MAP/EXCEL

1. MAP/EXCEL Managerial Assessment of Proficiency

2. “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.”

3. What is MAP? • Assesses Managerial Competence • Assess Important Style Characteristics • Video Scenario Based • Short “Online” & Long “Class” Versions

4. Why MAP? • Built on a solid foundation • Virtually no competition • Cost effectiveness for clients • Impressive normative base • New pricing opportunties • Objective Competence & style measure

5. Why MAP • Manager’s receive bulk of training $$ • The largest % of Employees • MAP at different stages of career

6. Other Critical Factors for Management Success • Product knowledge • Technical knowledge • Industry knowledge • Coping with change • Personality • Etc.

7. What Is A Competency? • Correlates with successful job performance • Can be developed through training

8. Competencies Measured by MAP • Time Management and Prioritizing • Setting Goals and Standards • Planning & Scheduling Work • Managing Your Job Administrative Communication • Listening & Organizing • Giving Clear Information • Getting Unbiased Information • Relating to Others Supervisory • Training, Coaching & Delegating • Appraising People & Performance • Disciplining & Counseling • Building a Team • Identifying & Solving Problems • Making Decisions, Weighing Risk • Thinking Clearly & Analytically Cognitive • Thinking Clearly

9. Styles and Values Measured • Management Style Theory X, Theory Y • Communication Response Style Empathic, Critical, Searching, Advising • Personal Style Thinker, Intuitor, Sensor, Feeler

10. Where Did They Come From? From studies conducted at… “Skills and competencies required of effective managers transcend industries…” – Peter F. Drucker IBM Ford Martin Marietta American Management Association AT&T Kodak

11. Interpretation Planning Training Reassessment Assessment How is MAP Administered?A Five-Step Process

12. Follow-up and Reinforcement Training and Development Individual Development Planning Assessment Competency Modeling Constructing A Learning Architecture

13. Competency Outputs

14. Management Styles Manager’s… Theory X Theory Y View of Work View of Workers View of Self Motivational Style

15. High X AND High Y = High X OR High Y = Low X AND Low Y= Flexible, versatile How you interact with most people New to managing, need training Theory X / Theory Y Combo’s

16. EMPATHIC SEARCHING Communication Response Style • 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

17. CRITICAL ADVISING Communication Response Style(continued) • 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

18. Empathic Searching Advising Critical Theory Y (Adult) Theory X (Parent) Communication Response Styles and Theory X/Y

19. 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

20. 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

21. 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

22. Bill Taylor’s Actions + or - Principles or Guidelines Analyzing Bill Taylor’s CompetenciesThe Administrative Competencies: Managing Your Job Time Management and Prioritizing 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. • 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. + – + + –

23. Bill Taylor’s Actions + or - Principles or Guidelines Analyzing Bill Taylor’s CompetenciesThe Administrative Competencies: Managing Your Job Setting Goals and Standards 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. + – + – + – +

24. Relating Competencies toValues and Styles COMPETENCIES tell us what you 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

25. Reading Group and Individual Profiles First 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%

26. Reading Group and Individual Profiles Next… examine each cluster composite score. Cluster composite scoresare 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%

27. Reading Group and Individual Profiles 50% The most helpful information comes from individual competency scores. When related to styles and values scores, they become the basis for building an IDP.

28. Reading Group and Individual Profiles 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%. 50%

29. Reading Group and Individual Profiles 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. 50%

30. Reading Group and Individual Profiles 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. 50%

31. 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?

32. 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

33. Past development Performance appraisal Subjective evaluation Objective assessment Job needs analysis Development options Goals Activities Milestones Support Commitment Individual Development Planning IDP Input IDP Outcomes IDP Process

36. 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.

37. Selling Points: MAP/EXCEL • Identifies individual areas of need • Eliminates unnecessary training • The only assessment of its kind • One of the oldest assessments of ANY kind • Provides normed scoring • Post-testing capability • Follow-on EXCEL modules

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

39. Handling Objections • “It’s too expensive” • “It takes too long” • “It doesn’t allow for others’ perspectives”

40. Installing MAP/EXCEL • Start with the middle, work down • Include top managers later • They’ll tell you it doesn’t reflect their jobs • Tell them to take it anyway to support their manager participants

41. The Selling Cycle • Showcase • Proposal • Pilot session (minimum 10 participants, $400/person) • If license sale, installation program (trainer, material, and scoring included) • May be months (or years) long

42. Selling MAP/Excel • $20,000 License • 50 Managers, Excel Materials, Reassess • $100 per manager after the 50th • Unlimited Use License Start at $4,900 • No Limit to amount of managers • Excel, DISC, PTI, SLTI, PS Leader • Unlimited Use, Unlimited Customization

43. Associate 10K License • Purchase MAP/Excel material at list price • One full set of MAP videotapes • One Instructor’s Binder for MAP • One full set of Managing To Excel Instructor materials including videos • One full set of Excel Participant Workbooks • 25 Managing to Excel Online "Units", six month access with usage to commence • FREE MAP/Excel Certification • A credit for $500 (list) of HRD Press materials (Non MAP/ Excel) • TOTAL Value of Over $8,700

44. The MAP Mentor Network • Help with • Certification training • Marketing plan • Quarterly check-in phone calls • Prospect conference calls • Proposal review

45. Synergies in the Network • Share regional classroom showcases • Share online showcases • Follow up on each other’s leads • Exchange marketing, sales, and closing ideas • Conversion to Excel • Share capabilities (i.e. e-mail brochures and WebEx meetings) • Share specific industry info and experience • Share public, full-price MAP/EXCEL programs