When’s the last time you looked at the competency model for your job or for the members of your team? Do you leave such things to the HR department and get on with your work? Or perhaps you work on your own or in a small company that just doesn’t have time for such formalities?
Don’t get me wrong. I’m all for formal, validated competency modeling processes. Competency models are extremely useful for staffing and selection processes, building training curriculum, compensation modeling and other contexts. I’ve spearheaded many such initiatives over the years, including the modeling of all the leadership jobs that were used in merger selection of the executive team.
But, when it comes to running the daily business, I don’t see too many leaders referencing competency models in their developmental conversations.
5 Easy Steps to Building Your Own Competency Model
What if, in the spirit of development, you worked with the team to build your own? Beginning with one simple question:
When a person in this role is at the top of the game, what skills do they do best?
Such an exercise gets people really thinking about what it takes to be successful in their role. They use their own words and describe the real deal. The debate and prioritization are worth the time, even if you never do much more with the model. Of course, the further you take it, the more impactful the exercise becomes.
1. Gather a group of people holding a similar role or function (e.g. call center directors, team leaders). You can have them work on their own role, or the role of the people they supervise.
2. Provide each participant with five index cards. Ask each person to envision the highest performers in the role and privately write down their thoughts on the following, putting one competency on each card.
- What skills are most central to their success?
- Considering where the organization is heading in the next three years, what skills will be most vital in this role?
3. If a formal model exists, use that for additional input and invite participants to update their cards if desired.
- Which of the competencies listed feel most relevant to the role today?
- Which are vital toward accomplishing your goals for the future?
- What’s missing?
- Which of these competencies has the biggest impact on actual results?
4. Have each participant share their competency deck, and sort the competencies of the group into similar skill sets.
5. Then prioritize, discuss and debate the ones you most agree to. Refine the words into easy to understand language that feels real and actionable to the team. Have the team pick their five favorites.
6. The next steps are limitless. Some possibilities include:
- Turning the tool into a self assessment, describing what behaviors look like at a high, medium or developing level
- Having each team member pick one competency they really want to work on this year and create an action plan around it
- Partnering up team members as peer support to help one another
Here’s what such an informal competency could look like in the call center director world.
1. A Wildly Passionate Commitment to the Customer Experience
Helps the team understand, and believe in, what great customer service looks like and why it matters. Holds high-standards and takes any breach of great service as if it had just happened to his mother… no, make that his grandmother. His energy toward great service serves as a charismatic contagious vortex that inspires daily action.
2. A Beacon of Calm in the Midst of Chaos
Is not easily rattled. When the systems crash, the calls back up, the customer starts screaming, s/he takes a deep breath and moves into action. Can diffuse the negative energy in a crises and channel it into productive action. Is highly responsive, but has the ability to consider implications before reacting.
3. An “I’m in It With You” Attitude
Is seldom behind closed doors, but is on the floor, listening, observing and supporting. Won’t hesitate to hop on a call to deescalate a tough customer situation. Is an artful coach and works to draw out the best solutions from the team. Is not a blamer, but consistently works to bring the right people together to resolve the problem.
4. A Legacy Mindset
Balances day-to-day operations with a longer term view. Is constantly encouraging innovation and new ways to make the work more effective and efficient. Invests deeply in developing her leadership team. Knows that a true sign of success is what happens in the center when s/he’s not there.
5. A Penchant For Process
Understands that center leadership is a constant balancing between quality, efficiency, employee experience and financials. Is constantly considering cause and effect and the downstream impact of decisions. Approaches problems in a systematic way and explores alternative solutions before making decisions.
The most important part of any competency model is that it propels people forward. Worry less about whether it’s perfect, and be glad they’re talking and working to improve their leadership.