In the last article I promised another twenty-five ideas for making Personal Potential development programs work. I didn't realize how much time it takes to read and digest twenty-five ieas when they are properly explained - perhaps more time than you have available?

I promise to keep it shorter this time! I'lloutline the five main areas for focus when considering setting up a Personal Potential Development program. If you'd like more detail on any part or parts, then please e-mail me at the address below and I'll send you all the detail that could assist you.

The five stages of a workable plan are 'Getting Started', Goals and Standards', 'Strategies and Action Planning', 'Time/Effort Investment' and 'Implementation'. The key concept through all this is that of a 'contract' - a two-sided agreement from which both parties expect to gain tangible benefit. In short, a 'win-win' proposition.

Getting Started should include a general program at the core (for equitability), open eligibility conditions, clear qualification processes, a flexible ‘joining strategy’, and a foundation Mandate & Performance Management system – of which we’ve spoken before. It’s imperative that those who have growth potential within them, have an open opportunity to develop it to the fullest, and that the organization maximize its investments in people.

Goals and Standards are important to both sides since Personal Potential development is a strategic process, requiring endurance, persistence and resiliency. They are essential for focus through the definition of key areas – the areas in which you wish to achieve results. They provide both structure and process to any program, without which programs fail. Perhaps more importantly, goals and standards provide invaluable assistance when it comes to the allocation of resources and the identification of opportunities for collaboration and sharing.

Strategies and Action Planning is where most people start a program. Setting the right strategies must be preceded by the right context though, so do not proceed too quickly. When ready, you will want to consider the duration of the individual program, variety in form and intensity, flexibility in structure, the role of interim initiatives and the level of detail (of what is to be achieved, not how it is to be done!)

Time/Effort Investment in this arena, is just the same as in any business decision process. There’s an initial surge followed by a diminishing requirement for sustainability. The program needs to be paced according to the capabilities and capacities of the primary subjects. Rarely is the need for invested effort a consistent one, and the intensity of effort needs to vary over time. Last, but not least, there’s always the reality of limitation in the availability of resources, especially time and effort. Take the safe, longer term route for success.

Finally Implementation should be considered as a step on its own merit. Under this heading you’ll need to decide on the steps (who does what, and by when?), the momentum to be attained and sustained, the ‘milestones’ that will trigger an effective follow-through program, a communications plan and also rewards and recognitions. There’s an old English proverb – Don’t spoil the ship for a ha’pennyworth of tar’. In other words, do it right - thoroughly, up front and the first time. Contact me for more details at david@andros.org

There’s more help available on the Andros website – Staying in Touch section. Look after your future interests, this is the hallmark of the effective executive.