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By Kate Ripp See all Articles by Kate rippGet Updates on Business Coach and Business CoachingGet Updates on Kate ripp Average: 0 Your rating: None Tweet "Everybody has accepted by now that change is unavoidable" --Peter F. This accomplishment is something he is very proud of and is very comfortable sharing with Terry.
Notice how they warm up to the prospect, Many of the leadership scholars focused there framing on leadership traits in the context of discussing transformational leadership. including ten thousand mangers and business executives and a limited number of government managers (p. an American recording studio needed some hits, Judging or criticizing is a two-way street-when you don't judge harshly.
"What did I do wrong? closing 10 for 10 on a given day),[link widoczny dla zalogowanych],e. a closed deal—we will categorize this task as the wheel on our competency car
Skills Related to the Competency
What specific skill can we attach to the competency that supports “successfully closing a sale” and “meeting with the potential buyer” One skill that helps foster success in this area is the skill of negotiating Skills like a transmission keep things moving in high gear
Core Behaviors Related to the Competency
Because behaviors are the most relevant factors to an employee’s ability to fulfill all components of the competency they are the true engine that drives success
What is a core behavior that helps a salesperson close a sale facilitate meetings with clients and negotiate a winning deal To not take “no” for an answer and offer rebuttals to multiple objections An important trait that supports all these tasks and skills is assertiveness
Because of our detailed review of the job function we can say with some certainty that a job candidate who does not test as being “very assertive” will most likely have difficulty fulfilling the competency of closing sales
Here is a recap of our new competency under the job position of sales
Competency: Ability to close a sale
Related Task: Meeting with prospective clients
Related Skill: Negotiating
Supporting Core Behavior: Assertiveness
This is only one slice of a sales competency model Keep in mind that most competency models will have multiple competencies tasks skills and related behaviors that can be designated and leveraged to guide hiring training coaching and retention efforts
Test for Three “Competencies” within the Final Competency
Based on experience and review of many different competency models in many different industries three basic needs—or to use our discussion term “competencies”—begin to emerge Remember our car analogy which can be used to illustrate the importance of tie in focus and unity when designing and executing a competency model Specifically if all of the focus is placed on the tires and not the transmission engine or doors your competency model may struggle to provide value and lack adoption in the field Your target result should be a quality car both well-built and well-designed
Tie-In (is it closely related to the sales job)
A typical step in the development of a competency model is to conduct a series of focus group meetings This process can be described as a group of people (often subject matter experts) brought together to provide their opinion on the components needed to be successful in a specific job The objective for the exercise is for the focus group to come to a consensus as to the important competencies of a job Sometimes organizations will use a slight deviation of this process where an external consulting company will bring a list of “off-the-shelf” competencies and allow the focus group to choose Either way the desired outcome of the process is the same—it allows the group to determine what competencies are important for the job By design this opinion-based process is intended to capture the thoughts and ideas or the “essence” of the job being studied A valuable benefit is that the competency building process often promotes buy-in to the competency model Conversely the challenge is that there is no direct connection to actual performance on the job Our focus group may agree that the ability to close a sale is important for a sales role but careful examination of actual performance is the best indicator that the competency ties closely to the role
I vividly remember being in a boardroom full of very opinionated executives who were very sure that high ambition was a required core behavior to be successful in a mid-level management role However after collecting performance data and doing some behavioral testing it was discovered that successful employees in that mid-level management role were quite a different breed than the executives had in mind The data showed that the most successful managers had been in the role for a long time and had no ambitions for being promoted out of the position The managers had a strong desire to work in an environment that did not require them to move up to other positions allowing them to become “experts” in that specific role This kind of behavioral misunderstanding replicates itself in the front office of organizations all over the world Decisions made based on opinions are rarely as reliable as decisions based on actual data
TIP: Make sure that your competencies are tied to actual performance data whenever possible At a minimum consider those who are successful in a role compared to all other performers Seek to understand how much or how little the better performers possess and/or rely on the competency in question to be successful By relying solely on subjective opinion you will lose the direct tie-in to actual performance on the job
Focus (accurately describe the desired outcomes of the job)
Competencies according to David McClelland were designed to provide organizations with focus Specifically by clustering tasks into job components organizations could better understand jobs and simplify the testing process as well as find and develop employees Simplification leads to focus Focus leads to improvement and continuous learning of employees on the job Some organizations may inadvertently introduce conflict between the model and the job requirements If a competency model is stretched beyond its original focus or has conflicting behaviors it will lose its focus and ultimately guide the workforce in the wrong direction
When a competency model is based on subjective opinion and performance data (especially for superior performers) is not considered in the process often the values of an organization tend to bleed into the competency model To maximize focus competencies should be designed to reflect measureable tangible and/or observable aspects of the job For instance tracking the number of sales that were closed monthly quarterly or annually is an objective tangible measure of performance
Many organizations also make the mistake of blurring the line between a good well-designed competency and a “values statement” Be careful to keep competencies focused on observable measureable aspects of the job A good example of a values statement is “enjoy the journey” This is a great values statement professing the desire for employees in an organization to focus on today and enjoy the opportunities presently before you Have fun where you are and appreciate the stage or role in which you are currently contributing Practically this concept is very hard to measure or observe For that reason it is a great values statement but is not a clear measuring stick if used as a competency to drive performance on the job
TIP: Ask yourself some basic questions about competencies: “Can I measure it” “Can I observe it” “How do I know who is good at this concept and who is not”
Intuitively we would all agree that different jobs require different people who think and act in different ways The uniqueness of each job is why there are many people in an organization all doing their part to grow and prosper the organization
In some instances an organization will deploy a company-wide competency to try to capture a certain culture or mind-set As a rule of thumb the demands of the job should override a company-wide competency model At a minimum the competency in question should be examined in context of the job situation For example “challenge the status quo” might be part of a company-wide competency model For many specific roles it may be a very good idea to challenge the way things have always been done In a sales role you can encourage employees to find creative ways to engage clients However if the accountants in that same organization begin experimenting with nonstandard accounting practices you could be heading for trouble In this context your better-performing accountants are those who adhere to established accounting guidelines and can work within an organized pre-determined structure
TIP: Job-level application comes from studying the specific jobs and the meaning of a competency at the job level There are times when less is better Use resources such as behavioral testing job analysis and study of successful people on the job Let performance not opinion define the competencies
Unity (components of a competency do not conflict with each other)
In the design of a competency model unity should be part of the equation As mentioned previously competency models that are not tied to actual performance are often developed by either soliciting opinions (focus groups surveys etc) or through an off-the-shelf competency model that a group of people in an organization determine is applicable This process of opinion-gathering often lends itself to conflict When unity is lacking within a set of competencies for a job the Superman Syndrome may arise
The name Superman Syndrome is based on the Superman comic book character that could leap tall buildings in a single bound fly so fast he could turn back time and ensure that dozens of disasters were averted—all in the same day Some competencies seem to ask employees to do the same
The Superman Syndrome represents the opposite of unity in your competency model The idea is to ensure that aspects of your competency model do not demand things that are undeliverable or that conflict with each other A good sales example might be “gives full attention to every detail” and “serves customers with a strong sense of speed and urgency” Another example: a sales job calls for a “highly competitive” person while also being a “great team player” In both of these examples the typical sales representative would receive mixed signals and try to choose one trait over the other “Should I slow my urgency down a bit and be sure I get all the details right or sacrifice accuracy for speed Do you want me to compete with my peers to sell more or spend my time assisting others so they can sell more” Clear unified competencies will reduce confusion and help to support the adoption of a competency model
TIP: Unity in your competency model will reduce the confusion and clarify the expectations of each employee Employees perform better when there is unity between expectations and evaluation of performance on the job Keep employees from having to “figure out” what is expected and how they are going to be measured
By structuring your competencies to tie in to the job activities focus on only one job and present a unified message you will be able to put the competency to work in its most efficient form
Summary
Once you have revamped your competencies to include behavioral attributes you have several avenues of practical business application to `pursue For example your competency models can be used in training of business enterprises using the knowledge skills and attitudes required for high performance In the area of selection competency models work in partnership with a behavioral assessment to indicate which candidates have the “engine” or the behavioral attributes to succeed in the role Once hired the employee can be actively directed and coached to achieve a career planning strategy In this context stronger competency models also help managers to lead their teams by supporting employees to reach their maximum potential
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