Replying to LO26858 --
Chris,
The only true measure of any training activity is the degree to
which it establishes long term and useful behavioral change. Therefore,
most training dollars are wasted on interesting "experiences."
Coaching is the effective way to go, IF the coaching program is of
high quality. Pay attnetion to "trainable" competencies, not
"pie-in-the-sky" stuff. Stay away from "untrainable" stuff like "Market
Intuition", not that it doesn't exist, but that you can't "train" it.
This kind of ability is best approached as a "selection" issue, using
customized selection profiles based on the analysis of concurrent
successful employees and statistically formulated "success" profiles.
Use competencies that have associated resource materials for use in
coaching activity. Use competencies that cover a wide spectrum of
leadership behavior, and select those competencies that match the general
position or level of expectation. Therefore, you may have several "sets"
of competencies within one organaization. Use an effective scaling
methodology to determine the most important and "true" competencies, not
the ones people think "should" exist, but the ones that really exist and
lead to organizational success. Support the "findings" with internal
focus groups (include the CEO, perhaps some Board members) to finalize the
selection of competencies at each level, or position. Find competencies
that deal with future organizational needs, not just current ones. Use a
combination of personality assessments, interviews, and 360 surveys
(surveys that have a method to detect response consistency, eliminating
"halo" and "black-ball" effects) with extensive feedbacks (7-8 hrs. long)
and year long (monthly, at a minimum) follow-up coaching, with a method to
measure actual behavioral change built into the program (usually a
"pre-post" 360 survey). Understand that coaching sessions can be over the
telephone, IF, and only IF, the feedbacks are extensive and of high
quality. Therefore, coaching can occur for those dispersed around the
world, once the "in-person" feedbacks are given and the deveopmental plans
are created and agreed to. Include both KSAs and "relational"
competencies in developmental plans. Teach their managers how to "coach,"
include them in the final minutes of the feedback session, and have them
take over the coaching role so the "professional program" can end at some
point. Expect to pay $5000. to $7000. per candidate, not counting the
continuation resources the organization may continuously use once the
coaching program is "over." Coach coaching candidates how to coach those
who report to them. But most of all, find consultants who are experienced
and love business activity and success. Find consultants who are
associated with other consultants so that a whole "team" of managers can
be exposed to the coaching program so that powerful performance synergies
will be created and supported by attitudinal inertia. Stay away from
frustrated therapists, (many of whom "hate" business) or most of your
coaching candidates will get in touch with their "feelings" very nicely,
but nothing will really change in terms of business performance
improvement and productivity.
Warm regards, David
David L. Hanson, Ph.D.
Consulting Psychologist
Business Performance Coach
Charlotte, NC
Coachline: 704-846-8129
In a message dated 6/22/01 10:36:44 PM Eastern Daylight Time,
Chris.Cigarran@amhealthways.com writes:
> The hardest part, obviously, is identifying the competencies.
>
> Any thoughts?
--Learning-org -- Hosted by Rick Karash <Richard@Karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>
"Learning-org" and the format of our message identifiers (LO1234, etc.) are trademarks of Richard Karash.