Case Study Part 1: Cami Machado, Trainer 

One of Cami's other tasks, in addition to implementing the black box technology, is to ensure that everyone affected by the system changes will be trained well in advance of the implementation. As such, she is responsible for "training the trainers" or "train-the-trainers" sessions as they are called. Being at the center of the change and having taught Information Technology courses at a local university in the past, she feels well prepared to lead the train-the-trainers courses on new data security procedures for Listo Systems. She is eager to conduct the first session and has spent two weeks preparing large, detailed manuals rich in statistics and flow charts.

The professional trainers in her first class do not share her enthusiasm. Although it is obvious to them that she loves her job, their general evaluations of the course were poor. Comments from the trainers included "lots of smoke but no fire," "talks down to us," and "I still don't have a clue what is expected of me and the people I will be training." Although Cami expects these comments from the very first train-the-trainers course, her manager realizes that something needs to be done immediately. 

Cami routinely represents Listo Systems at an annual Computer Graphic Service Trade Show. This show is well attended by virtually all of their clients. Because of the changes they are making in the way that they will receive and send jobs to and from their clients, Listo Systems has scheduled a private presentation at the trade show for key contacts. After an introduction by the President of Listo, Cami is to give them a flashy, multimedia overview of the client benefits of the new "black box" data security system.

Cami thinks that somebody from sales and marketing would be better suited to do the "glamour show." She thinks that she should remain in the booth talking to the "real" people with "real" questions from their client organizations. While Cami knows she could do a good job, she is procrastinating and continues to look to have the presentation reassigned. This is shaping up to be a make or break consideration for many client contracts and her manager would like to help before this situation gets worse.

Previously, with regard to the Cami Machado case study, you looked at performance readiness in a basic sense involving acceptance and ownership. Digging deeper, performance readiness is assessed by looking at two very specific behavioral indicators: ability and willingness.

Ability is the relevant knowledge, experience and consistently demonstrated skill with the task.

Willingness is the current confidence, commitment and motivation to perform the task. 

1. List behavioral indicators demonstrating Cami's ABILITY to train the trainers:
a. Knowledge (knows how to do) 
b. Experience (has done before) 
c. Skill (is doing)

2. List behavioral indicators demonstrating Cami's WILLINGNESS to train the trainers:
a. Confidence (can do) 
b. Commitment (will do...believes) 
c. Motivation (wants to do)

3. List behavioral indicators demonstrating Cami's ABILITY to present the benefits of the new security system:
a. Knowledge (knows how to do) 
b. Experience (has done before) 
c. Skill (is doing)

4. List behavioral indicators demonstrating Cami's WILLINGNESS to present the benefits of the new security system to clients:
a. Confidence (can do) 
b. Commitment (will do...believes) 
c. Motivation (wants to do)