The next phase of technology is moving from the grand scale of public social networks as we know them to platforms that are Private Social Networks – Community specific – where customized white labeled branded toolkits are generated on web2.0 platforms like a facebook or LinkedIn for professional development, performance improvement and succession planning.
“Start by replicating your own private label, the branded platform that can serve your organization and growing out your own vertical channels.”
Where organizations can manage their processes, projects, initiatives and certifying micro-credentials from their custom curriculums of study for human performance development.
The members can invite outside resources who can be approved members (growing the organization in a seamless, transparent and accountable environment for ongoing practice leadership) to assist with managed services for growth path plans when meeting national consistent requirements (school systems, franchisees and multiple company locations).
This assists everyone with a platform with a toolkit to manage and meet achievements, standards, and best hiring, training & human development practices.
The following are the tabs in the drop down viewer:
* Home
The home screen brings each user to their own front page profile. It’s a blank portfolio web page that with the useful toolbox can be designed with videos, script, pictures and information from the users “My Information” section.
* My Information
This provides users an area to store their information. A depository to load & store files and fill out blocks of information that are useful when creating portfolio webpages. This section is useful for designing the criteria for resumes and background information when using the system for providing proof of competencies and resume information.
* Colleagues & Groups
This section allow users to create Groups for collaboration. The larger Groups can be broken down into Expert Path Panels (up to 9 seats) in the Path Plans tab for certifying micro-credentials. These panels are designed for Support Teams, Workgroups and Partnerships.
After creating the initial Group(s) the following tabs are created:
> About this Group
> Group Members
> Group Discussions
> Group Web Pages
> Group Events and Tasks
> Group Files
> Path Plans
* Share My Information
In this section the users can create unlimited web pages and copy them when creating templates making it much easier when using ePortfolios to manage & replicate content for sharing processes.
* Administration
In this section the administrator creates ad-hoc competency-based instructions or uses performance improvement software modules that users are able to manage, teach, coach and develop working learners through the expert path panel pick list (competency thresholds) to map out the career path plans.

Industry Modern Mentoring Program (Academic Education & Industry Practical Experience Resources working together up to 9 Seats) Example:

o TEACHERS: Instructs students in curriculum program knowledge and skills, assesses progress and collaborates with employers, counselors and mentors.

o EMPLOYERS Gives direction. Thinks in terms of how students fit into the needs of their organizations.Informs school to work connections and how mentors coach for workplace readiness.

o COUNSELORS: Help students plan career paths and graduation & certification plans, monitors student progression, works with teachers and mentors to identify student needs – at risk students that need coaching and mentoring, talented students that need opportunities to showcase their work, students whose academic performance needs support.

o MENTORS: Model and coach the traits of successful industry experts and leaders and the value of education, professional training and graduation, work with the school & trade associations to focus on specific student needs, work with students to refine their ePortfolios and connect with potential employers.

A sophisticated social learning platform for professional development, performance improvement & capacity development.  


To learn more visit the [8] portfolios below:


For more up-to-date Articles & Activity visit LinkedIn

Project Management /SaaS Deployments

Projects SaaS Deployments1



Web 2.0 Platform to drive certifications for approving micro-credentials with strong advanced SaaS software to transfer knowledge for connecting Education & Industry Leadership together for Professional Development. [Schools, Universities, Employers, Organizations and Communities] – an application-based ePortfolio communication system for Mentoring, Coaching and Developing Working Learners. The system connects students with a Path Panel of Professional Experts that provides a method to collaborate in a transparent online environment for negotiating across the board Performance-based Compentency Improvement Path Plans for Succession Planning and Capacity Development.

Accredited Portfolios Detailed Overview Available HERE 

Continue reading “Project Management /SaaS Deployments”

Strategic Planning

Strategic Planning


25+ years of high-level strategic leadership experience to develop sales targets, goals, and expand an organizations customer base, fiscal revenue and profitability, budgeting processes and business best practices.


An accurate assessment of where your business is, conduct external and internal audits by experiencing the current processes on how you serve customers with their products & service needs. Time needed to get a clear understanding of the marketplace, the competitive landscape, environment & differences (strengths & weaknesses), and the organization and team’s competencies.


Focus on where you want to take the organization over time. This sets the direction of the enterprise over the long term and clearly defines the mission (markets, customers, products, etc.) and vision (conceptualization of what the organization’s future should or could be). From this analysis, we can determine the priority issues—those issues so significant to the overall well-being of the enterprise that they require the full and immediate attention of the entire management team. The strategic plan should focus on these issues.


Define the expected objectives that clearly state what the organization must achieve to address the priority issues.


This is how we are going to get to where we want to go. The strategies, action plans, and budgets are all steps in the process that effectively communicates how we will allocate time, human capital, and money to address the priority issues and achieve the defined objectives.


To ensure the plan performs as designed, we need to hold regularly scheduled formal reviews of the process and refine as necessary. When involving all managers suggesting at least once a quarter,

When managing each department or as in the sales operations team, preference is to manage weekly meetings – first thing Monday morning to kick off the week. These meetings last anywhere from 45 minutes to 2 hours periodically pending any special training or resources needed to move the sales forward that week, month or quarterly. They are to compare, contrast and manage actuals sales to ideal sales performance path plans.  If applicable, manage weekly Installation meetings where both the sales and technical service teams discuss each particular sold account contracts, expectations and deliverables to assure resources are in place.



The commitment of key employees at all levels, individuals who are willing to step forward and lead.

Strengthen the execution infrastructure by investing in proven Team know-how.

  • Eliminating departmental silos by implementing transparency.
  • Utilize leading key performance indicators and drivers that align with the strategy.
  • Growing leaders at all levels – managerial and non-managerial for succession planning strategies.

Initiate a FOCUS Group process to identify and complete Team strategies with a high probability for success.

  • Growing the core business
  • Growing by sub-segmenting customers
  • Growing adjacent opportunities

Begin the process by considering the growth potential within the present core business and/or the opportunities and growth potential associated with creating innovative value propositions for underserved customer groups. As the FOCUS Group moves through this process, it will become clear if and when adjacent growth options should be considered.


Core Business and proportion of revenue and profits:

  • Products
  • Services 
  • Customers
  • Channels
  • Geographic areas  


The overall performance of the core business

Benchmark profitability, rate of revenue growth and the service reputation

For example:

  1. In what direction is each of these key indicators headed and why?
  2. Who are and who are not the core customers? Why?
  3. What is the firm’s key competitive market differentiator? How can it be strengthened?
  4. Is the core business under major threat?
  5. Are there attractive growth opportunities within the core?

Processes are created to help refocus on the core business – Define the number of market platforms on which the core business is based:


Define and if necessary eliminate products and markets that don’t fit on these platforms, adding new products to augment the core and strengthen market coverage with significant investments in the major marketing channels for distribution.

  1. Direct Sales
  2. On-line digital media – website & social networks


The organizations existing customers

This strategy involves creating High Impact Value Propositions for new opportunities through existing customer relationships or new customer’s sub-segments. Underpinning this strategy is the willingness to view customers through a different set of lenses.

A process can be created to assist both managers and specialists at the customer interface gain fresh insights into customer needs and preferences. This is a necessary first step in discovering underserved customer groups and hidden growth opportunities. (Senior leaders who frequently interact with customers can make a significant contribution to this process.)

Key elements of this process include:

  1. Sub-segmenting existing customer groups based on newly discovered needs, buying patterns and contribution to profits and/or revenue,
  2. Creating innovative and high-impact value propositions for the most attractive sub-segments,
  3. Field-testing the new value propositions and
  4. Scaling-up based on the results of field tests.

In addition, choosing to focus on lower end customer sub-segments where these are usually a group of customers for which the cost of supplying and servicing exceeds the revenue the customer generates. In such cases, value propositions when using return on investments can be designed which will move the customer to a profitable position or at least minimize the losses. For example, direct sales calls can be replaced with web online ordering systems for supplies, product/service features that can be easily purchased through digital websites.

These actions not only lower the costs of serving customers but they often speed up the service for the customer. After the initial shock, many customers welcome the new value proposition. Many growing businesses often owe their success to delivering attractive value propositions to different customer sub-segments.


Strategic relationships and links to core adjacent businesses

When the core business is approaching its full potential, operates efficiently and generates surplus cash for reinvestment.

  • Focus on current customers. A series of meetings with the most innovative customers can be a valuable source of opportunities. Alternative channels, new products or services or even new joint ventures may be suggested as well as entering new geographic markets, serving different customer segments and redesigning the customer’s value chain.

 Another alternative is to consider the non-core businesses of the organization. Is there the potential to leverage present positions into attractive growth opportunities?

  •  When considering adjacent growth alternatives, the relationship to the core business requires special consideration – specifically an assessment of the major strategic differences and similarities with the core. Too many differences can overly tax the organization’s capabilities. To minimize this risk, the organization may wish to test their capacity by piloting adjacent growth initiatives in stages. 
  • Adjacent growth options can be an opportunistic one-off. This often results in disappointment. Initial successes with one or two close customers can soon fade under the onslaught of strong established competitors. To prevent this, “organize to suit the new business as much as the core”.

 In the short term, adjacent growth initiatives that leverage a strong position with existing core customers have a higher probability of success. The alternative of expanding into new geographic markets provides the advantage of building a larger customer base, but often at the cost of a longer payback period and higher risk.


The strategies to Measure, Assess and Build described above require a supporting infrastructure to increase the chances of successful implementation. It is important to have an adequate infrastructure to achieve these growth objectives.

 A supportive infrastructure includes:

  1. Organization capabilities that are valued by customers.
  2. A management-performance system scorecard which focuses on leading key performance indicators and the drivers of growth.
  3. Strong leadership best practices at every level of the organization.


Strategic and deliver a high level of value to customers

 For example:

  1. Successfully entering new markets.
  2. Create excellent new products or services which appeal to customers.
  3. Provide an outstanding level of customer service.

Each of these capabilities is rooted in processes that move across the organization and require the expertise and commitment of various individuals and departments.

Strategic positioning requires the team to Measure, Assess and Build to clarify and continually strengthen the organization’s strategic capabilities. An important aspect of clarifying and assessing process is to step outside the organization and evaluate both the companies and the competitors’ through the eyes, mind and heart of the customer. Success is rooted in the competitive-edge and organizational capabilities.

The following guidelines will help with such an assessment.

The capability should be:

  1. Highly visible to key individuals within the customer organization, and acknowledged as providing exceptional value.
  2. Difficult for present and potential competitors to replicate.

As an example, the capability to provide an outstanding level of customer service in a manner that would make it difficult for competitors to replicate. In order to provide such a high level of customer service, employees from different departments (not only the Customer Service Department) must be involved in service delivery.

  • Employees throughout the organization should connect quickly and collaborate willingly. Collectively, relevant information and insights about customers and product or service delivery must be shared.
  • The high level of cross-departmental collaboration can prove challenging, particularly those with rigid vertical structures. Such structures make it difficult for employees to adapt and respond to special customer service requirements. *Note that under these conditions, an employee’s loyalty often shifts from the company to their department or profession.
  • Delivering a superior level of customer value requires uninterrupted flow across the organization. Eliminating barriers to flow – breaking down departmental silos- is necessary to build organizations strategic capabilities, regardless of the specific capability.


How difficult should it be for a competitor to replicate a best practice?

  •  It should be very difficult! The organization capabilities are the key elements of the business strategy continually building and leveraging the organizations’ capabilities to drive new business growth.
  •  Performance management processes, software and systems provide the capabilities to track, manage, support, and coach individuals, teams and partnership through scorecards. (Note: A Performance Management system provides the accountability and in many cases the transparency of “what gets measured gets done”.)


The following guidelines help answer this question.

  1. Scorecards depict key strategic relationships, particularly between the desired performance outcomes such as revenue and profit growth and the drivers of performance (e.g. new market entry, service quality, customer loyalty, and employee engagement).
  2. Performance of both individuals and departments is directly linked to the growth strategy and successful execution.
  3. Company scorecards should provide a balanced perspective based on the needs of key stakeholder groups and/or major organizational processes – internal operations, value provided to customers and employee development.

Let’s assume that the overall strategy of the company is to grow the core business and that growth will be achieved through increased market penetration of existing products. What are the drivers of growth that must be measured, monitored and managed?

This question is best answered by those directly involved.

Precise measurements are not always possible but proxy indicators established in a thoughtful and open manner are. Let’s assume that increased market penetration will be driven by the strength of the company’s brand and customer loyalty.

  1. What drives customer loyalty and brand strength?
  2. Is it the quality of service provided, the reputation of the sales staff or the depth of knowledge of the customers’ business and requirements?

When there is confidence that the above questions have been answered, the process shifts to:

  1. How and when will performance be measured,
  2. How will those directly responsible access the performance measurement and
  3. What follow-up action, if any, is necessary?

Performance Management System based on the processes described

A brief description of the approach:

Company utilizes performance-based scorecards to link execution with overall business strategy. The performance-based scorecard is aligned with major support teams, workgroups & partnerships:

  1. Customers
  2. Employees
  3. Vendors
  4. Communities

The focus is on measuring and monitoring leading key performance indicators for example:

  1. The drivers of customer loyalty
  2. Employee engagement
  3. Financial results

Considerable input from many expert resources are solicited & collaborated before these measures are set and appropriate action undertaken to continually improve performance.

A key ingredient of a supportive infrastructure is Leadership 

  • Who are the leaders and what do they do? Leaders throughout the organization, who influence, coach and develop the attitudes and actions of colleagues.
  • Organizations should consider all employees’ potential mentors, making everyone both advisors and learners.
  • As such, they help colleagues understand the many why’s of organizational life. 

For example:

  1. Why the organization must perform at a high level in the increasingly competitive and global business environment.
  2. Why barriers to cross-departmental collaboration are harmful and weaken the organization’s ability to adapt.
  3. Why, when a colleague’s performance appears to fall short, it may be preferable to view this as an opportunity for learning and professional development rather than expulsion from the organization.
  4. Why the ultimate success of the organization is rooted in its ability to continually be innovative in delivering value to customers. 


All employees’ are potential leaders & mentors, who are found at all levels in the organization, including, non-titled, non-managerial positions. They are best identified by their behaviors and influence rather than the hierarchical position. Together, such leaders create a network that reflects the very essence of the organization – ‘who we are, where we’re going and how we’ll get there’.

  • Companies owe their success to being able to recognize that the organization is a lab for leadership development. The process of leadership development starts with an assessment of an individual’s emotional intelligence. Hands-on learning experiences with one-on-one mentoring & team coaching are vital elements of the process. 
  • Senior leaders ultimately set the overall direction and create conditions that encourage others to join in and lead – particularly with respect to executing the strategy. 
  • The expectation that all employees should exhibit leadership behaviors. With persistence, the growing network of leaders will tip the scales as other members of the organization from every level and in every role join in and commit. 
  • When employees share identical values with the values of the company founder and connect at a very basic level with the organization’s core business strategy, it can be expected that each employee will step forward and lead. 

The process of expanding the organization’s leadership mindset and behaviors. 

  1. Teaching employees how to think like a business person.
  2. Provide all employees access to information & tools to perform job.
  3. Employees at all levels and in every role receive performance-related information and discuss how to solve problems and capitalize on opportunities.
  4. These beliefs are continuously demonstrated at well-attended regular scheduled meetings.
  5. Diligent efforts are made to make all employees feel they have vested interest as a company owner.


Notes and References: Bill Liabotis is Partner, Incite Leadership and the practice’s leader in developing processes for creating and executing strategy.

Major Accounts


customers Logo acquisition

Maximized Customers return on investment

2003 hired by Jadeon, Inc.

2004 Radiant Systems acquires Aloha Technologies.

2008 Radiant Systems acquires Jadeon Inc.

2014 NCR acquires Radiant Systems.

Extensive experience in managing sales responsibilities for SaaS & Pass solutions. Passion is to serve the business community with useful technology that facilitates a need for Merchants. Direct corporate relationship management experience in the space of 50-200 tier that provided processes to accomplish a wide-range of successful experience and background as a Sales Manager in the 1-50 tier.

Major Account Sales Leadership.  The attached logos were acquired customers that allowed Aloha Software by Radiant Systems grow to be one of the most successful brands in the World.

In the information technology industry as a manager for Radiant Systems, Inc. – the Irvine Division acquired Jadeon Inc whose revenue grew from $2.5mm Service Contracts to new system sales of over $17.2MM. The overall number of licensed business software keys were 5,800 with over 1,200 contracted accounts receiving 24/7 support. The POS Technology served the West Coast restaurant industry and major restaurant chains as they grew across the country.  Radiant Systems, the manufacturer whose sales were over $300MM – was acquired by NCR in 2011 for $2.1BB.

There are over 1 Million restaurants in the United States. Our leading-edge technology point-of-sale system tools for accounting,  sales, operations & marketing were designed to serve independent and small, med and large chain hospitality companies. Our customers were companies such as Johnny Rockets Corp, Tilted Kilt, Jamba Juice, Peets Coffee, Red Robin just to name a few, and Yard House, who is now part of Darden Restaurants. Managed thousands of proposals, contracts, and over 5,800 software keys, and supported along with the reseller channel over 60,000 restaurants across the country.

The division represented the highest level of innovation, quality and reliability of service. Managing relationships and ensured customer success would get the best return on their investment, by providing a complete portfolio of services to support the clients technology needs before, during and after the system/product/service initial purchase, deployment & installation.  The services included the Sales of Hardware, Software: Professional Services, Managed Services, System Maintenance Services, Service Account Management and 24/7 Help Desk.

“Fiscal responsibility for sales operations & marketing, staffing and sales deliverables. Clients expectations objectives & company resources for account project management.”



  • Microsoft Exchange Servers
  • Dell Optiplex 9020 /SQL Server
  • RAID – Back-up
  • MS Cash Drawer
  • Epson TM-U220 Printer
  • Epson TM-T88V Printer
  • IBM
  • Panasonic
  • Sharp
  • Posiflex
  • Par Technologies
  • Radiant Systems
  • NCR P1230
  • NCR P1530
  • NCR P1515 Terminal


  • Aloha QSR/TS POS
  • MenuLink BOA.NET
  • Insight Enterprise – Cloud
  • Web online ordering systems
  • Configuration Center
  • Aloha Kitchen
  • Reservation Floor Management
  • Restaurant Guard (Security software)
  • Loyalty Rewards
  • Gift Cards



  • Scanners
  • Digital cameras
  • Video cameras
  • Security systems
  • Handhelds
  • Tablets
  • Access Points
  • SonicWall/Firewalls
  • Network Cabling


Maximized the success of operations by providing Professional Services. The professional services provided the technical expertise and industry experience to the highest level of service and support throughout the solution design and implementation process. National network of technicians refined new systems to unique business processes, removing the burden for our customers, their operations and IT staff.


We minimized or eliminated installation problems by consulting and selling subscription-based Managed Services. At the time our price point average to manage network security was one of the first subscription models in the nation, after hardware, software & installation costs to monitor system through enterprise alerts (0ur call center help desk was additional). We enabled our customers to focus on their operations instead of data, where we were the first to offer subscription Managed Services within the Radiant reseller channel with our partnership with SonicWALL and the creation of enterprise reporting back in 2004-08 – after which our  solution offering was purchased by Radiant Systems. We supported the network and credit card PCI compliancies at a time it was just becoming a sense of urgency with new regulations.  We provided services that relieved small, med, and large organizations of the burden of managing and supporting their own IT infrastructure.


In 2004, as a small reseller with less than 10 employees, and growing to a staff of 100 within a 4 year period, we maximized our customer’s service expectations & options by employing technicians in areas across the country. We could service and support one of our national accounts, who had 30 or more stores within a 75 mile radius. Our service pricing model was based on these financial principals before using the reseller channel as a partner. We were able to grow our company to meet the need to manage up-time and minimize business disruption by providing tiered pricing for Maintenance Services. DEPOT, 7-5, 7-11, 5 days and 7/24 –

Even as a reseller prior to Radiant System purchase, we led the industry with our field service teams in every part of the country. We were dedicated to providing prompt and 24/7 quality services. We consistently achieved service levels above 97% and customer satisfaction levels greater than 98%. As we grew our reseller business we became more valuable to Radiant Systems, as an investment into our processes. Our service team supported not only Radiant hardware and software; we support several third-party hardware and software applications.


As a leader assigning and managed dedicated Service Account Management professionals to be the single point of contact for key accounts, where we maximized our customers return on investment for major accounts and enterprise customers. We grew our business by assisting our customers in their growth.


We resolved our customer’s issues quickly from a single point of contact with our level 1 & level 2 Help Desk service offers. Our Help Desk call center was on call 24x7x365 with a highly-experienced team of passionate professionals to troubleshoot system issues to resolution.

31 Core Competencies


The following is a summarized list of the 31 competencies listed by “cluster” (similar competencies related to a common skill set). Each competency includes a definition and the observable behaviors that may indicate the existence of a competency in a person.

Competencies Dealing with People

The Leading Others Cluster

  1. Establishing Focus: The ability to develop and communicate goals in support of the business’ mission.
  • Acts to align own unit’s goals with the strategic direction of the business.
  • Ensures that people in the unit understand how their work relates to the business’ mission.
  • Ensures that everyone understands and identifies with the unit’s mission.
  • Ensures that the unit develops goals and a plan to help fulfill the business’ mission.
  1. Providing Motivational Support: The ability to enhance others’ commitment to their work.
  • Recognizes and rewards people for their achievements.
  • Acknowledges and thanks people for their contributions.
  • Expresses pride in the group and encourages people to feel good about their accomplishments.
  • Finds creative ways to make people’s work rewarding.
  • Signals own commitment to a process by being personally present and involved at key events.
  • Identifies and promptly tackles morale problems.
  • Gives talks or presentations that energize groups.
  1. Fostering Teamwork: As a team member, the ability and desire to work cooperatively with others on a team; as a team leader, the ability to demonstrate interest, skill, and success in getting groups to learn to work together.

Behaviors for Team Members

  • Listens and responds constructively to other team members’ ideas.
  • Offers support for others’ ideas and proposals.
  • Is open with other team members about his/her concerns.
  • Expresses disagreement constructively (e.g., by emphasizing points of agreement, suggesting alternatives that may be acceptable to the group).
  • Reinforces team members for their contributions.
  • Gives honest and constructive feedback to other team members.
  • Provides assistance to others when they need it.
  • Works for solutions that all team members can support.
  • Shares his/her expertise with others.
  • Seeks opportunities to work on teams as a means to develop experience, and knowledge.
  • Provides assistance, information, or other support to others, to build or maintain relationships with them.

Behaviors for Team Leaders

  • Provides opportunities for people to learn to work together as a team.
  • Enlists the active participation of everyone.
  • Promotes cooperation with other work units.
  • Ensures that all team members are treated fairly.
  • Recognizes and encourages the behaviors that contribute to teamwork.
  1. Empowering Others: The ability to convey confidence in employees’ ability to be successful, especially at challenging new tasks; delegating significant responsibility and authority; allowing employees freedom to decide how they will accomplish their goals and resolve issues.
  • Gives people latitude to make decisions in their own sphere of work.
  • Is able to let others make decisions and take charge.
  • Encourages individuals and groups to set their own goals, consistent with business goals.
  • Expresses confidence in the ability of others to be successful.
  • Encourages groups to resolve problems on their own; avoids prescribing a solution.
  1. Managing Change: The ability to demonstrate support for innovation and for organizational changes needed to improve the organization’s effectiveness; initiating, sponsoring, and implementing organizational change; helping others to successfully manage organizational change.

Employee Behaviors

  • Personally develops a new method or approach.
  • Proposes new approaches, methods, or technologies.
  • Develops better, faster, or less expensive ways to do things.

Manager/Leader Behaviors

  • Works cooperatively with others to produce innovative solutions.
  • Takes the lead in setting new business directions, partnerships, policies or procedures.
  • Seizes opportunities to influence the future direction of an organizational unit or the overall business.
  • Helps employees to develop a clear understanding of what they will need to do differently, as a result of changes in the organization.
  • Implements or supports various change management activities (e.g., communications, education, team development, coaching).
  • Establishes structures and processes to plan and manage the orderly implementation of change.
  • Helps individuals and groups manage the anxiety associated with significant change.
  • Facilitates groups or teams through the problem-solving and creative-thinking processes leading to the development and implementation of new approaches, systems, structures, and methods.
  1. Developing Others: The ability to delegate responsibility and to work with others and coach them to develop their capabilities.
  • Provides helpful, behaviorally specific feedback to others.
  • Shares information, advice, and suggestions to help others to be more successful; provides effective coaching.
  • Gives people assignments that will help develop their abilities.
  • Regularly meets with employees to review their development progress.
  • Recognizes and reinforces people’s developmental efforts and improvements.
  • Expresses confidence in others’ ability to be successful.
  1. Managing Performance: The ability to take responsibility for one’s own or one’s employees’ performance, by setting clear goals and expectations, tracking progress against the goals, ensuring feedback, and addressing performance problems and issues promptly.

Behaviors for employees

  • With his/her manager, sets specific, measurable goals that are realistic but challenging, with dates for accomplishment.
  • With his/her manager, clarifies expectations about what will be done and how.
  • Enlists his/her manager’s support in obtaining the information, resources, and training needed to accomplish his/her work effectively.
  • Promptly notifies his/her manager about any problems that affect his/her ability to accomplish planned goals.
  • Seeks performance feedback from his/her manager and from others with whom he/she interacts on the job.
  • Prepares a personal development plan with specific goals and a timeline for their accomplishment.
  • Takes significant action to develop skills needed for effectiveness in current or future job.

Behaviors for managers

  • Ensures that employees have clear goals and responsibilities.
  • Works with employees to set and communicate performance standards that are specific and measurable.
  • Supports employees in their efforts to achieve job goals (e.g., by providing resources, removing obstacles, acting as a buffer).
  • Stays informed about employees’ progress and performance through both formal methods (e.g., status reports) and informal methods (e.g., management by walking around).
  • Provides specific performance feedback, both positive and corrective, as soon as possible after an event.
  • Deals firmly and promptly with performance problems; lets people know what is expected of them and when.

Communication and Influencing Cluster

  1. Attention to Communication: The ability to ensure that information is passed on to others who should be kept informed.
  • Ensures that others involved in a project or effort are kept informed about developments and plans.
  • Ensures that important information from his/her management is shared with his/her employees and others as appropriate.
  • Shares ideas and information with others who might find them useful.
  • Uses multiple channels or means to communicate important messages (e.g., memos, newsletters, meetings, electronic mail).
  • Keeps his/her manager informed about progress and problems; avoids surprises.
  • Ensures that regular, consistent communication takes place.
  1. Oral Communication: The ability to express oneself clearly in conversations and interactions with others.
  • Speaks clearly and can be easily understood.
  • Tailors the content of speech to the level and experience of the audience.
  • Uses appropriate grammar and choice of words in oral speech.
  • Organizes ideas clearly in oral speech.
  • Expresses ideas concisely in oral speech.
  • Maintains eye contact when speaking with others.
  • Summarizes or paraphrases his/her understanding of what others have said to verify understanding and prevent miscommunication.
  1. Written Communication: The ability to express oneself clearly in business writing.
  • Expresses ideas clearly and concisely in writing.
  • Organizes written ideas clearly and signals the organization to the reader (e.g., through an introductory paragraph or through use of headings).
  • Tailors written communications to effectively reach an audience.
  • Uses graphics and other aids to clarify complex or technical information.
  • Spells correctly.
  • Writes using concrete, specific language.
  • Uses punctuation correctly.
  • Writes grammatically.
  • Uses an appropriate business writing style.
  1. Persuasive Communication: The ability to plan and deliver oral and written communications that make an impact and persuade their intended audiences.
  • Identifies and presents information or data that will have a strong effect on others.
  • Selects language and examples tailored to the level and experience of the audience.
  • Selects stories, analogies, or examples to illustrate a point.
  • Creates graphics, overheads, or slides that display information clearly and with high impact.
  • Presents several different arguments in support of a position.
  1. Interpersonal Awareness: The ability to notice, interpret, and anticipate others’ concerns and feelings, and to communicate this awareness empathetically to others.
  • Understands the interests and important concerns of others.
  • Notices and accurately interprets what others are feeling, based on their choice of words, tone of voice, expressions, and other nonverbal behavior.
  • Anticipates how others will react to a situation.
  • Listens attentively to people’s ideas and concerns.
  • Understands both the strengths and weaknesses of others.
  • Understands the unspoken meaning in a situation.
  • Says or does things to address others’ concerns.
  • Finds non-threatening ways to approach others about sensitive issues.
  • Makes others feel comfortable by responding in ways that convey interest in what they have to say.
  1. Influencing Others: The ability to gain others’ support for ideas, proposals, projects, and solutions.
  • Presents arguments that address others’ most important concerns and issues and looks for win-win solutions.
  • Involves others in a process or decision to ensure their support.
  • Offers trade-offs or exchanges to gain commitment.
  • Identifies and proposes solutions that benefit all parties involved in a situation.
  • Enlists experts or third parties to influence others.
  • Develops other indirect strategies to influence others.
  • Knows when to escalate critical issues to own or others’ management, if own efforts to enlist support have not succeeded.
  • Structures situations (e.g., the setting, persons present, sequence of events) to create a desired impact and to maximize the chances of a favorable outcome.
  • Works to make a particular impression on others.
  • Identifies and targets influence efforts at the real decision makers and those who can influence them.
  • Seeks out and builds relationships with others who can provide information, intelligence, career support, potential business, and other forms of help.
  • Takes a personal interest in others (e.g., by asking about their concerns, interests, family, friends, hobbies) to develop relationships.
  • Accurately anticipates the implications of events or decisions for various stakeholders in the organization and plans strategy accordingly.
  1. Building Collaborative Relationships: The ability to develop, maintain, and strengthen partnerships with others inside or outside the organization who can provide information, assistance, and support.
  • Asks about the other person’s personal experiences, interests, and family.
  • Asks questions to identify shared interest, experiences, or other common ground.
  • Shows an interest in what others have to say; acknowledges their perspectives and ideas.
  • Recognizes the business concerns and perspectives of others.
  • Expresses gratitude and appreciation to others who have provided information, assistance, or support.
  • Takes time to get to know coworkers, to build rapport and establish a common bond.
  • Tries to build relationships with people whose assistance, cooperation, and support may be needed.
  • Provides assistance, information, and support to others to build a basis for future reciprocity.
  1. Customer Orientation: The ability to demonstrate concern for satisfying one’s external and/or internal customers.
  • Quickly and effectively solves customer problems.
  • Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting.
  • Lets customers know he/she is willing to work with them to meet their needs.
  • Finds ways to measure and track customer satisfaction.
  • Presents a cheerful, positive manner with customers.

Competencies Dealing with Business

The Preventing and Solving Problems Cluster

  1. Diagnostic Information Gathering: The ability to identify the information needed to clarify a situation, seek that information from appropriate sources, and use skillful questioning to draw out the information, when others are reluctant to disclose it
  • Identifies the specific information needed to clarify a situation or to make a decision.
  • Gets more complete and accurate information by checking multiple sources.
  • Probes skillfully to get at the facts, when others are reluctant to provide full, detailed information.
  • Routinely walks around to see how people are doing and to hear about any problems they are encountering.
  • Questions others to assess whether they have thought through a plan of action.
  • Questions others to assess their confidence in solving a problem or tackling a situation.
  • Asks questions to clarify a situation.
  • Seeks the perspective of everyone involved in a situation.
  • Seeks out knowledgeable people to obtain information or clarify a problem.
  1. Analytical Thinking: The ability to tackle a problem by using a logical, systematic, sequential approach.
  • Makes a systematic comparison of two or more alternatives.
  • Notices discrepancies and inconsistencies in available information.
  • Identifies a set of features, parameters, or considerations to take into account, in analyzing a situation or making a decision.
  • Approaches a complex task or problem by breaking it down into its component parts and considering each part in detail.
  • Weighs the costs, benefits, risks, and chances for success, in making a decision.
  • Identifies many possible causes for a problem.
  • Carefully weighs the priority of things to be done.
  1. Forward Thinking: The ability to anticipate the implications and consequences of situations and take appropriate action to be prepared for possible contingencies.
  • Anticipates possible problems and develops contingency plans in advance.
  • Notices trends in the industry or marketplace and develops plans to prepare for opportunities or problems.
  • Anticipates the consequences of situations and plans accordingly.
  • Anticipates how individuals and groups will react to situations and information and plans accordingly.
  1. Conceptual Thinking: The ability to find effective solutions by taking a holistic, abstract, or theoretical perspective.
  • Notices similarities between different and apparently unrelated situations.
  • Quickly identifies the central or underlying issues in a complex situation.
  • Creates a graphic diagram showing a systems view of a situation.
  • Develops analogies or metaphors to explain a situation.
  • Applies a theoretical framework to understand a specific situation.
  1. Strategic Thinking: The ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers (internal and external), and strengths and weaknesses as compared to competitors.
  • Understands the organization’s strengths and weaknesses as compared to competitors.
  • Understands industry and market trends affecting the organization’s competitiveness.
  • Has an in-depth understanding of competitive products and services within the marketplace.
  • Develops and proposes a long-term (3-5 year) strategy for the organization based on an analysis of the industry and marketplace and the organization’s current and potential capabilities as compared to competitors.
  1. Technical Expertise: The ability to demonstrate depth of knowledge and skill in a technical
  • Effectively applies technical knowledge to solve a range of problems.
  • Possesses an in-depth knowledge and skill in a technical area.
  • Develops technical solutions to new or highly complex problems that cannot be solved using existing methods or approaches.
  • Is sought out as an expert to provide advice or solutions in his/her technical area.
  • Keeps informed about cutting-edge technology in his/her technical area.

The Achieving Results Cluster

  1. Initiative: Identifying what needs to be done and doing it before being asked or before the situation requires it.
  • Identifying what needs to be done and takes action before being asked or the situation requires it.
  • Does more than what is normally required in a situation.
  • Seeks out others involved in a situation to learn their perspectives.
  • Takes independent action to change the direction of events.
  1. Entrepreneurial Orientation: The ability to look for and seize profitable business opportunities; willingness to take calculated risks to achieve business goals.
  • Notices and seizes profitable business opportunities.
  • Stays abreast of business, industry, and market information that may reveal business opportunities.
  • Demonstrates willingness to take calculated risks to achieve business goals.
  • Proposes innovative business deals to potential customers, suppliers, and business partners.
  • Encourages and supports entrepreneurial behavior in others.
  1. Fostering Innovation: The ability to develop, sponsor, or support the introduction of new and improved method, products, procedures, or technologies.
  • Personally develops a new product or service.
  • Personally develops a new method or approach.
  • Sponsors the development of new products, services, methods, or procedures.
  • Proposes new approaches, methods, or technologies.
  • Develops better, faster, or less expensive ways to do things.
  • Works cooperatively with others to produce innovative solutions.
  1. Results Orientation: The ability to focus on the desired result of one’s own or one’s unit’s work, setting challenging goals, focusing effort on the goals, and meeting or exceeding them.
  • Develops challenging but achievable goals.
  • Develops clear goals for meetings and projects.
  • Maintains commitment to goals in the face of obstacles and frustrations.
  • Finds or creates ways to measure performance against goals.
  • Exerts unusual effort over time to achieve a goal.
  • Has a strong sense of urgency about solving problems and getting work done.
  1. Thoroughness: Ensuring that one’s own and others’ work and information are complete and accurate; carefully preparing for meetings and presentations; following up with others to ensure that agreements and commitments have been fulfilled.
  • Sets up procedures to ensure high quality of work (e.g., review meetings).
  • Monitors the quality of work.
  • Verifies information.
  • Checks the accuracy of own and others’ work.
  • Develops and uses systems to organize and keep track of information or work progress.
  • Carefully prepares for meetings and presentations.
  • Organizes information or materials for others.
  • Carefully reviews and checks the accuracy of information in work reports (e.g., production, sales, financial performance) provided by management, management information systems, or other individuals and groups.
  1. Decisiveness: The ability to make difficult decisions in a timely manner.
  • Is willing to make decisions in difficult or ambiguous situations, when time is critical.
  • Takes charge of a group when it is necessary to facilitate change, overcome an impasse, face issues, or ensure that decisions are made.
  • Makes tough decisions (e.g., closing a facility, reducing staff, accepting or rejecting a high-stakes deal).

Self-Management Competencies

  1. Self Confidence: Faith in one’s own ideas and capability to be successful; willingness to take an independent position in the face of opposition.
  • Is confident of own ability to accomplish goals.
  • Presents self crisply and impressively.
  • Is willing to speak up to the right person or group at the right time, when he/she disagrees with a decision or strategy.
  • Approaches challenging tasks with a “can-do” attitude.
  1. Stress Management: The ability to keep functioning effectively when under pressure and maintain self control in the face of hostility or provocation.
  • Remains calm under stress.
  • Can effectively handle several problems or tasks at once.
  • Controls his/her response when criticized, attacked or provoked.
  • Maintains a sense of humor under difficult circumstances.
  • Manages own behavior to prevent or reduce feelings of stress.
  1. Personal Credibility: Demonstrated concern that one be perceived as responsible, reliable, and trustworthy.
  • Does what he/she commits to doing.
  • Respects the confidentiality of information or concerns shared by others.
  • Is honest and forthright with people.
  • Carries his/her fair share of the workload.
  • Takes responsibility for own mistakes; does not blame others.
  • Conveys a command of the relevant facts and information.
  1. Flexibility: Openness to different and new ways of doing things; willingness to modify one’s preferred way of doing things.
  • Is able to see the merits of perspectives other than his/her own.
  • Demonstrates openness to new organizational structures, procedures, and technology.
  • Switches to a different strategy when an initially selected one is unsuccessful.
  • Demonstrates willingness to modify a strongly held position in the face of contrary evidence.
Reprinted from “The Value-Added Employee,” by Edward J. Cripe and Richard S. Mansfield, Copyright 2002 by Workitect Inc.


Executive Summary’s, Assessments, SOW and SOP’s



Tools and Support for the Workforce, Talent Management and Performance Improvement

The Technology  offers  expert  guidance,  processes  and  tools  that  support  talent management  to  increase  retention,  support  progression  planning,  professional  development, job assignments and performance management. By focusing on evidence of skill, expertise and performance,  using  electronic  portfolios,  the technology  can  help  your  organization  easily  and  efficiently focus on individuals and groups to meet your organization’s needs and impact bottom line results.

The web-based  system help teams of recruiters, reviewers, trainers, teachers  and  managers  apply proven processes to  analyze  and  project  talent needs that  assist  with  how  the  technology  processes help  plan  and  coach development for performance improvement.

  1. Collect and review evidence of individuals’ proficiency and performance.
  2. Make hiring and assignment decisions based on performance evidence.
  3. Coach, train and develop proficiency
  4. Provide performance feedback.
  5. Monitor performance outputs and results.
  6. Link developing talent with experts.

For the full story please visit: Executive Summary – Industry

Executive Summary

Executive Level Overview Education Sector 

LeaderTracker™ is an extremely powerful and flexible cloud-based, Software-as-a-Service (SaaS) product initially designed to serve the education and performance improvement market place. This unique software product was designed using a grant from the Wallace Foundation to reduce challenges to schools and districts in fulfilling their respective obligations for education leader development and performance management.

The Leader Tracker solution is combined with expert consulting support and coaching by the Institute for Performance Improvement ( to help schools and school districts improve performance in their unique local contexts. These Leaders use the tool to monitor the evidence of performance against defined goals and provide clear expectations, feedback and coaching anytime and anywhere. The system’s Social Media functionality allows the development of groups, sharing of information, artifacts and online asynchronous collaboration. Expert panels can easily provide coaching across time and distance when local schools do not have access to that expertise locally. LeaderTracker™ supports internships, on-the-job practice, and residency experiences which allow developing leaders to do real working real schools at the time that work needs to happen, thus allowing authentic practice.

For the full story please visit: Executive Summary – Education

Executive Summary

Supporting Talent Management in Industry

Does your organization value and develop leaders and associates as assets? Accredited Portfolios, Inc. offers expert guidance, processes and tools that support talent management to increase retention, support progression planning, professional development, job assignments and performance management. By focusing on evidence of skill, expertise and performance, API can help your organization easily and efficiently focus on individuals and groups to meet your organization’s talent needs and impact bottom line results.

Developing the type of workforce that improves organization performance and reduces the costs associated with turnover of talent requires a variety of strategies to develop talent: training, coaching, job rotations and developmental assignments.

The best ideas, improvement breakthroughs and innovations come from the talent inside your organization who are closest to the work and your guests and customers. LeaderTracker™ can help you motivate and accelerate the sharing of those practices. Need to work across organizations to orchestrate service delivery? Use LeaderTracker™ to link teams as they plan and carry out projects, and capture the lessons they learn from those projects to improve future performance. Professional

For the full story please visit: Talent Management Summary



Next Generation Learning

Providing innovative technology for internal and external Education & Industry stakeholders to expand knowledge base for teaching, coaching and developing competency based professional development. Where aligning education and workforce needs resulting in a credential certification, accreditation and succession planning process that holds real value in the workplace.


“The system is designed to operate in the space between the trainer, the organization, the supervisor, and the individual. For example; The system allows for the trainer and supervisor (up to nine seats) for an expert path panel of mentors to work with the learning candidate using electronic portfolios.”

LeaderTracker™ empowers working learners to collaborate competency models with experts for knowledge transfer & career development.  A Web 2.0 Learning Environment for Human Performance Improvement What LeaderTracker™ can do for Human Performance Improvement:

  1. The system will help manage the human performance improvement that focuses on the individual and the methodology to do the right strategies and approach to get the right assessment information.
  1. Doing the assessments on why individuals will be successful, defining what the key skills and competencies are needed, identify the barriers to student success and then measure them through the learning process with evidence which is critical to teaching and learning to gauge improvement and accountability.
  1. Having the right information that allow support teams to be able to develop individuals, groups, organizations within our communities in the right areas, then to integrate those things into the way we work – the day to day practical work.

“How we work will need to change if we are going to improve our behavior”

Aligning everyone on why these skills are important Building Support for the Strategic Path Plan:

  1. Aligning a Support Team, Workgroups & Partnerships where interaction leads to greater student engagement, retention, and competence.
  1. Where the interaction of the Support Teams, Workgroups and Partnerships can be replicated across institutions and disciplines.
  1. Having the right information, the right focuses on what to do develop what skills, and then integrate the processes into the work place and making sure everyone is aligned on why we are doing these things for linking to improvement strategies and changes in practice to be effective.

For the full story please visit: LeaderTracker Fast Facts



Cutting Edge Tool Kit Using Social Learning for Talent Management

  1. What is your plan for tracking outcomes?
  2. What is your plan for gainful employment?
  3. Who will guide your professional development?
  4. How will your accomplishments be tracked?
  5. How will you communicate achievements across multiple boundaries?
  6. Do your program participants and graduates have evidence of competencies that can be easily examined?

Performance Effectiveness Supporting:

  • Talent Retention
  • Assessments
  • Collaboration
  • Mentorship
  • Accreditation
  • Certification

For Team brochure please visit: Team LeaderTracker Brochure

For Chef brochure please visit: Chef LeaderTracker Brochure


The Education Foundation

Solutions to prove proficiency and improve performance

“By leveraging the education foundation to be the voice of the industry for the betterment of society we are making an impact on training the majority of the American workforce. Through community services we are able to create career opportunities, channel community engagement and enhance the processes to workforce development. These efforts make an impact on employment that advances the reputation of the restaurant industry”

This system review will help to understand how to use the technology & Professional Services with your current strategies for developing an online community of practice for professional development. We can help to develop strategies to grow a lifelong learning community for industry members, educators, program graduates, and alumnus while offering revenue growth opportunities.

The suite of services and tools support:

  1. Performance Management
  2. Performance Improvement
  3. Talent Management
  4. Certification
  5. Collaboration

For the full assessment please visit: Need Assessment

A sophisticated social learning platform for professional development, performance improvement & capacity development.


To learn more visit the [8] portfolios below:


For more up-to-date Articles & Activity visit LinkedIn