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Developing Leadership Competencies

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Most major companies have developed formal competency models - which are ... Business Acumen. Financial, Technical or Functional Knowledge ... – PowerPoint PPT presentation

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Title: Developing Leadership Competencies


1
Developing Leadership Competencies
Presented by Nancy Rehbine Zentis, Ph.D. SFLODN,
September, 2008
2
Topics
  • Define Leadership Competency Models
  • Types of Leadership Competency
  • Types of Leadership Competency Models
  • How to Develop a Leadership Competency Model
  • Baptist Hospital Model
  • Benefits of a Competency Model
  • Other tools
  • Questions and Answers

3
Leadership Competencies
  • Most major companies have developed formal
    competency models - which are descriptions of
    knowledge, skills, and personal characteristics
    and behaviors needed to perform key elements or
    responsibilities of the leaders job

4
Competency Models
  • Used for a number of purposes
  • Assessment of current senior leaders
  • Identification of high-potential executive talent
  • Performance Appraisal
  • Job Benchmarking for Hiring and Selection
  • Leadership Development

5
Study ConductedBy Cambria Consulting
  • Purpose Define a Universal Leadership
    Competency Model
  • 64 Leadership Models from 22 major companies
  • 30 Attributes
  • 30 Practices
  • 8 Attribute Models
  • 27 Practice Models
  • 65 Mixture of Attributes and Practices

6
Two Types of Competencies
  • Practices - what people do on the job to get
    results
  • Example A leader might set vision and
    direction, focus on the customer and Make
    decisions
  • Attributes - knowledge, skills and other
    characteristics and capabilities that people
    bring to the job that enable them to carry out
    leadership tasks
  • Example A leader might possess strategic
    thinking, initiative, and high energy as personal
    attributes

7
Attributes Versus Practices
  • Attributes are the raw ingredients of performance
    - they are the capabilities needed by people to
    do their jobs
  • Practices are what people do with the attributes
    they possess are described by observable
    on-the-job behavior.
  • Practices also depend on the presence of
    attributes for example, one cannot make tough
    decisions (a practice) without a high degree of
    self-confidence (an attribute).

8
Leadership Attributes
9
Leadership Practices
10
Approaches
  • Comprehensive Approach
  • Anything deemed necessary worth assessing or
    observing in a current leader
  • Comprehensive Models focus on 20 competencies or
    more to be used for a variety of purposes - job
    requirements, hiring criteria, development plans
  • Selective Approach
  • High Impact Competencies to Differentiate
    Outstanding from Average Leaders
  • Selective Models focus on 10 Competencies to
    highlight what is most valuable for future
    success

11
Hybrid Approach
  • Small Set of Key Leadership Competencies (5 or
    less) is grafted onto a larger competency
    dictionary
  • Key Competencies are viewed as essential for
    leadership success
  • Others are essential to anyone in a leadership
    role

12
Two Categories
  • Generic
  • Adopted standard language from pre-existing
    competency lists - dealing with ambiguity,
    strategic agility, managerial courage, developing
    others, valuing diversity
  • Strategically Informed
  • Models that have adopted a unique language that
    models to the organizational culture, more
    selective and important to the enterprise - Build
    key relationships, claim the future, provide
    structure and direction, data driven, foster
    entrepreneurial thinking

13
Advantage of Strategic Approach
  • Ability to communicate expectations for leaders
    throughout the organization in a distinctive way
  • Reflects the organizations strategy and culture
  • Links competencies to business goals and
    performance outcomes

14
Leadership Practices
  • Research Findings
  • Many leadership practices are not universal
  • Leadership is situational and requires different
    behaviors
  • In some models, competencies were identified as
    critical, in others not mentioned
  • While Develop People was at the top of the list
    at 58, Get Results not as high

15
Top Practices
16
Top Attributes
17
Whats Missing?
  • Business Acumen
  • Financial, Technical or Functional Knowledge
  • Ambition - Key ingredient of effectiveness
    effective leaders want to lead
  • Why were they missing?

18
Guidelines for Developing Leadership Competencies
  • Keep them few and simple
  • Limit to the genuine priorities
  • Link to capability needs
  • Identify critical derailer competencies -
    Lominger does this
  • Embed throughout systems and processes
  • Continually revisit staying future focused

19
Developing a Competency Model
  • Comprehensive Approach
  • Bench Mark from existing Leadership Competency
    Models - DDI, PDI, Lominger and match
    competencies existing leadership positions and
    business requirements
  • Identify broad competency categories and
    supporting competencies
  • Identify supporting behavior items that support
    the competency and requirements of the job

20
Developing A Competency Model
  • Review Purpose of the Job
  • Conduct Interviews and Focus Group Discussion
    With Subject Matter Experts
  • Develop a Job Profile based on the job
    requirements and business needs now and in the
    future
  • Identify Broad Competency Categories
  • Identify Key Behavioral Requirements - Critical
    Incidents
  • Define the behaviors-traits, skills and knowledge
    needed to successfully perform the job
  • Define behavioral items that describe the
    behavior by level
  • Get Input and Buy-in from Stakeholders
  • Revise and Approve

21
Competency Development Process
2. Define Job Responsibilities Tied to Business
Goals Interview individuals, and managers to
identify key responsibilities
1. Review Organization Vision, Mission and
Goals Identify key performance outcomes for each
position
6. Gain Buy-in Review with SMEs Analyze
results and conduct a pilot assessment to
determine effectiveness

Leadership Competency Model
3. Identify Behavioral Competencies Ask SMEs
what behaviors are critical to job success, Level
competencies by level of responsibility and
define the behaviors
5. Define Competency Categories Define
Dimensions, Categories, and develop specific
descriptions of the competency
4. Benchmark Ask SMEs to prioritize importance
and value of the competencies Conduct research to
compare against other models Valid the
competencies
22
Benefits of Competency Models
  • Hiring and Selection
  • Leadership Assessment
  • Leadership Development Planning
  • Leadership Career Path
  • Performance Management
  • Succession Planning
  • Identifying High Potentials

23
Other Resources
  • Job Benchmarking, Behaviors, Values, and Personal
    Career Insights/Traits Assessments - Trimex - TTI
  • 360 Degree Feedback Instruments - 20/20 Insight

24
Q ASummaryCloseThank You!
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