Overview

The Manager Development Inventory^™ (MDI) is a tool designed to measure a manager’s skills. It measures the work unit’s perceptions of critical features of the work environment.  The features assessed are those corresponding with a manager’s use of proven management techniques.  The MDI has been utilized by more than 10,000 managers worldwide.  This diagnostic tool measures both the manager’s perspective and the perspective of the manager’s work group.

Objectives

MDI will evaluate and report on more than 35 measures of management skill.  These include:

Who should participate

All managers and their direct reports should complete the MDI.

Process

The manager and direct reporting work group members complete an online questionnaire assessing the manager’s performance related to the 35 management skills.  To assure confidentiality, online questionnaires are sent directly to the Development Inventory Processing Center for tabulation and reporting.  Each manager receives a detailed summary report.  Aggregate reports can be provided to management.

Benefits

·         Provides an accurate and objective "snapshot" of field operations, allowing targeted and tailored development for improved sales results

·         Guides decisions on effective resource allocation to maximize return on training investments

·         Defines behaviorally-based Best Practices of managers and salespeople

·         Lays the foundation for establishing performance standards

Methodology

1.       Direct observation of sales person and manager—recording behavior within the critical categories of:  technical knowledge, communication skills, customer/account management, manager’s behavior and use of a coaching process.

2.       Selection of performers—at least 20% of the high and average performers of the organization being examined.  The selected performers are guaranteed total confidentiality by Management.

3.       Observer training—designated observers are prepared to accurately record behaviors, with no more than 10% deviation between observers.

4.       Field observations—each observer works with a salesperson and manager for one full day, customer calls are alternated with the manager and 4-5 representatives and managers are visited in a week.

5.       Debriefing—data from all observations are collated and reviewed.  Observers' performance rating of representatives, validates company’s rating system.

6.       Internal Interviews—interviews with internal support- personnel are conducted following the field observations’ debriefing to clarify policy, procedures and perception.

7.       Analysis and report—data from field observers, debriefing and internal review are consolidated and analyzed by a computer software program to generate a final report.  Findings, conclusions and recommendations are presented to Management.

8.       Plan Development—if requested, our team of experienced professionals will assist in developing an action plan to implement the recommendations from the PI^ä.  Where training is appropriate, we can help identify desired outcomes, design the programs, implement the programs or train company personnel to implement.

Levels of Analysis

Level 1:   Designed as the foundation, to gather behavioral trends.  Trend data includes the interaction between sales people and their managers and customers.  Observations are recorded in a Daily Summary format and downloaded into a computer software program.

Level 2:   Bar Code technology is used to collect sequential events and precise timing.  This level captures behaviors and consequences of behavior.  The technology allows greater detail regarding behaviors before, during and after a customer interaction.  Likewise, data regarding interactions between the salesperson and manager are more detailed.

Level 3:   This is tailored to specific issues of interest to the company.  Examples include:  how computers are used, use of specific literature, or implementation of promotion programs.

Initially, most clients choose a combination of Level 1 and 3.  This offers adequate detail and economy.  Subsequent Performance Imaging can involve more extensive behavioral data collection, if needed.

Using the Diagnostic Results

·        Define a plan that can realistically be implemented over no more than two years

·        Establish behavioral Performance Standards supporting critical results categories

·        Communicate findings actions and proposed actions to the field

·        Decide how actions taken will be monitored.  Depending on findings, it may be prudent to plan a follow-up Performance Imaging^™ 18-24 months later

The Value of Performance Imaging^™

Performance Imaging^™ is a proven process having been implemented numerous times over the last 20 years.  Implementations in most every country in Europe, several in Asia and the Middle East, Australia, New Zealand, several South American countries, Mexico and Canada have produced a diverse database.  These experiences have resulted in continuous refinements and further validation of the process.

Data collection, analysis and reports are based on diagnostically sound principles and processes to improve organizational effectiveness.  Resulting recommendations are not opinion; they are driven by what actually is happening in the field with customers.  Those companies that acted on the recommendations enjoyed targeted development that led to greater sales successes and a significant return on their investment.