Transcript Hands On Miami

Developing Leadership
Competencies
Presented by Nancy Rehbine Zentis, Ph.D. SFLODN, September, 2008
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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
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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 leader’s job
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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
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Study Conducted
By 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
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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
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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).
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Leadership Attributes
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Leadership Practices
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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
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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
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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
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Advantage of Strategic
Approach
Ability to communicate expectations for
leaders throughout the organization in a
distinctive way
Reflects the organization’s strategy and
culture
Links competencies to business goals
and performance outcomes
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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
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Top Practices
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Top Attributes
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What’s Missing?
Business Acumen
Financial, Technical or Functional
Knowledge
Ambition - Key ingredient of
effectiveness: effective leaders want to
lead
Why were they missing?
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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
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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
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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
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Competency Development Process
6. Gain Buy-in
Review with SME’s
Analyze results and conduct a pilot assessment
to determine effectiveness
5. Define
Competency
Categories
Define Dimensions,
Categories, and develop
specific descriptions of the
competency
1. Review
Organization Vision,
Mission and Goals
Identify key performance outcomes for
each position
2. Define Job
Responsibilities Tied to
Business Goals
Interview individuals, and managers to identify
key responsibilities
Leadership
Competency
Model
4. Benchmark
3. Identify
Behavioral
Competencies
Ask SME’s what behaviors are
critical to job success, Level
competencies by level of
responsibility and define the
behaviors
Ask SMEs to prioritize importance and value of
the competencies
Conduct research to compare against other
models
Valid the competencies
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Benefits of Competency
Models
Hiring and Selection
Leadership Assessment
Leadership Development Planning
Leadership Career Path
Performance Management
Succession Planning
Identifying High Potentials
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Other Resources
Job Benchmarking, Behaviors, Values,
and Personal Career Insights/Traits
Assessments - Trimex - TTI
360 Degree Feedback Instruments 20/20 Insight
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Q&A
Summary
Close
Thank You!
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