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DNAm TRANSFER© A Process for Transferring Mission Critical Skills to Fill Performance Gaps
18 April 2005
P5
© ASSUMPTIONS BEHIND DNAm
• Talent is NOT a mystery • Talent is NOT “genetic” • Talent has a Psycho-physiological structure • You can map the structure of talent • You can transfer the structure of talent
P6
INTRODUCTION – What is DNAm©?
• Benchmark people with a high level of skill in a mission- critical part of your business
• Extract the essence of that skill
• Document the essence
• “Inject” the skill into other people in your organization
• Watch as the business transforms and grows
P9
DNAm TRANSFER© – A PROCESS TO CREATE A MICRO-MODEL OF PERFORMANCE EXCELLENCE
Key process modules
Interview Individuals who Transfer skill Interview Map “Micro- Possess Structure” of set to Integration and Individuals with Ideal “DNAm Non-Peak feedback “DNAm Gaps” DNAm profile Profile” Performers
P 10
PROCESS ISOLATES KEY ELEMENTS OF A PEAK PERFORMER’S INTERNAL “STRATEGY”
Interview Transfer DNAm Individuals who Interview Map “Micro- Micro-structure Integration and Possess Individuals with Structure” of To High Potential feedback Ideal “DNAm “DNAm Gaps” DNAm profile Profile” Individuals
• What are “full profile” individuals doing? • Monitor progress on • How are they doing it? • Isolate and document individuals who are filling Individual DNAm micro- gaps • Why are they doing it? strategies and subjective experience
• What are “DNAm-Gap” individuals doing? • Integrate key “DNAm Elements” into • How are they doing it? individuals who have gaps • Why are they doing it?
P 11
BASIS OF DNAm TRANSFER© • Many believe a high degree of success by individuals is “talent” and “experience” and there are those who “have it” and those who “just don’t”
• The basic assumption of DNAm Transfer© is that a top performer – Has a specific series of strategies and steps to success – May be unaware of these strategies and steps.
DNAm Transfer© assumes these strategies can be identified and transferred to others
Identify Create Creating Top performers success model of elements success at micro Transfer …to solid Top level elements… performers performers
P 12
A DNAm MODEL© CONSISTS OF A NUMBER OF ELEMENTS
Identify Create Creating Top performers success model of elements success at micro …to solid Top Transfer level elements… performers performers
1 Map What is being done?
A micro level model of 2 Contexts When and where? performance has four key What are specific strategies? (internal mental, elements 3 Strategies and physiological processes)
What supporting skills, attitudes, abilities, and 4 Competencies behaviors are being used?
P 13
EXAMPLE: SHARPSHOOTERS BELIEF SYSTEM DRIVES LEVEL OF SUCCESS
GOOD SHOOTERS TOP SHOOTERS
“I aim for the bulls-eye” “I aim for the center of the bulls-eye”
P 14
EXAMPLE: MENTAL ALGORITHMS IN PORTFOLIO MANAGERS
GOOD PORTFOLIO MANAGERS TOP PORTFOLIO MANAGERS
“I use the numbers to decide – that’s “I get hit with a red flag if there is a all that matters” problem – then I analyze. Sensing issues around management process is more critical than numbers.”
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P 15
HOWEVER, TOP PERFORMERS ARE OFTEN UNAWARE OF WHAT THEY ARE DOING TO CREATE SUCCESS
Performance awareness matrix
“I do it well automatically, Unconscious Conscious “I know what to but I don’t know Competence Incompetence do but I can’t” how”
“I know what to “I can’t do it and Conscious Unconscious do and I can do it I don’t know Competence Incompetence well” what to do”
P 16
DNAm ANALYSIS© CONTRASTS SUCCESS STRATEGIES
DNAm© analysis
Peak Performers Unconscious Conscious are usually here Competence Incompetence
Transfers DNAm© analysis
Conscious Unconscious Competence Incompetence
Individuals with “DNAm© Gaps” are usually here
P 17
DNAm ANALYSIS© Process
What Solid Performers What MASTERS are are doing doing •Behaviors •Behaviors •Thinking patterns The Difference •Thinking patterns •Language That Makes •Language •Beliefs The Difference •Beliefs •Tools •Tools •Processes •Processes
Observe Record Compare Triangulate
P 19
The Creative Engineer
“Excitement is what happens in the split second between having an idea AND realizing that it won’t work”
P 23
DNAm TRANSFER© Process
Document One-to-one Development Learning Process Process The Difference and Development Outputs That Makes Modules Group The Difference Selection Development Process and Process Selection Tools
P 24
DNAm© – The Final Product • A document of the model – Articulation of key differences – Description of elements that lead to mastery • Target group of individuals trained in the model – Achieved by one-to-one coaching – Supported by group learning processes • A documented learning process – Necessary skills, knowledge and “mindset” for masterful performance – Key learning steps required for mastery – Special activities to enhance learning process • A documented selection process – Key selection criteria for finding high potential candidates – Exercises and tests for separating out high potentials
P 25
Benefits of a DNAm© Process
• Increased Bandwidth • Faster Growth – Bottlenecks are Reduced • Reduced Waste • Reduced “Guild Effect” • Common Language • Sidestep Learning Barriers – Elite program – It IS Invented Here – The model suggests its own learning methodology
DNAm TRANSFER© A Process for Transferring High End Skills to Fill Performance Gaps
18 April 2005
Original PDF
Originally published 2005-04-20 · Legacy CMS article #7127