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We have a real need to step up leadership development and have a very short time to get our leadership competency program launched.  We have a competency model that we bought from a vendor several years ago but never used.  Our plan is to send the list of competencies to our leaders and ask them to rank them in importance, and then use that model for leadership skills assessments.  Does that make sense?
 
In-A-Hurry


Dear In-A-Hurry,
 
We've often seen this approach used, but the results are usually disappointing.  A generic list of competencies from any vendor can be a good starting place, but unless your model specifically outlines the skills your leaders are going to need moving forward, your assessment data may not be as actionable as you'd like.
 
Customizing your model need not be onerous, though.  I'd recommend starting with senior leadership and your organization's current strategy.  In this sudden economic downturn, many organizations are circling the wagons and changing course - often requiring new skills of their leaders.  Thoroughly review recent communications from the top to discern what skills will be critical for executing the strategy, and then set up key interviews or focus groups to discuss current and future needs.  For example, we're seeing a huge focus on process engineering and process improvement in many organizations that want to pave the way for more predictable, data-driven decision making; skills related to those needs must have a high priority - and be clearly defined - in the competency model.  Then, talk with the best performers in your organization to determine what they do differently than the average performers.  Use the words you hear from these exemplars to help define the skills in your model.  Once that research is finished, you can use the skills and the organizational structure of your existing model as a starting point for your customized version.
 
This method may take you about twice the time as the process you've outlined.  However, results that are tailored to your specific situation are likely to be as much as ten times more valuable.  That's what ROI is all about.
 

Best wishes,
Chris
 

End Note: Learn specific skills and gain valuable tools that will help you build competency models and implement successful competency management programs at our next workshop, Putting Competency Management to WORK for Your Organization.

Helpful Reading

• Total Workday Control Using Microsoft Outlook by Michael Linenberger

• Nice Guys Can Get the Corner Office by Russ Edelman, Timothy Hiltabiddle and Charles Manz

• The Milkshake Moment: Overcoming Stupid Systems, Pointless Policies and Muddled Management to Realize Real Growth by Steven S. Little

Besides our Full Circle Solutions eNewsletter, Avilar is also communicating about relevant talent management topics through the use of several online social networking sites including LinkedIn and Twitter.

These powerful social networking tools are allowing for a greater ease of convenient communication and networking while allowing for fairly in-depth, detailed conversations about competency models, skills assessments, even product technical support.

If you already have accounts with these services, you can connect with Avilar using the links below.