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Editor's Notes

1. ApprenticeThe individual is established in a new environment, is assigned parts of projects and depend primarily on others for evaluation of their work SpecialistThe individual establishes technical credibility and concentrates on mastering an area of technical expertise MentorThe established person begins to look outward to others, their needs and his or her ability to help them learn the trade IntegratorThe individual integrates the technical and other functions of the organization and makes their influence felt both inside and outside the organization
2. Where what others think of us and how they evaluate us are key performance measures. We are motivated by the need to impress others and to show that we can do the management job. We are ¡°outer directed¡± and look to others to measure our value in the management role.Our views of change are based on models of salesmanship and personal influence. We believe in the charismatic role that such a view implies. In other words, our attitude as an agent is that our own personal influence or charisma can shape the success of agents working with us.
3. We become concerned with technical mastery of our work, of becoming 'technical specialists'. The primary concerns are developing competence in each area of our job and broadening the technical understanding and mastery of the job.Our achievement motivation is to master each aspect of the role. Our views of change can be summarized as follows: ¡°If I do a good job at marketing, conducting selling interviews and client service, I will be successful.¡± We see our change agent role less as ¡®a charismatic leader' and more as ¡®a specialist¡¯ who masters the important subtasks of prospecting, calling for appointments, conducting interviews, etc...
4. The focus shifts from the development of our own competence to facilitating the development of the competencies of others. We become more concerned about the impact we have on others. The individual in the mentor phase begins to view the change process and his role in it quite differently than before. There is growing awareness that the growth of the firm and of individuals is a collaboratively planned and implemented process where managers and others work together toward greater personal and organizational effectiveness and where the manager's most important skill is the ability to facilitate the collaboration.
5. We are ready to lead both inside and outside our organizations. We are in a position ¡°to integrate¡±, base decisions more on ¡°wisdom¡± than guesswork and practices, and in thoughts, influence ¡°beyond our personal span of control and contact¡±. In the Integrator Stage, we have the ¡°head¡± and ¡°heart¡± of the role, and we have the position power than comes from people within and outside our organization recognizing our ¡°wisdom¡±. We can make our influence felt in a very broad way.The Integrator sets up Performance Support Systems to achieve individual and organizational goals. Performance Support Systems integrate reward systems, organizational structure, training and development systems and assessment and monitoring individual systems to permit individuals to perform at a high level. It is at this stage that the manager is capable of building the ¡°mega¡± practice. He seeks to have impact no only on his practice, but also on his firm and the industry itself.A significant business works with top management to create new approaches to enhancing individual effectiveness and to contributing to human resource development. Having an impact at this level requires position power, a reputation for managerial excellence, and high levels of self esteem. Our managerial effectiveness in this stage - in fact, the degree to which we enter it - is directly proportional to our reputation, position and self-confidence.
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