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As you drill down the drivers of performance for most organizations; things like great customer service, efficient processes, and empowering technology, you reach a base level for making these drivers happen. One of the more powerful tools for capturing the characteristics behind critical functions is the Competency Model. In order to build a competency model, we should start by looking at past performance that elevated the position, resulting in very high levels of performance.
From this baseline, we are able to articulate a model for exceptional performance, giving employees critical insights into what it takes to succeed. Competency models are a means of ensuring that your investment in your people supports the achievement of strategic goals.
These three groups of competencies can be thought of as the Pyramid of Leadership, which collectively form the basic requirements for becoming a leader. Communicate plans and activities in a manner that supports strategies for employee involvement.
Skillfully settles differences by using a win-win approach in order to maintain relationships. Selects the best course of action by identifying all the alternatives and then makes a logical assumption. Ues Emotional Intelligence to identify, assess, and control the emotions of oneself and of others. Establishes goals, deliverables, timelines, and budgets with little or no motivation from superiors (self-motivation rather than passive acceptance). Contributes to and promotes the development of the profession through active participation in the community. These are the skills needed to drive the organization onto the cutting edge of new technologies. Develops high-performance teams by establishing a spirit of cooperation and cohesion for achieving goals.
Identifies and reacts to the outside forces that might influence or alter the organization's goals. Provides the means to enable employee success, while maintaining the well-being of the organization. Empower employees by giving them the authority to get things accomplished in the most efficient and timely manner. Recognizes that learning happens at every opportunity (treats mistakes as a learning event). Provides performance feedback, coaching, and career development to teams and individuals to maximize their probability of success.
These are the skills and knowledge needed to direct the systems and processes that a leader controls. Each organization requires a different set of professional competencies for each leadership position.
NOTE: In this example, the competencies for learning and training professionals are listed. KIPP Teachers have access to KIPP Share, an online platform that enables teachers to share their curriculum, connect with teachers across the network, and explore popular classroom resources.
Every summer, KIPP teachers have the opportunity to come together for an entire week of learning and community-building at the KIPP School Summit (KSS). Every year, KIPP Foundation hosts a variety of weekend-long community retreats throughout the country.
For teachers interested in pursuing school leadership, KIPP School Leadership Programs run nationally-recognized programs over the summer and during the school year to support the development of teacher leaders, deans and individuals selected to lead KIPP schools.


To meet the demands of the rapidly expanding field of infection prevention, and equip professionals for the challenges of the future, APIC has created the first model for infection preventionist (IP) competency.
Highly effective leaders have a dramatic impact on morale, teamwork, engagement, innovation, customer satisfaction, quality, productivity, safety, sales, and profits. Zenger Folkman’s research began with looking at survey responses from over 200,000 raters of more than 20,000 leaders.
Using our deep research data base we’ll often help organizations adapt their own customized competency models. Extraordinary leaders rated at the 90th percentile deliver outstanding performance results that are 3 – 20 times higher than those at the 10th percentile. The best news is that extraordinary leaders don’t need to be SuperLeaders excelling at all competencies to perform at the 80th and 90th percentiles. Leadership development that looks to magnify a smaller number of natural strengths that really make a difference is highly energizing. The sole purpose of a leadership competency model is to help leaders improve their effectiveness.
The one exception to focusing on strengths is if a 360 assessment shows the leader has a Fatal Flaw.
For over three decades, Jim Clemmer’s keynote presentations, workshops, management team retreats, seven bestselling books, articles, and blog have helped hundreds of thousands of people worldwide. Jim’s practical eNewsletter provides a wide range of leadership inspiration, instruction, ideas, and insights each month. This gets you back to the qualities of your human resources a€“ knowledge, expertise, experience, and those things needed for successful execution.
Not only does the Competency Model neatly organize success factors behind a position, but it also describes the behavior needed for maximum performance. Some competencies will cut across several positions, such as similar skills needed for call center personnel, sales force, and marketing managers.
For example, the best competency models incorporate the values and culture of the organization. Although leaders do not need to be the Subject Matter Experts (SME) for the tasks that they direct, they must have a basic understanding of the systems and processes that they control. This network-wide event offers learning experiences with high quality presenters in all academic content areas and effective and culturally relevant pedagogy. These retreats provide attendees an opportunity to learn from and collaborate with other teachers and leaders throughout the network.
These leadership development programs include classroom learning, collaborative projects and residencies in KIPP schools around the country. KIPP does not discriminate on the basis of race, color, gender, disability, age, religion, sexual orientation, or national or ethnic origin. The model outlines the skills needed to advance the infection prevention field and was created to help direct the IP’s professional development at all career stages.
In May of 2013, APIC also released the first Competency Self-Assessment and Professional Development Plan for proficient and advanced IPs in Prevention Strategist.
This post looks at what has been learned over the decade of implementing the Strengths-Based Leadership Development System. Each of the data sets represented different customized 360 surveys from a wide variety of organizations across dozens of sectors with nearly 2,000 behavioral descriptions or survey items.
The key is validating their competencies and descriptions with research that these behaviors have the greatest impact on performance results.
And top performing leaders deliver results that are double or more than average or good leaders rated at the 50th or 60th percentile.


A Strengths-Based Leadership Development System built on a relevant and validated competency model is a roadmap to higher performance. The Clemmer Group is the Canadian strategic partner of Zenger Folkman, an award-winning firm best known for its unique evidence-driven, strengths-based system for developing extraordinary leaders and demonstrating the performance impact they have on organizations.
And the combination of skills, expertise, knowledge and other intangibles will vary from job to job, function to function. Try to reflect back on the behavior and actions this person took a€“ special events, critical highlights, and other characteristics of success. However, the best competency models include some distinctions a€“ such as assertive communicator for sales personnel, but friendly and courteous behavior for call center personnel.
Therefore, if someone performs really well in accordance with their respective competency model, then you invariably expect them to be rewarded and recognized within the organization. Employees tend to identify with acceptable behaviors as opposed to improving their skill sets.
Without a strong foundation, the sides of the pyramid will soon crumble and fall as the base gives away.
Without some knowledge of the technical skills that they direct, the pyramid soon begins to fall apart and the organization begins to operate in damage control mode. They build on each other’s work so KIPPsters benefit from the collective wisdom of a network. While maximizing opportunities for sharing and collaborating with colleagues, KSS also ensures that teachers walk back into their classrooms each fall armed with best practices and tools that they can implement immediately. Learn more by reading additional articles in the May 2012 issue of AJIC that focus on the future of the profession. They searched for the competencies that sharply delineated the top 10 percent from the bottom 10 percent of leaders by their performance outcomes.
Like a GPS mapping device, the competency framework and 360 feedback assessment help a leader identify where he or she is now and which routes will take them to their next performance level. An effective strengths-based leadership competency model helps people apply their ingenuity in playing to their passions and leveraging their natural strengths to meet organizational needs specific to their role. For example, what we need for executing for securing new customers is not necessarily the same as what we need for efficient processes.
For example, we can use competency models for applying the same standards throughout the company. Once employees have reach behavioral thresholds, then move to higher skills such as leadership to drive long-term employee performance. So we can pick those that are natural strengths, are most relevant to our job, and we’re most energized about developing further. Under his leadership his army advanced further, captured more enemy prisoners, and liberated more territory in less time than any other army in history. So make sure your competency models are backup by the reality of the values and culture of the company. In fact, find out why people are struggling and see what's needed for your competency model to work within your existing workforce.



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