Several years ago, I sat through a UPF workshop conducted by one of our superb colleagues. I thought the workshop went well, but I also thought the participants -- all senior Captains and a disctrict commander -- didn't get it. What they didn't get, I thought, was why this document is important, what the relationships of the stuff on the UPF are, and how the information can help in strategic planning.
The workshop was fine. The form sucks.
So, I came back and built the GUPF. Here it is:
As you click through it, you'll see that one slide builds upon the next. Yes, it's pretty convoluted by the end, but...
Anyone who wants to try and create a different mental model, please have at it. We need to nail this so that we have a working mental model that appeals to various people and makes things easier to understand.
Leaders are always looking for good tools... A couple of years ago, I developed the OGMI model... while I'd posted the workshop process, I hadn't posted an example... well, you can now find it here.
Here's a job opening at the Milton Hershey School for an organizational development specialist!
Requisition Number 06-0016Sounds like an interesting job that any of us could take on with ease... ;-)
Description
This position serves in the role of internal consultant and facilitator for the MHS by applying the following areas of expertise: Diagnosing and translating high-level development needs in conjunction with implementing processes and systems to support leadership development skills and talent management throughout the School. This position works collaboratively with leaders and teams throughout the organization to design and implement initiatives which move the MHS strategic student success plan forward.
REQUIRED QUALIFICATIONS:
• Master’s Degree in Organization Development, Adult Learning, or related area.
• Minimum 5 years of experience in organization development, talent management or organization effectiveness.
• Minimum 3 years curriculum & instructional design, large-scale change implementation, and leadership development systems.
• Knowledge of web-based applications, on-line learning and performance management applications.
PREFERRED QUALIFICATIONS:
• Prior experience in implementing succession planning and performance management strategies within a corporate or academic environment.
Minimum Salary $49,730.00
Maximum Salary $62,160.00
After Steve's great presentation today, I thought it might be good to gather links to all the various higher authority plans and strategies with which we need to be familiar and put them all in one place. So I have.
You can go here and find the list.
If you can think of other documents which ought to be on the list, let me know, and I will add them. And, whoever can find official Evergreen stuff online, pass the URLs to me, please. For as much as we preach transparency, we seem to be hiding the meat of the Evergreen stuff.
Incumbent plans and conducts both short-term and long-range strategic studies and reviews other broad scale actions/projects associated with Futures Center goals, efficiencies, increased productivity and reduced manning which directly affect the resource posture and the accomplishment of the Futures Center mission. Assesses the impact of resource and programmatic constraints upon the Futures Center organizational structure, management systems, and/or utilization of personnel. Provides guidance and direction for areas of studies/projects. Establishes overall milestones, conducts meetings, and consolidates staff notes/comments for response to installations and activities. Directs Futures Center efforts in responding to taskings/inquiries from other MACOMS and HQDA and activities. Conducts or participates in conferences relative to resource and programmatic implications of proposed actions and or organizations.Job closes in 10 days; get to work on that application!
Hi, folks. We're doing something a bit different here at the MLCA staff with the ULDP. I thought you might be somewhat interested. Then, again, you might care less. In short, rather than administer the ULDP-36 to all hands, we used a focus group process. For full & detailed coverage on what we did and what the analysis showed, surf to A Place for My Papers.
Something is amiss; perhaps it is all part of some gigantic conspiracy; we're going to have to look into this. Here's the scoop: this year's Baldrige recipients have been named. Check out this list:
I know. I know. We dropped the "Q" in favor of PEC. Even so, I found this great site I wanted to recommend to everyone. I was stumbling (surfing) around the ASQ site and found this overview page that leads to pages on tools and organizational-wide approaches and four other helpful pages.
The "Q" stuff is still relevant and still helpful. Check it out.
Some of us have been using colored 3x5 cards to help facilitate teams/groups/meetings, particularly with reaching a group decision. Here's another use.
Not many of us on the hook this past Friday with G-CPD. Between client work and leave, I think only half a dozen of us were available.
A couple of items of note.
First, the restructuring of the Chief of Staff's Office. G-CQM is now G-CPD, Office of Performance Management & Decision Support. The new emphasis appears to be on everything (including performance management) leaning toward supporting decision making. Decision Support is to span the various programmatic stovepipes and create systems which allow for fact-based decision making across the enterprise. From the G-CPD intranet site, it looks like there are five teams in the office:
I'd been asked by Dan to write a little roles and responsibilities for organizational performance consultants to go into a new COMDTINST that is being drafted. You can find my first run at this here. Please take a look at it and, if you have any changes or suggestions, shoot them my way.
Thanks.
Well, this post isn't going to be tongue-in-cheek or an attempt to engage you for our September get-together.
I've been surfing the net and so struck by Katrina's wrath. My thoughts and prayers are with our shipmates in the Eighth, particular our colleagues Scott and Joy. I'm guessing that Scott's condo is under water; while I never had a chance to see the inside, from the outside, it looked like quite a place. In the warehouse district. First floor. And likely under water now.
I pray for our friends and their families.
Peace.
Here's one we're not going to be able to do... MLCLANT is hosting Chief Red Hawk on the 21st of September. He will be conducting a 90-minute session to kick off the MLC staff's leadership development program.
Red Hawk is a professional consultant and keynote speaker with 18 years of experience in the public and private sectors. He has lectured to government officials on diversity, leadership, and team building. He has written and developed motivational group programs, and facilitated organizational problem solving sessions. He has also contributed to developing training videos and training materials.So, if you want to fly in a couple days early, I can get you a seat at his presentation (0900 on 21 September at the Marriott in downtown Norfolk)... and perhaps we can arrange something special, too.
Red Hawk has extensive experience in the areas of managing diversity and cultural understanding. He has assisted in the design and implementation of system-wide programs in each of these areas. Hawk is a nationally known motivational keynote speaker on the topics of cultural diversity, issues of social change, and structural inequality. He has experience conducting complex workplace investigations, organizational problem solving, mediating employment disputes, and designing and presenting labor and employee relations training for managers and supervisors.
Wondering what you might be able to do in your off-time (that is, assuming that Chris and Danny let us have any down time at all)?
Did you know that Virginia Beach is home to the Association for Research and Enlightenment, the non-profit center dedicated to the life and work of Edgar Cayce, one of the most documented psychics of all time, a renowned mystic, and the "father of holistic medicine."
For forty-three years of his adult life, Edgar Cayce demonstrated the uncanny ability to put himself into some kind of self-induced sleep state by lying down on a couch, closing his eyes, and folding his hands over his stomach. This state of relaxation and meditation enabled him to place his mind in contact with all time and space. From this state he could respond to questions as diverse as, "What are the secrets of the universe?" to "How can I remove a wart?" His responses to these questions came to be called "readings" and contain insights so valuable that even to this day individuals have found practical help for everything from maintaining a well-balanced diet and improving human relationships to overcoming life-threatening illnesses and experiencing a closer walk with God.What's this have to do with Virginia Beach? Virginia Beach held special relevance to Edgar Cayce; his visions showed Virginia Beach would survive a cataclysmic event, and the city is now the home to the Association for Research and Enlightenment.
The Association for Research and Enlightenment, Inc. (A.R.E.), is the international headquarters for the work of Edgar Cayce (1877-1945), who is considered the best documented psychic of the twentieth century. Founded in 1931, the A.R.E. consists of a community of people from all walks of life and spiritual traditions who have found meaningful and life-transformative insights from the readings of Edgar Cayce. The mission of A.R.E. is to help individuals change their lives for the better by exploring concepts and ideas found in the Cayce work.The international headquarters of A.R.E. is in Virginia Beach, just a few (okay, about 30) blocks north of our hotel. The visitors' center hosts daily free lectures and activities. They also have a meditation garden which is open to the public.
And you thought we're just heading to po-dunk USA? Well, this past Sunday's New York Times' travel section had a write-up on good eats in Virginia Beach! Wrote Mimi Sheraton,
Beautiful eating, however, is the lure for me whenever I am beside the Chesapeake shores, in my experience the source of the world 's pearliest and most toothsome crab meat. That, after having sampled such highly touted specimens as Maine's peekytoe, the West Coast's Dungeness, Alaska's kings and snows, Florida's stone crabs (which I knew as Morro crabs in pre-Castro Cuba) and the crustacean delights of Venice, Louisiana, Kamchatka and Shanghai. As with lobsters when I am in Maine and oysters in Brittany, it was crabs that I built my daily meals on a recent five-day quest in Virginia Beach.We'll have to see what we can do.
Crustaceans aside, this entertaining seaside city is a repository of some of our country's earliest history as well as a relaxed beach-and-boardwalk resort, stylistically and economically hospitable to families. My goal, however, was to have as much of that silky, sweetly briny meat as possible, in the simplest and most classic preparations - steamed whole and spicy or mounded into puffy, meaty crab cakes, or as the tiny, supple soft-shells, preferably sautéed or lightly fried. The only noncrab tradition that fits such feasting is Hatteras clam chowder, the clear, clam-broth-based soup of the Outer Banks, modified neither with milk nor tomato and laden with clams, celery, onion and, usually, carrots, all cut in varying sizes from the chunkiest to the finely minced.
I'd been thinking maybe Captain George's, a seafood buffet place. Less expensive, perhaps, than Mimi's tastes. Here's what the Virginia Beach Convention & Visitors Bureau has to say about George:Only one place has truly captured the essence of the oceans. Captain George’s legendary buffet has been heralded up and down the East Coast as one of the best collections of fresh seafood and regional cuisine available. With over 70 items, fresh seafood cooked every way imaginable, traditional Greek dishes and desserts, beef and pasta dishes, and fresh vegetables are just a walk past the array of incredible buffet items will ensure a return visit.Get ready to eat, eh?
Located in rural Pungo, south of the resort area, Captain George’s has long been a place to bring friends all of your friends and kick back in a casually elegant dining room. You can enjoy the fare from the buffet, order smooth and icy fruit beverages from the bar, or select a vintage from our extensive wine list.
Here's our home for the last week of September!
Please make certain you make your reservations at the correct Marriott Courtyard (there are two in Virginia Beach). We're at Courtyard Virginia Beach Oceanfront/North 37th Street. The address is 3737 Atlantic Ave, right on the Oceanfront. Make your reservations by calling 757-437-0098, and be certain to tell them you're with the Coast Guard Performance Excellence Conference.
Get psyched; we're going to have an excellent conference.
Ok, so in Santa Clara, we all agreed to take on this project of creating a guide for the Performance Excellence Criteria. Being all about excellence, I, of course, have forgotten what I'm due to complete.
Ain't that just about par for the course?
The home office has tentatively set the following training dates for FY06:
CPEC (proposed)
03-04 Oct 2005, New London, CT
06-07 Oct 2005, D9 Cleveland, OH
13-14 Oct 2005, D14 Honolulu, HI
24-25 Oct 2005, D11/PAC Oakland, CA
26-28 Oct 2005, D5/LANT Portsmouth, VA
14-15 Nov 2005, D1 Boston
14-15 Nov 2005, D13 Seattle, WA
17-18 Nov 2005, HQ Ballston, VA
17-18 Nov 2005, D17 Kodiak, AK
28-29 Nov 2005, D7 Miami, FL
01-02 Dec 2005, D8 New Orleans. LA
CQA Examiners (proposed)
23-27 Jan 2006, New London, CT
30 Jan - 03 Feb, 2006, Oakland, CA
06-10 Feb 2006, New London, CT
13-17 Feb 2006, Ballston, VA
QPC basic (proposed)
14-25 August 2006, New London, CT
Team Leader & Facilitator (scheduled so far)
17-21 October 2005, ISC San Pedro, CA
31 Oct - 04 Nov 2005, Norfolk, VA
Stole these from George's newsletter...
CPEC Dates Location
---------- --------
07-08 Oct D8
18-19 Oct D13
21-22 Oct D11 / PAC
09-10 Nov D1
15-16 Nov D7
18-19 Nov HQ
01-02 Dec D17
01-02 Dec CGA
07-08 Dec D9
09-10 Dec D5 / LANT / MLCA
13-14 Dec D14
CQA Training Location
------------ --------
03-07 Jan New London
10-14 Jan Washington, DC
24-28 Jan New London
31Jan-04 Feb Alameda
18-21 Jan LANT Mini-Conference @ Atlanta
Hey, guys, this one is too good to pass up:
MANAGEMENT SPECIALIST
GG-0343 -13
$69,762 - $90,692 per Annum
Announcement Number: NE4-0343-13-CIPO-0211
Open Date: 09/15/2004
Closing Date: 09/29/2004
Salary Range
$69,762 - $90,692 per Annum
Job Location(s)
Norfolk, VA
About the Job
This position is located at Joint Forces Intelligence Command, Plans and Programs Directorate (DP), Requirements and Program Management (DP1), Norfolk, VA.
Serves as a Team Leader.
With minimal to no supervision, develops and maintains a Performance Management and the Balanced Scorecard program throughout the Plans and Programs Directorate and the Command.
Develops and implements a program to provide ongoing monitoring and reporting of, but not limited to, operational performance, cost and utilization, labor productivity, major initiatives in alignment with strategic direction, outcomes, quality and other key metrics associated with alignment and accomplishment of directorate, division, branch, individual and command-wide missions, functions, processes, products, and services.
Responsible for overall implementation of the balanced scorecard at the command-wide level and then cascading the scorecard down from the command level, through the directorate and division levels, down to the individual level, working with all personnel in the command to understand and fully implement the program.
This effort includes training command personnel in the use, effectiveness, and application of the Balanced Scorecard or other performance management techniques.
This position will be instrumental in working with individuals, groups, and cross-matrixed teams to improve overall performance and mission accomplishment.
This position will work specifically with other DP1 requirements managers/analysts to develop specific performance metrics associated with transformation and future intelligence requirements accomplishment.
Assist the strategic planners with strategy mapping and strategic objectives development and implementation.
This position must have a total understanding of the intelligence cycle and be fully conversant and experienced in the full spectrum of Intelligence functional areas and methodologies so the performance management and improvements will have a positive effect on intelligence transformation.
Proficient and experienced oral and verbal presentation skill are a must.
The Team Leader will ensure the other performance management analysts exhibit a proactive approach to the development, implementation and training of command personnel in all aspects of metrics, accountability, performance improvement, Balanced Scorecard, and performance management. Other methodologies, such as Six Sigma, and CMMI should be incorporated as required. Other duties as assigned.
Who May Apply
All Qualified Candidates Nationwide
See Navy Jobs to apply; search by Announcement Number.
Recommended reading: The Power of the 2 x 2 Matrix : Using 2x2 Thinking to Solve Business Problems and Make Better Decisions. Hopefully we'll all get copies in September at the conference. If not, worth spending your own funds to get a copy.
Richter and I have never met a model we didn't like... ;-)
Well, folks, here I am attending QPC Basic. Danny and Chris decided I needed a little re-training, so they sent me back here to the LDC. I'm not sure how they figured that would help as it's pretty darn difficult to teach an old dog new tricks. But, nonetheless, here I am.
In truth, this has been a good two weeks, allowing me to refocus on what I and we are doing; it's also given me an opportunity to meet some new QPCs and some "quality professionals." Last week Charlie had me on the podium covering some consulting basics such as aligning and consulting, so I got a chance to poison the class. ;-)
I have picked up a slew of stuff, including this little gem: Let's make meetings GREAT!
Well, fellow performance consultants... wondering what life might bring after a tour or two as a performance consultant... check this out!
I learned today that my colleague was "let go" earlier this week. Currently serving as a consultant in southern Florida, he was told yesterday that his employment was being terminated at the close of business yesterdy. I am devastated? An excellent consultant, a knowledgeable consultant, he helped our organization in a myriad of ways. Let go not for ethical breach, but for some nearly non-descript reason, he's out on the street.
My question I'll post here (and I'll vent at my Tidewater Musings) is this: What are we really about? Our we about getting and keeping and developing excellence? Or is that something we just claim to be about, when we are really about pettiness and power and fear?
Michael, perhaps you are correct (see his "Conspiracy Theories Abound" posting below... from 11/06/2003)
Received from Dorothy W:
I read a couple of your later entries on your blog regarding the decline in QPC references and the Leadership initiative message from the Area Commander. Although I am new to the organization and the position, I am very familiar with the "quality movement." As a "newbie" with the Coast Guard, here are my thoughts on this:
One of the key outcomes for QPCs, as I see it, is to make the application of "best methods" a part of everyday management in the Coast Guard. I do not necessarily see that as a continuous use of the terms and program we are a part of. As more and more units use the criteria as a tool and apply the core principles of the criteria, the "program" becomes less important. Whether it is called ethical leadership, caring management, passionate and compassionate commanders, assessments of readiness, teamwork, listening to your people, taking care of "the little things," thinking in terms of the "what if type scenario," or "individual and team effectiveness," each application of these principles is an application of quality criteria in another dress. I do not see a decline in the need for QPCs, but an increase in demand for teaching and providing the techniques to make this happen. This is a good thing.
Because "Quality" is an '80's word and TQM miss-application has left some people with a negative impression of the word, I am not overly concerned about the lack of inclusion of these terms in any message dealing with Leadership. I certainly don't want to see us slip back into using "management" as our goal, but if that term can grow to encompass true Leadership and quality management, then we will have succeeded in our mission. After all, "a rose by any other name is still a rose."
Take heart, dear fellow PEC people: it doesn't have to be you getting canned for blogging... Let's keep it work focused on helping encourage performance excellence... For my other musings, well, you'll have to look elsewhere...
This is what I did today with the LANT-side ISC Commanding Officers and the MLCA Commander & Deputy Commander...
Moving Beyond Measuring for Measurement’s Sake – A Model of Outcome-based Measures
(a facilitated exercise)
As we continue to implement the Coast Guard’s management framework, as specified in the Commandant’s Performance Excellence Criteria (COMDTPUB P5224.2C dated 31 October 2003), we are challenged to create systems which allow us to make fact-based decisions and to gauge our performance toward meeting forward-view objectives. Measurement helps us. We do not advocate measurement for measurement’s sake, but rather a balanced approach to measurement. We measure so we can manage, and we measure so we can gauge our performance against a goal. We do not measure just to measure.
The Performance Excellence Criteria asks us to consider how we select, collect, align, and integrate data and information for tracking overall organizational performance. The Criteria expects senior leaders to review organizational performance and capabilities, to assess organizational success and progress to goals, and to regularly review key performance measures.
In this session, we will begin to use an outcome-based methodology to determine key performance measures within programs housed & delivered at Integrated Support Commands. The methodology we’ll use today is in alignment with the Balanced Scorecard methodology and the Coast Guard’s 2-4-7 methodology. And of course, this methodology supports the Criteria.
Each CO will be working in a specific program area or ISC functional area.
· Industrial
· Work-Life
· Reserve Management
· PERSRU Functions
· Surge Staffing
· Finance
Here is the mental model of what we’ll be doing:
OUTCOME (DESIRED END STATE) ---> GOALS ---> MEASURES ---> INITIATIVES
A couple of important notes about this paradigm. First, we are starting from the outcome or desired state. Often when people in the Coast Guard talk about measurement, they start with measurement without having it tied to an outcome or goal or objective or whatever. Second, this model serves the senior leadership of the organization. Senior leaders determine the outcomes and set the goals and, perhaps, set the measures. Senior leaders don’t dictate the initiatives; the individual manager and the workers figure out how what tasks and initiatives need to be done to drive the measures to get to the goals to create the outcome.
We will also be looking at those things we need to do internally in order to succeed. The mental model for these things looks remarkably similar:
CRITICAL SUCCESS FACTOR ---> GOALS ---> MEASURES ---> INITIATIVES
Name of program or area of emphasis:
Now, think about the customers in that particular program. Customers, as you know, are the folks who get products and services.
Who are this program’s customers?
List products and services customers of this program receive.
Now we begin to move to identifying the outcomes or desired states we are trying to create for the customers of this particular program. These are not the products. For instance, the desired outcome Kia Motors strives to create “affordable, personal transportation.” The local regional critical incident stress management team is creating an outcome of “emergency services workers who deal with traumatic stress in healthy ways.” A church might define one of their outcomes as “souls bound for heaven;” a high school might define one of their outcomes as “graduates who can function in a changing, information-charged, technological world.”
What are the outcomes, the desired end states, the program is working to create? Some of these outcomes will be for customers; other outcomes might be for other key stakeholders (or “broker customers” in some models).
List outcomes (or key desired end states) this program is trying to create.
It’s almost impossible to focus on more than one or two things at a time. We need to focus on the critical few. From the above list, what are the one or two most important outcomes? Highlight or circle them.
Think about how your ISC, and other ISC’s, goes about creating the products and services which create the customer/stakeholder outcomes. There are a few things that the individual producers & the ISC must do to in order to create those outcomes. If we don’t do these things, we will fail. For this exercise, we’ll call them “critical success factors.” These are things, inside the walls of the ISC or the MLCA community or the program stove pipe, that we must do successfully in order to succeed. If we don’t do them, we will fail.
List the critical success factors here.
Again, we can’t focus on more than one or two things. What are the top one or two critical success factors. Truly, if we fail at these, we fail in creating the outcomes.
Now we begin to think about goals. Some goals will flow easier than others. For each outcome or critical success factor will develop goals. The goals will help us know whether or not we are creating the outcomes we want to create or meeting the critical success factors we’ve identified.
A goal can be measured. For instance, a goal for Kia might have to do with units sold or market share: Kia Motors will have 12% of the under $17,000 auto market by 2005. A CISM team might have a goal related to employee turnover: Our agency has an employee retention rate of 98%. The goal is not necessarily the outcome; it’s a goal toward the outcome.
For each outcome and critical success factor, brainstorm several goals. Write those goals here:
Now, go back to the list of goals, and identify the top two for each outcome and the top two for each critical success factor.
We now get to the measures portion of this . Until now, we haven’t been discussing measures. Measures are, quite frankly, secondary to the outcomes, critical success factors, and goals.
There are only two reasons to measure: to make better management decisions and to gauge progress toward a goal. Certainly, an organization might have hundreds of measures. But the bulk of those measures are not tracked at the senior leadership levels of the organization. They are tracked at the worker and supervisory and lower management levels. Does the president of Kia care how long Joe takes for lunch? Not likely. Does Joe’s supervisor? Sure.
So, we’re not going to capture here all the measures. We are concerned only with the measures which are indicators of attainment of the goal.
Below, please write your top outcome and critical success factor. Now we move to measures. Measures in this model are nothing more than indicators of performance toward the goal; in addition, the measures will help us manage (a part of this “management” key is the measures will drive action). List some possible measures or indicators for each goal.
Goals & Measures:
The measures may be directly linked to the goals, or they may just be indicators of performance to the goal.
The next step after settling on measures is to determine initiatives which will drive the measures. Initiatives should generally be completed not by the senior leader but by the manager responsible for the function with input from the leader and the workers.
I have a document which has an additional example. If you want it, please zip me an email or get in touch with Renee who has the document also.
I'm having some difficult getting a handle on what we provide to the CPC participants. I'd like us to have an enterprise-wide booklet we use, some sort of standardized workbook, with tabs, for the CPC... I'd love to be able to get some GPO printed/bound process booklets that we can all use. I have a thing (that needs improvement) that I've been using; this is what's in it:
UPF
ASSESSMENT OVERVIEW
-- Objective page
-- Ground rules & expectations
-- Agenda
-- Processing the Category
-- Cat pre-work
-- Cat post-work
-- Criteria Core Principles Concepts
-- Definitions
-- Systemic Levels
-- Results Matrix
DEATH BY POWERPOINT
-- 3 slides per page view of the official intro ppt
RELATIONSHIP MODEL
CRITERIA PERF EXCELLENCE
I'd like to be able to call somewhere and say "please send 18 books to Unit Bumbleshort; I have a CPC there in 2 weeks."
A partnership between the LDC (developer of the book) and the INSTITUTE (book fulfillment)?
Thoughts?
