This Guest paper was originally published in the January, 2016 PM World Journal.
With some updating of the text, it is reproduced here with the permission of the author.
Copyright Stacy Goff, © 2016.
Published here June 2016

PART 1 | Our First Insights into the Stairway to Talent
A "Driving" Example of Talent Progression | Achieving Performance
Role Competences: Another Dimension for Talent Development
Talent Management Area 3: Managing and Retaining Talent
Maintaining Team Motivation and Morale | A Talented, Appropriate, Recovery Action

A "Driving" Example of Talent Progression

Do you remember learning how to drive? The graphic at right shows how our model applies to that experience. It begins with getting a Driver's Manual, and studying it thoroughly. Then you take an exam, to show that you understand the basics. This step is much like an exam-based certification in any discipline.

Next, you have the application gap between steps 3 and 4, Knowledge and Skill. You use the Learner Permit to practice the key actions that you must demonstrate to a driving test examiner. Of course, the examiner does not verify that you are a competent driver — only that you demonstrate enough of the key driving skills that you will not hurt yourself, or other drivers. This driving test demonstrates that you are now "in the game" to drive.

You then gain a range of experiences in your daily driving, including establishing attitudes that make you a safe and courteous driver: No texting while driving is a smart attitude, that will help you avoid tickets in most states.

Are we there yet? No, you are not yet a competent driver. If you learned to drive with an automatic transmission, can you drive a "stick shift" and clutch? Can you drive large and small cars? Can you drive in heavy traffic? In ice and snow? Can you drive an 18-wheeler semi-truck/trailer? It is the application of your knowledge, skills and attitudes in a wide range of different situations that begins to develop your competence as a driver. You have probably guessed that, at each next level of our model, there are fewer people who qualify: Skills, Attitudes and Competence. So what about Performance; how do we achieve that ultimate level?

Our First Insights into the Stairway to Talent   Our First Insights into the Stairway to Talent

Home | Issacons | PM Glossary | Papers & Books | Max's Musings
Guest Articles | Contact Info | Search My Site | Site Map | Top of Page