaging from senior leadership down.

• Tools and Technologies

• COMMUNICATION TOOL – Tool for consistent delivery of critical messaging designed to drive consistency organizationally and ensure that ALL the necessary information has been transferred.

Page 30: A Performance DNA Leadership Model

30

Influences and Opportunities - Outcomes

Outcome Influence Area Performance Opportunity

Team members who are developed in their role and ready for the next level

• Learning and Development

• TRAINING/JOB AID - Train managers on how to leverage networks to identify development opportunities within ABC

• TRAINING/TOOLS - Train managers on simple framework for identifying development needs

• Process, Management and Structural Support

• ORGANIZATIONAL - Elevate status of development at ABC. This will require the buy-in of senior leadership

• ORGANIZATOINAL – Communicate equal priority for the company and individuals

• PROCESS – Embed development into goals metrics, reward and recognition

• PROCESS/TOOLS - Promote cross-training by peers organizationally and support with tools

Page 31: A Performance DNA Leadership Model

31

Influences and Opportunities - Outcomes

Outcome Influence Area Performance Opportunity

A team that is aligned on goals and initiatives

• Learning and Development

• TRAINING – formal and OJT – on building alignment

• TRAINING/JOB AID – Implementing, managing and leading change. The role as change agent.

• Process Management and Structural Support

• ORGANIZATIONAL /LEADERSHIP – Work to provide some stability in the messaging from leadership

• PROCESS – Integrate change management practices into leadership planning and messaging

Page 32: A Performance DNA Leadership Model

32

Influences and Opportunities - Outcomes

Outcome Influence Area Performance Opportunity

An effective team that consistently performs

• Learning and Development

• TRAINING - Train for emotional intelligence – assessing other’s reactions, motives and preferences – as well as other traits.

• TRAINING/JOB AIDS - Train and support multiple methods for managers to gather feedback from their team members and customers, e.g., facilitated Start/Stop/Continue meetings.

• Process, Management and Structural Support

• ORGANIZATIONAL - Foster culture where it’s valued to excel in role and not just want to move up.

• ORGANIZATIONAL PROCESS – Change/challenge the organizational requirement for constant role changes

• Talent Acquisition, Capacity

• HIRING/STAFFING - Staff teams with a mix of talent - individuals who want to stay in role and those who are on a ‘career path’

• SELECTION/ASSESSMENT – Develop selection criteria that incorporates emotional intelligence

Page 33: A Performance DNA Leadership Model

33

Influences and Opportunities - Outcomes

Outcome Influence Area Performance Opportunity

Productivity, cost control and business goal attainment

• Learning and Development

• TRAINING/JOB AIDS/PROCESS - Provide new managers guidelines/tactics for managing e-mail, e.g., setting expectations with team members, using rules.

• TRAINING/JOB AIDS/PROCESS - Provide new managers guidelines/training on creating structured meeting schedule to match responsibilities, team structure, and key relationships.

• Process, Management and Structural Support

• PROCESS/TOOLS - Increase IT systems resources/approvals or provide for alternative sources

Page 34: A Performance DNA Leadership Model

34

Influences and Opportunities - KWP

KWP Influence Area Performance OpportunityCommunicating and coordinating across functions

• Workplace and Social Context, Environment

• COMMUNICATION – establish regular informal communication to further the understanding of different cultures

• Learning and Development

• JOB AID – Road map of the organizational chart, who can assist, who to contact, resources, etc.

• TRAINING/JOB AID – How to manage multiple relationships and understanding stakeholder motives and plans

• TRAINING/TOOL - Managing multiple relationships globally

Managing yourself and your development

• Learning and Development

• TRAINING/TOOL – Managing multiple priorities

• Workplace and Social Context, Environment

• COMMUNICATION/PROCESS – Establish clear approach to setting and communicating direction

Page 35: A Performance DNA Leadership Model

35

Influences and Opportunities - KWP

KWP Influence Area Performance OpportunityPlanning and strategic execution

• Learning and Development

• TRAINING/TOOL – how to plan and communicate strategically and tactically simultaneously

• TRAINING – Strategic negotiation (focused on internal business partners)

• TRAINING/TOOL – how to gaining team members buy-in to goals and strategies

• Workplace and Social Context, Environment

• COMMUNICATION – increase the focus/awareness on people as the driving force with execution an important result

• Process, Management and Structural Support

• PROCESS – embed change management in leadership decision making, planning and communication

• CULTURE – Allow for longer role tenure to increase necessary role knowledge without career limitation

Page 36: A Performance DNA Leadership Model

36

Influences and Opportunities - KWP

KWP Influence Area Performance OpportunityManage tactical execution

• Learning and Development

• TRAINING/JOB AID – How to manage multiple relationships and understanding stakeholder motives and plans

• TRAINING - Train for emotional intelligence – assessing other’s reactions, motives and preferences – as well as other traits.

• TRAINING/TOOL – Managing multiple priorities

• Tools and Technologies

• Talent Acquisition, Capacity

• TOOL – assessment tool to ensure ongoing knowledge of team capabilities, preferences

• Process, Management and Structural Support

• Changing plans coming from corporate offices• PROCESS/TOOL – Identify and limit metrics to

the critical few. “Too many metrics, monitored by too many people hurts the focus.” Provide tool to assist

Page 37: A Performance DNA Leadership Model

37

Influences and Opportunities - KWP

KWP Influence Area Performance OpportunityBuilding and developing a team

• Learning and Development

• TRAINING/JOB AID – effective delegation and alignment techniques

• TRAINING - Train for emotional intelligence – assessing other’s reactions, motives and preferences – as well as other traits

• TRAINING/TOOL – hiring techniques, developing assessment criteria based on key performers

• TRAINING/TOOL - Managing multiple relationships and personalities globally

• Process, Management and Structural Support

• COMMUNICATION – broaden upper management’s single focus on numbers and achieving goals to include people and team development

• PROCESS/COMMUNICATIONS – establish communication directed at addressing or impacting performance

Page 38: A Performance DNA Leadership Model

38

Influences and Opportunities - KWP

KWP Influence Area Performance Opportunity

Leading and empowering your team

• Learning and Development

• TRAINING - Train for emotional intelligence – assessing other’s reactions, motives and preferences – as well as other traits

• JOB AID/TOOL – how to identify and use everyday events as individual teaching moments

• TRAINING/TOOL - Managing multiple relationships and personalities globally

• TRAINING - Understanding interpersonal relationships and motivation and how people work together to win

Page 39: A Performance DNA Leadership Model

39

Next Steps

• Review data and recommendations

• Identify actionable items– Develop strategy – Work with client to ID priorities around what can be done:

• immediately and has the greatest measurable impact

• Take longer and possibly cost more to implement

• Identify first MPS experiences– Determine roles– Draft design documents for any strategic items identified to ‘fix’

• Map current curriculum needs to Performance DNA data uncovered in analysis - confirm alignment– Correct, adjust or eliminate as needed

Page 40: A Performance DNA Leadership Model

Performance DNAFindings and

Recommendations

“Finding What’s Right to Fix What’s Wrong”

© 2006, 2007 Platinum Performance Group. All rights reserved.

Page 41: A Performance DNA Leadership Model

41

Mapping COMPANY Manager Courses to PDNA Findings

• Examine existing Courses for COMPANY Managers, focusing on purpose, learning objectives, and length

• Compare stated course information to Outcomes and Key Work Processes to:

– Align existing courses to Outcomes and Key Work Processes

– Reveal limited coverage and gaps

• Suggest next steps

Page 42: A Performance DNA Leadership Model

42

Outcomes with Some Existing Course Alignment

OUTCOMES

COURSES

Team members who are developed in their role and ready for the next level

An effective team that consistently performs

A team that is aligned on goals and initiatives

Coaching X X

Coaching & Feedback Skills X X

Develop Your Team X

Competency Based Interviewing X

Command Skills for Managers X

Lead First X

Feedback X X

COMPANY Value Proposition Learning Maps

Effective Communication X

Communicating Effectively with Direct Reports

X

Maximizing Team Performance X X

Managing Remote Team Members X

Page 43: A Performance DNA Leadership Model

43

Outcomes with no Existing Course Alignment

*Note: These are foundational outcomes and are the basis of, or a requirement for success of other outcomes.

OUTCOMES

COURSES

Extended network of relationships* Clearly defined goals, initiatives and success criteria that link strategy to execution*

Coaching

Coaching & Feedback Skills

Develop Your Team

Competency Based Interviewing

Command Skills for Managers

Lead First

Feedback

COMPANY Value Proposition Learning Maps

Effective Communication

Communicating Effectively with Direct Reports

Maximizing Team Performance

Managing Remote Team Members

Page 44: A Performance DNA Leadership Model

44

Outcome/Course Review Summary

• Need better coverage to help enable the Manager to produce the outcome: “A team that is aligned on goals and initiatives”

• Need coverage for foundational outcomes:

– “Extended network of relationships”

– “Clearly defined goals, initiatives and success criteria that link strategy to execution”

• Need to examine course material against KWP and Tasks where some coverage did exist, to determine if depth and extent of coverage is acceptable. Some course objectives suggest introductory or high-level coverage.

Page 45: A Performance DNA Leadership Model

45

A Deeper Look: Course Support for Key Work Processes

KWP

Courses

Building & developing your team

Leading & empowering your team

Communicating & coordinating across functions

Planning & strategic execution

Manage tactical execution

Managing yourself & your development

Coaching X X

Coaching & Feedback Skills

X X

Develop Your Team

X

Competency Based Interviewing

X

Command Skills for Managers

X

Lead First X

Feedback X X X

Page 46: A Performance DNA Leadership Model

46

Course Support for Key Work Processes, cont

KWP

Courses

Building & developing your team

Leading & empowering your team

Communicating & coordinating across functions

Planning & strategic execution

Manage tactical execution

Managing yourself & your development

Effective Communication

X

Communicating Effectively with Direct Reports

X X

Managing Remote Team Members

X

Maximizing Team Performance

X X

COMPANY Value Proposition Learning Maps*

X

* Do not have actual titles/content of individual maps; any mapping is just an assumption.

Page 47: A Performance DNA Leadership Model

47

KWPs Compared to Available “Contact Hours” of Relevant Training

KWP Difficulty Rating

% Total Job

Relevant* Training Contact Hours

Building and developing your team Difficult 21 35.5

Leading & empowering your team Difficult 14 93

Communicating and coordinating across functions

Moderately Difficult

10 0

Planning & strategic execution Very Difficult 14 3

Manage tactical execution Difficult 24 16

Managing yourself & your development Very difficult 17 0

Page 48: A Performance DNA Leadership Model

48

Summary of Key Work Process Course Support

• The following key work processes appear to be covered to some extent*:– Building & developing your team– Leading & empowering your team

• The following key work processes have very limited coverage– Planning & strategic execution– Manage tactical execution

• The following key work processes have no coverage– Communicating and coordinating across functions– Managing yourself and your development

*Note: Course material appears to be top-level, introductory material (such as is appropriate for new managers); additional interventions (courses, job aids, etc.) will be required to meet the needs of more experienced managers.

Page 49: A Performance DNA Leadership Model

49

Suggested Next Steps

• For key work processes that are aligned with one or more courses:– Examine existing course material to determine gaps in task coverage, even

for those key work processes that are aligned with an existing course– Identify new material to improve performance of tasks not currently covered– Determine most appropriate delivery mechanisms for new material

• For key work processes that are not supported by existing course material:– Review tasks for those work processes– Conduct PPG-COMPANY working analysis sessions to determine tasks

requiring some type of support– Identify new material to improve performance of these tasks– Determine most appropriate delivery mechanisms for new material

• Review “Influences & Opportunities” from “Findings slide set for early cut at additional Training, Job Aids, Coaching ideas– Align these with key work processes and refine design goals of each

• Build Curriculum Plan and Course Design for New Interventions