MAP/EXCEL

Managerial Assessment of Proficiency

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“Management Challenges for the 21st Century” by Peter F. Drucker

“Simply put, successful managers are capable of influencing human behavior towards organizational purpose and goals.”

“…90% of the skills and competencies required of effective managers transcend industries and markets.”

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What is MAP?

Assesses Managerial Competence Assesses Managerial Competence Assess Important Style CharacteristicsAssess Important Style Characteristics Video Scenario BasedVideo Scenario Based Short “Online” & Long “Class” VersionsShort “Online” & Long “Class” Versions

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Why MAP?

Built on a solid foundationBuilt on a solid foundation Virtually no competitionVirtually no competition Cost effectiveness for clientsCost effectiveness for clients Impressive normative baseImpressive normative base New pricing opportuntiesNew pricing opportunties Objective Competence & style measureObjective Competence & style measure

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Why MAP

Manager’s receive bulk of training $$Manager’s receive bulk of training $$ The largest % of Employees The largest % of Employees MAP at different stages of careerMAP at different stages of career

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Other Critical Factors for Management Success

Product knowledgeProduct knowledge Technical knowledgeTechnical knowledge Industry knowledge Industry knowledge Coping with changeCoping with change PersonalityPersonality Etc.Etc.

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What Is A Competency?

Correlates with successful job performance

Can be developed through training

KNOWLEDGE SKILLS

ATTITUDE

CO M PETENCY

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Competencies Measured by MAP

Administrative Managing Your Job

Time Management and Prioritizing Setting Goals and Standards Planning & Scheduling Work

Communication Relating to Others

Listening & Organizing Giving Clear Information Getting Unbiased Information

Cognitive Thinking Clearly

Identifying & Solving Problems Making Decisions, Weighing Risk Thinking Clearly & Analytically

Supervisory Building a Team

Training, Coaching & Delegating Appraising People & Performance Disciplining & Counseling

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Styles and Values Measured

Management Style

Theory X, Theory Y

Communication Response Style

Empathic, Critical, Searching, Advising

Personal Style

Thinker, Intuitor, Sensor, Feeler

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Where Did They Come From?

From studies conducted at…

AT&TIBMKodakMartin MariettaAmerican Management AssociationFord“Skills and competencies required of effective managers transcend industries…”

– Peter F. Drucker

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Step One Step FiveStep ThreeStep Two Step Four

How is MAP Administered?A Five-Step Process

Assessment

Interpretation

Planning

Training

Reassessment

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Constructing A Learning Architecture

Competency Modeling

Assessment

Training and Development

Individual Development Planning

Follow-up and Reinforcement

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Competency Outputs

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Management StylesManager’s…

View of Work

Theory X Theory Y

View of Workers

View of Self

Motivational Style

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Theory X / Theory Y Combo’s

High X High X ANDAND High Y = High Y =

High X High X OROR High Y = High Y =

Low X Low X ANDAND Low Y Low Y ==

Flexible, versatileFlexible, versatile

How you interact with How you interact with most peoplemost people

New to managing, New to managing, need trainingneed training

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Communication Response StyleEMPATHIC SEARCHING A non-judgmental

reply Understanding the

essential theme and/or feeling expressed

Stimulate others by being attentive, alert, interested

Avoids the temptation to give advice

Asks for additional information

Need more facts

Help get to root problems

Help others express themselves

Sometimes feels like interrogation

Timing of questions is important

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Communication Response Style (continued)CRITICAL ADVISING Expresses judgment or

evaluation Often perceived as a

threat Possible consequences:

A recommendation that tells others what to do

Often comes from: A desire to help

Pressure to produce

Ego

Possible consequences: Dependency

Bottlenecks

Others feel rejected/put down, becoming discouraged or angry

Others retreat or “clam up” to express feelings and emotions

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Communication Response Styles and Theory X/Y

EmpathicEmpathic SearchingSearching

AdvisingAdvising CriticalCritical

Theory Y (Adult)Theory Y (Adult)

Theory X (Parent)Theory X (Parent)

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J U D G M E N T

PERCEPTION

SENSOR

INTUITOR

THINKER

FEELER

Personal Styles

Uses principled reasoning,

logic and impersonal analysis to evaluate information and situations

Success criteria are sufficiency of data, validity and reasonableness

Perceives through the unconscious

Leaps from past, present to future possibilities

Perceives complex connections among various phenomena based on a “Gut Feeling”

Perceives through bodily senses

Focuses on concrete, tangible realities in the present

Trusts ideas supported by facts. Action/results oriented.

Uses empathy or personal values to make a judgment

Concerned about how a judgment/decision will affect others

Relationships are paramount

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Personal Styles

Flexing our style to adapt to another person’s perception of the situation…

Improves communication Motivates Maximizes team productivity Develops rapport and respect

for diversity

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Competencies Measured by MAP

Administrative

Managing Your Job

Time Management and Prioritizing

Setting Goals and Standards

Planning and Scheduling Work

Communication

Relating to Others

Listening & Organizing

Giving Clear Information

Getting Unbiased Information

Supervisory

Building A Team

Training, Coaching and Delegating

Appraising People and Performance

Disciplining and Counseling

Cognitive

Thinking Clearly

Identifying and Solving Problems

Making Decisions, Weighing Risk

Thinking Clearly and Analytically

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Analyzing Bill Taylor’s CompetenciesThe Administrative Competencies: Managing Your Job

Time Management and Prioritizing

Bill Taylor’s Actions Principles or Guidelines+ or -

Bill put the agenda on flipchart at start of meeting.

Bill extended his meeting without getting group agreement.

Bill gets Brian to take on the driver safety project.

Bill asked Brian how long the safety project would take.

Bill’s idea of Tony’s replacement overlapping him is unrealistic.

1. Set time estimates and limits.

2. Negotiate any schedule changes with those affected.

3. Delegate; don’t do it all yourself.

4. Involve those responsible in setting of due dates.

5. Check your estimates against reality.

+

–

+

+

–

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Analyzing Bill Taylor’s CompetenciesThe Administrative Competencies: Managing Your Job

Setting Goals and Standards

Bill Taylor’s Actions Principles or Guidelines+ or -

Bill explains at staff meeting why supervisors must submit goals.

Bill accepts Jim’s management planning form with activities and wishes as “goals”.The parent company’s management planning form uses percentages to show values of goals.Bill tells Jan that her goals aren’t part of the appraisal system.

Bill tells Brian the specific results of the driver safety program.

Bill agreed to Jan’s impossible goal of reducing errors to 0%.

Bill used Jim’s goals to get him to work with Shirley on Scheduling.

Set goals to manage resources effectively.

Distinguish between goals, activities, and wishes.

Prioritize goals and negotiate changes in value.

Goals are the basis for performance appraisal.

Define the goal in terms of specific outcomes.

Set challenging but achievable goals.

Define the goal in terms of specific outcomes.

+

–

–

–

+

+

+

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Relating Competencies toValues and StylesCOMPETENCIES tell us whatyou know how to do…

STYLES tell us a little about who you are …and what you are likely to do

Look for opportunities for matching styles to competencies

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Reading Group and Individual ProfilesFirst consider the Proficiency Composite Score, expressed as a percentile ranking. It compares participants’ scores to those in MAP’s database.

The Proficiency Composite Score provides an overall snapshot of an individual’s content knowledge of MAP’s 12 competencies.

50%

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Reading Group and Individual ProfilesNext… examine each cluster composite score.

Cluster composite scores are more focused than the Proficiency Composite score.

These scores permit a beginning under-standing of one’s strengths and weaknesses relative to other competency clusters.

50%

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Reading Group and Individual Profiles

The most helpful information comes from individual competency scores.

When related to styles and values scores, they become the basis for building an IDP.

50%

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Reading Group and Individual Profiles

50%

Theory X and Y scores offer insight into how work attitudes/beliefs/ values affect super-visory and managerial performance.

Remember…Theory X and Y are separate and distinct measures—one can be high, low or balanced in both.

Totaling the X and Y scores will not yield a result of 100%.

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Reading Group and Individual Profiles

50%Communication and Personal Style scores are useful in helping to understand the behavior of others and one’s self at work.

Style scores often explain or diagnose why an individual performed poorly in one or more of the competency areas measured by MAP.

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Reading Group and Individual Profiles

50%

The average team lead, supervisor or manager participating in MAP will likely find that his/ her scores will fall on or near 50%, illustrated by the red line.

50% means that performance on MAP was better than one-half of those who have already taken the assessment. It does not mean that one-half the items were answered incorrectly.

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MAP Group Composite Profile Interpretation

Where are we strong as a group?

If you were a training director making recommendations to senior management, where do we need to improve as a group?

Any surprises?

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MAP Competencies Wheel

Transfer scores from your MAP Profile to the wheel by changing percentiles to single digit numbers (73% = 7 OR 76% = 8)

█ = MAP Score

█ = Self-Rated Proficiency

█ = Relevance

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Individual Development Planning

Past development

Performance appraisal

Subjective evaluation

Objective assessment

Job needs analysis

Development options

Goals

Activities

Milestones

Support

Commitment

IDPProcess

IDPInput

IDPOutcomes

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Bill Taylor's IDP

Name: Dept./Unit/Location:Bill Taylor AdministrativeServices Dept.

Date ofEntry

Area Targeted forImprovement

(Competencies and Styles)

Goal to Be Met and/orProblems to Be Corrected

(Reason for Selecting)

Proficiency

Actual%

Desired%

Jan. Getting Unbiased Information:Encourage people to think out theirown ideas and not simply echo backwhat they know I want to hear.

People tend to say what they think Iwant to hear. My goal is to take timebefore phrasing questions and makesure to use neutral wording thatdoesn't show what I want to hear.

37 65

Jan. Thinking Clearly and Analytically MAP profile suggests that my thinkingmight be fuzzy. I probably need torecognize fallacies or faultyconclusions.

41 75

Jan. Time Management--planning my timeproactively rather than reactively.

I enjoy interruptions and often don'tsee a project, activity, or interviewthrough to completion. My goal is: (a)finish what I start, (b) don't start whatI can't finish, and (c) start valuableprojects and activities... not "fillers."

47 75

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Bill Taylor's IDP

Actions to be Taken(Including PersonsWho Will Help You)

TimePeriod

(continued)

Date ForEvaluating

Results

Go through EXCEL workshop when offered inthe Spring.

Get wife, manager, and staff to help me byreminding me each time I unwittingly ask thema leading question.

Take self-study program and read two booksthat have been recommended by friends.

Go through EXCEL workshop. Make up a "to do"list daily. Carry portable alarm clock and set it togo off hourly to remind me to check actions againstpriorities.

1st qtr.Jan. - Mar.

1st weekApril

End Feb.Early Feb.

1st qtr.Jan. - Mar.

1st weekApril

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Strategically Train Using MAP and EXCEL Together

Concentrated 4-hour training module for each of the 12 Competencies.

Stand-alone or seamless add-on to the MAP Assessment.

Fundamental training for team leads, supervisors, and managers.

Now available on CD also.

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Selling Points: MAP/EXCEL

Identifies individual areas of needIdentifies individual areas of need Eliminates unnecessary trainingEliminates unnecessary training The only assessment of its kindThe only assessment of its kind One of the oldest assessments of ANY kindOne of the oldest assessments of ANY kind Provides normed scoringProvides normed scoring Post-testing capability Post-testing capability Follow-on EXCEL modulesFollow-on EXCEL modules

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How to Market MAP/EXCEL Showcases Showcases = test drivesShowcases = test drives Historically done live Historically done live Can now be done via teleconferenceCan now be done via teleconference We may also do individual showcasesWe may also do individual showcases

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Handling Objections

““It’s too expensive”It’s too expensive”

““It takes too long”It takes too long”

““It doesn’t allow for others’ perspectives”It doesn’t allow for others’ perspectives”

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Installing MAP/EXCEL

Start with the middle, work downStart with the middle, work down Include top managers laterInclude top managers later They’ll tell you it doesn’t reflect their jobsThey’ll tell you it doesn’t reflect their jobs Tell them to take it anyway to support their Tell them to take it anyway to support their

manager participantsmanager participants

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The Selling Cycle

ShowcaseShowcase ProposalProposal Pilot session (minimum 10 participants, Pilot session (minimum 10 participants,

$400/person)$400/person) If license sale, installation program (trainer, If license sale, installation program (trainer,

material, and scoring included)material, and scoring included) May be months (or years) longMay be months (or years) long

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Selling MAP/Excel

$20,000 License$20,000 License 50 Managers, Excel Materials, Reassess50 Managers, Excel Materials, Reassess $100 per manager after the 50th$100 per manager after the 50th

Unlimited Use License Start at $4,900Unlimited Use License Start at $4,900 No Limit to amount of managersNo Limit to amount of managers Excel, DISC, PTI, SLTI, PS LeaderExcel, DISC, PTI, SLTI, PS Leader Unlimited Use, Unlimited CustomizationUnlimited Use, Unlimited Customization

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Associate 10K License

Purchase MAP/Excel material at list pricePurchase MAP/Excel material at list price One full set of MAP videotapesOne full set of MAP videotapes One Instructor’s Binder for MAP One Instructor’s Binder for MAP One full set of Managing To Excel Instructor materials One full set of Managing To Excel Instructor materials

including videosincluding videos One full set of Excel Participant WorkbooksOne full set of Excel Participant Workbooks 25 Managing to Excel Online "Units", six month access 25 Managing to Excel Online "Units", six month access

with usage to commencewith usage to commence FREE MAP/Excel CertificationFREE MAP/Excel Certification A credit for $500 (list) of HRD Press materials (Non A credit for $500 (list) of HRD Press materials (Non

MAP/ Excel)MAP/ Excel) TOTAL Value of Over $8,700TOTAL Value of Over $8,700

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The MAP Mentor Network

Help with Help with Certification trainingCertification training Marketing planMarketing plan Quarterly check-in phone callsQuarterly check-in phone calls Prospect conference callsProspect conference calls Proposal reviewProposal review

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Synergies in the Network

Share regional classroom showcasesShare regional classroom showcases Share online showcasesShare online showcases Follow up on each other’s leadsFollow up on each other’s leads Exchange marketing, sales, and closing ideasExchange marketing, sales, and closing ideas Conversion to ExcelConversion to Excel Share capabilities (i.e. e-mail brochures and Share capabilities (i.e. e-mail brochures and

WebEx meetings)WebEx meetings) Share specific industry info and experienceShare specific industry info and experience Share public, full-price MAP/EXCEL programsShare public, full-price MAP/EXCEL programs