Professional Development Program Framework

Objective

To develop “service-oriented” professionals who discover and pursue opportunities for their personal and customer success and implement effective business solutions.

Desired Outcome

The Professional Development (PD) program will develop service-oriented professionals who implement competitive business solutions. These solutions are based upon the customer’s requirements and provide renewed value to the customer’s business by providing service, using appropriate technology, team and customer skills.

Continue reading “Professional Development Program Framework”

After Activity Review

AARs are a powerful tool for objectively evaluating performance, for the purpose of improving performance. Scalable and adaptable, they can be used in just about any circumstance.

The After Activity Review (AAR) is used extensively by the U.S. military (therein After Action Review), as a “learning tool” to improve the performance of all participants, no matter how lowly or exalted. AARs are formally part of all training and operations.

The After Activity Review (AAR) is a structured evaluation of performance; performance of an individual, group, or organization. The structure and process of the AAR provides scalability and adaptability to any event wherein performance is evaluated.

Continue reading “After Activity Review”

High-Level Performance Requirements

The high level performance requirements germane to a “business professional” are supported by general and specific interpersonal, customer, community, and technical skill requirements. These requirements include:

Professionalism

The original concept of professions and professionals had general and specific characteristics which differentiated them from technicians, vendors, and non-professionals. The characteristics are special or unique competence in special tasks and services; competence defined by a comprehensive and self-governing organization of practitioners.

Continue reading “High-Level Performance Requirements”

Creating a Vision and Mission Statement – Part 2

Part Two

“Any suggestions on how to go about the process of defining where I’m going and what I’m doing. “

Suggestion #5: Use a Development Plan Template

Below is a template of a development plan, which reflects the development process. It is a template of one approach to development planning. The template can also be applied to developing a web site, or other things where outcomes – results – are targeted. Also, the template may be applied to plans of different scope, such as plan to move to a new role/position.

Continue reading “Creating a Vision and Mission Statement – Part 2”

Creating a Vision and Mission Statement – Part 1

The following question was posted recently on GaryNorth.com

“Any suggestions on how to go about the process of defining where I’m going and what I’m doing with the site and with my career?”

Like any other complex endeavor in life, we realize the highest probability of success if we focus on requirements, and plan the work, and then work the plan.

Continue reading “Creating a Vision and Mission Statement – Part 1”

Get SMART!

A powerful method of getting an organization working toward the same goal or objectives is to clearly define that goal or objectives in SMART terms.

There are many definitions of SMART extant around the world, some specific and some not-so-specific.  The purpose of this post is to provide a working definition that can be applied within any organization.

Continue reading “Get SMART!”

“It’s the relationship that counts.” NOT!

Originally posted January 9, 2017.

“Performance” and “politics” don’t mix.

But like Yin and yang, they coexist.

They are the oil and water within every organization’s culture.  That is, every organization is a mix of performance and politics within every function, and within every element of the organization.  Every member of the organization will experience some combination of performance and politics within their organization and while doing their job.

Like Yin and Yang, they are in constant flux, always fighting for dominance; but achieving only temporal equilibrium.

Continue reading ““It’s the relationship that counts.” NOT!”

Book Review – Vaquero Style Horsemanship

By Harry Hobbes

A review of Vaquero Style Horsemanship: A Compilation of Articles and Letters

by Ed Connell.

Original illustrations by Randy Steffen. Wimbley, Texas: Lennoche Publishers: 127 pp., $24.24 USD

One of the costs of modernity in our “Age of the Common Man” is the loss of traditional, long-working methods of craftsmanship originating in antiquity, and thence handed down from generation to generation; particularly those arcane parts of craftsmanship that were raised to art forms. The hallmark of such craftsmanship and art was the perfection of the product; a perfection honed down through the millenia.

Continue reading “Book Review – Vaquero Style Horsemanship”

Social Media vs. Establishment Gatekeepers

Re-posted with permission from GaryNorth.com

Copyright GaryNorth.com, Inc.  All Rights Reserved.

Reality Check (July 15, 2011)

Social Media vs. Establishment Gatekeepers

Almost ten years ago, I first applied the term “gatekeepers” to the media’s control over what ideas get to the public. I wrote to Matt Drudge about it, and he and I corresponded briefly. I regarded him as the premier example of crashing through the gates: his 1998 report on the spiking of the Clinton-Lewinsky story by “Newsweek.” The master of political direct mail, Richard Viguerie, picked up the phrase and graciously gave me credit. I may not have been the first to use the phrase in this context, but I was an early adopter.

Continue reading “Social Media vs. Establishment Gatekeepers”

Policy and Standard(s)

The purpose of policy is to articulate a strategic statement of requirements, usually in business language, that sets and/or communicates strategic direction of how the business requirements shall be met.  This “strategic statement of requirements” serves to require an end state – a result, an outcome, rather than to mandate specific methods (which is the “how”); and allows implementors great latitude for creativity and flexibility in meeting the requirements. (Implementors become more that mere order-takers.)

Continue reading “Policy and Standard(s)”