So, at least as I see it, the performance plan includes activities and results; and results are stated in terms of measures and/or observable outcomes. Accountability - providing a regular accounting of your work - includes both content - what’s been accomplished or not - and context - why we’re getting the results we are - along with what, if anything, more, less, or different should we be doing? In the holistic accountability mind-set, it’s important to constantly do some analysis around the measured results - what’s driving those measured results, does something need to be done to sustain them or improve them, are there opportunities or threats that are seen now but weren’t taken into account in the original plan or in any modifications of the plan to date? Conversations like this between a person and their manager or team leader or partner can create better and more sustainable results and deveop talent more fully at the same time. Let me know what you think and what your experience is!

You are absolutely right here. We simply cannot expect people to attend a training course, master the content, internalize it, and then apply it on the job weeks later. The challenge would seem to be putting some sort of structure around this informal learning paradigm and making it easily accessible to all. Bob Mosher is another person who has been writing about these very issues, most recently in an article on form factor that relates to the “learning design” vs. “instructional design” distinction you’ve drawn here.

http://www.clomedia.com/selling-up-selling-down/bob-mosher/2008/May/2184/index.php

Keep the great thoughts coming.

John D.

Your comments above contrasting training with experiences is quite interesting; it echoed facets of the Leadership competency model used at my former employer, PepsiCo.

In addition to the typical competencies one sees on job requirements defintions, PepsiCo included sets of ‘Critical Experiences’ that were necessary for employees to fit well into leadership roles. These experiences included those gained by having held certain job roles, project assignments, or other factors such as having worked outside the US, or having field as well as headquarters experience.

Regards,
Penny Wilson

From the page: “This is, however, not the way accountability gets results. In the day-to-day activities of business, where all the work gets done, ‘hold them accountable’ is useless as a management practice. It offers no guidance on how to use accou…