Organization Performance Partners

In a previous blog I argued the best way to maximize the uptake of competency models/success profiles is to anchor them to business value. A related and general rule I use when building models is the 60/40 Principle. That is, when building enterprise leadership success profiles, I try to build them with capabilities in two categories: Fundamental and Core Value. Fundamental leadership capabilities are relatively generic and applicable to a wide variety of situations. For

I’ve seen and built many models; sometimes they create a lot of value and benefit, and sometimes they sit on the shelf under-utilized. There are many reasons for lower utilization: Lack of infrastructure to enable ease-of-use. Not a strong performance management or development culture. People-manager population not adequately skilled. Model content does not capture differentiating capabilities (e.g., too generic). The number one way to maximize usage: make it abundantly clear

Competency models have been around for a long time; I was lucky enough to start my career studying and working with David McClelland, and...