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FAQ: The 16 Competencies: Defining Behaviors

This FAQ is an overview of the types of behaviors that define each of the 16 competencies.

1. Displays High Integrity and Honesty • Systematically evaluate information by using a


Behaviors Defining This Competency: variety of proven methods and techniques.
• Avoid saying one thing and doing another (i.e., • Encourage alternative approaches and new
walk the talk). ideas.
• Follow through on promises and commitments. • Encourage others to seek and try different
• Model the core values. approaches for solving complex problems.
• Lead by example. • See patterns and trends in complex data and
• Be trusted by others to “do the right thing” as it use the patterns to outline a path forward.
relates to other people. • Coach others on how to analyze information to
• Be honest and ethical when dealing with others, solve problems and make decisions.
especially when using company resources. • Clarify complex data or situations so that others
• Demonstrate ethical resolve in adverse can comprehend, respond, and contribute.
circumstances. • Proactively share data with others to help them
analyze situations.
2. Technical/Professional Expertise Displays High
Integrity and Honesty 4. Innovates
Behaviors Defining This Competency: Behaviors Defining This Competency:
• Stay up to date in the field. • Consistently generate creative, resourceful
• Demonstrate technical, functional, and job- solutions to problems.
specific knowledge required for assignments. • Constructively challenge the usual approach of
• Be sought out for opinions, advice, and counsel. doing things, and find new and better ways to
• Know the job well. do the job.
• Understand the technology and profession well. • Champion ingenuity at all levels.
• Make a significant contribution toward • Generate creative solutions by bringing
achieving team goals through knowledge and together the most talented people.
skills. • Work to improve new ideas rather than
• Use technical knowledge to help team members discourage them.
troubleshoot problems. • Come up with creative, resourceful solutions to
• Develop credibility with teammates because of problems.
in-depth knowledge of issues or problems. • Create a culture of innovation and learning that
drives individual development.
3. Solves Problems and Analyzes Issues • Provide support and encouragement to others
Behaviors Defining This Competency: when they attempt to innovate—even when
• Collect data from multiple sources when solving they fail.
a problem. • Integrate ideas and inputs from different
• Ask the right questions to obtain the sources to find innovative solutions.
information needed to size up a situation • Build on other people’s suggestions and ideas.
properly. (Doing so often leads to new approaches and
• Obtain accurate and crucial information as a improvements.)
basis for sound organization–wide decisions.
5. Practices Self-Development
Behaviors Defining This Competency: • Set measurable standards of excellence for
• Seek feedback from others to improve and yourself and others in the work group.
develop.
• Make constructive efforts to change and 8. Takes Initiative
improve based on feedback from others. Behaviors Defining This Competency:
• Constantly look for developmental • Volunteer for challenging assignments.
opportunities. • Use discretionary time to help others uncover
• Continually develop depth and breadth in key opportunities or solve problems.
competencies. • Go above and beyond what needs to be done
• Demonstrate a curiosity toward learning. without being told.
• Take ownership for your own development. • Have the confidence to initiate action
• Look for ways to build challenge into current independently.
assignments. • Independently address unexpected problems or
• Learn from both success and failure. opportunities.
• Model self-development and embrace its value. • Anticipate and respond to external threats or
opportunities before they affect business
6. Drives for Results performance.
Behaviors Defining This Competency: • Model proactive behaviors.
• Aggressively pursue all assignments and • Take personal responsibility for outcomes.
projects until completion. • Be counted on to follow through on
• Do everything possible to meet goals or commitments.
deadlines.
• Consistently meet or exceed commitments. 9. Communicates Powerfully and Prolifically
• Follow through on assignments to ensure Behaviors Defining This Competency:
successful completion—don’t lose interest • Communicate clearly and concisely.
before a project is completed. • Deliver effective presentations and speeches.
• Build commitment in others for their individual • Give clear, understandable instructions to
and team objectives. employees and others.
• Hold others accountable for achieving results. • Use strong writing and verbal skills to
• Lead or champion efforts to increase communicate facts, figures, and ideas to others.
productivity and goal accomplishment • Skillfully communicate new insights.
throughout the organization. • Help people understand how their work
contributes to broader business objectives.
7. Establishes Stretch Goals • Break down communication barriers between
Behaviors Defining This Competency: teams and departments.
• Generate agreement among group members on
achieving aggressive goals. 10. Inspires and Motivates Others to High
• Build commitment with all employees on team Performance
goals and objectives. Behaviors Defining This Competency:
• Foster the confidence of others that goals will • Have a personal style that helps to positively
be achieved. motivate others.
• Promote a spirit of continuous improvement. • Energize people to go the extra mile.
• Maintain high standards of performance. • Skillfully persuade others toward commitment
to ideas or action.
• Demonstrate a win-win mindset during • Find stretch assignments individuals which
negotiations or group decisions. require them to achieve significant but realistic
• Effectively exercise power to influence key goals.
decisions for the benefit of the organization. • Give honest and candid feedback in a helpful
• Employ different motivational strategies to way.
influence the behavior of others. • Make the tough people decisions necessary to
• Lead people to accomplish goals more ensure current and future success.
significant than they originally thought possible. • Create a development plan and works hard on
• Inspire others to support organizational acquiring new skills.
priorities. • Is open to feedback from others.
• Assemble coalitions and build informal, behind- • Willingly give challenging, developmental goals.
the-scenes support for ideas. • Willingly share his/her time to help others
develop.
(Statistically, this Differentiating Competency is • Proactively share new ideas and job knowledge
significantly correlated with more of the other with others.
Differentiating Competencies than any other. This
suggests that becoming more effective at motivating 13. Collaboration and Teamwork
and inspiring others will help leaders improve in all Behaviors Defining This Competency:
other competencies, and vice versa.) • Promote a spirit of cooperation with other
members of the work group.
11. Builds Relationships • Champion an environment that supports
Behaviors Defining This Competency: effective teamwork.
• Be approachable and friendly. • Have the trust and respect of the team.
• Establish rapport easily. • Develop cooperative working relationships with
• Be trusted by work group members. others in the company.
• Handle difficult situations constructively and • Take into account how individual actions affect
tactfully. the team.
• Deal effectively with people in order to get • Foster a climate of trust and respect within the
work accomplished. team.
• Balance concern for productivity and results • Remove barriers to positive team performance.
with sensitivity for employees’ needs or • Proactively address conflicts and disagreements
problems. that affect team effectiveness.
• Maintain and utilize relationships outside the • Model teamwork by working effectively with
company through which resources or other leaders in the organization.
information can be generated. • Ensure that the work unit works well with other
groups and departments.
12. Develops Others
Behaviors Defining This Competency: 14. Develops Strategic Perspective
• Act as a coach or mentor to facilitate learning Behaviors Defining This Competency:
from experience • Know how work relates to the organization’s
• Foster a learning environment that encourages business strategy (line-of-sight connection).
others to learn from their experience. • Balance the short-term and long-term needs of
the organization.
• Demonstrate forward thinking about • Let others know how change will positively
tomorrow’s issues. affect them.
• Propose initiatives that become part of the • Help teams and work groups translate new
organization’s strategic plan. change goals into practical implementation
• Clarify vision, mission, values, and long-term steps.
goals for others. • Champion organizational change initiatives in a
• Translate the organization’s vision and way that helps people understand, appreciate,
objectives into challenging and meaningful and support them.
goals for others. • Help others overcome their resistance to
• Ensure that work group goals are aligned with change.
the organization’s strategic goals and vision. • Create a compelling case for change.
• Explain to others how changes in one part of • Foster an organizational climate that creates
the organization affect other organizational business structures and systems for supporting
systems. change initiatives.
• Set and articulate a compelling vision for the • Make sure people understand the links
organization. between change initiatives and the
• Continually communicate the highest-priority organization’s strategic business direction.
strategic initiatives to keep the leadership team
focused on the right things. 16. Connects the Group to the Outside World
• Ensure that all systems in the organization are Behaviors Defining This Competency:
aligned toward achieving the overall strategic • Know how to deliver products or services that
goals. delight customers by meeting and exceeding
• Lead organizational efforts that exploit the most their expectations.
highly leveraged business opportunities. • Use knowledge and feedback from an external
perspective to improve products and services.
15. Champions Change • View your work in the context (through the
Behaviors Defining This Competency: eyes) of the external customer.
• Act as a change agent—strongly support the • Help people understand how meeting customer
continual need to change. needs is central to the mission and goals of the
• Become a champion for projects or programs, organization.
presenting them so that others support them. • Translate first-hand knowledge of customers
• Be an effective marketer for work group into organizational strategy, goals, and
projects, programs, or products. direction.
• Energize others to want to change by pointing • Demonstrate the ability to represent the work
out the need for change. group to key groups outside the group or
• Encourage people to let go of old ways so new department.
ways can begin.
Support
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1550 North Technology Way, Building D


Orem, UT 84097
Telephone: 801.705.9375
Email: support@zfco.com

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