1

Presented by Nancy Rehbine Zentis, Ph.D. SFLODN, September, 2008

Developing Leadership Competencies

2

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

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 leader’s 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 companies30 Attributes30 Practices8% Attribute Models27% Practice Models65% Mixture of Attributes and Practices

6

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

7

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).

8

Leadership Attributes

9

Leadership Practices

10

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

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 wayReflects the organization’s strategy and cultureLinks competencies to business goals and performance outcomes

14

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

15

Top Practices

16

Top Attributes

17

What’s Missing?

Business Acumen Financial, Technical or Functional KnowledgeAmbition - Key ingredient of effectiveness: effective leaders want to leadWhy 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 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

20

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

21

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

22

Benefits of Competency Models

Hiring and SelectionLeadership AssessmentLeadership Development PlanningLeadership Career PathPerformance ManagementSuccession PlanningIdentifying 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 & ASummary

Close

Thank You!