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Developing Leadership Competencies. Presented by Nancy Rehbine Zentis, Ph.D. SFLODN, September, 2008. Topics. Define Leadership Competency Models Types of Leadership Competency Types of Leadership Competency Models How to Develop a Leadership Competency Model Baptist Hospital Model - PowerPoint PPT Presentation
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Presented by Nancy Rehbine Zentis, Ph.D. SFLODN, September, 2008
Developing Leadership Competencies
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Topics
Define Leadership Competency ModelsTypes of Leadership CompetencyTypes of Leadership Competency ModelsHow to Develop a Leadership Competency ModelBaptist Hospital ModelBenefits of a Competency ModelOther toolsQuestions 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 ConductedBy Cambria Consulting
Purpose: Define a Universal Leadership Competency Model
64 Leadership Models from 22 major companies30 Attributes30 Practices8% Attribute Models27% Practice Models65% Mixture of Attributes and Practices
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Two Types of CompetenciesPractices - 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 jobsPractices 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 ApproachAnything deemed necessary worth assessing or observing in a current leaderComprehensive 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” LeadersSelective 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 wayReflects the organization’s strategy and cultureLinks competencies to business goals and performance outcomes
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Leadership Practices
Research Findings:Many leadership practices are not universalLeadership is situational and requires different behaviorsIn some models, competencies were identified as critical, in others not mentionedWhile “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 KnowledgeAmbition - Key ingredient of effectiveness: effective leaders want to leadWhy 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 ApproachBench 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 ModelReview Purpose of the Job Conduct Interviews and Focus Group Discussion With Subject Matter ExpertsDevelop a Job Profile based on the job requirements and business needs now and in the futureIdentify Broad Competency CategoriesIdentify 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 StakeholdersRevise 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
2. Define Job Responsibilities Tied to
Business GoalsInterview individuals, and managers to identify
key responsibilities
3. Identify Behavioral
CompetenciesAsk SME’s what behaviors are
critical to job success, Level competencies by level of
responsibility and define the behaviors4. Benchmark
Ask SMEs to prioritize importance and value of the competencies
Conduct research to compare against other models
Valid the competencies
1. Review Organization Vision, Mission and Goals
Identify key performance outcomes for each position
Leadership Competency
Model
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Benefits of Competency Models
Hiring and SelectionLeadership AssessmentLeadership Development PlanningLeadership Career PathPerformance ManagementSuccession PlanningIdentifying 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 & ASummary
Close
Thank You!
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