CHAPTER 2
A Single Competency Examined
Because every individual competency is a set of behaviors driven by a very complex combination of knowledge, skills, ability, and other factors, rarely can you completely comprehend a single competency with simply a one- or two-sentence description.
In this chapter, we are going to do a deep dive into one of the more complex, interpersonal competencies: Assertiveness. We have selected Assertiveness to put under the microscope because it has been singled out over decades in study after study as fundamental to effective performance in a wide range of roles.1 While core definitions of Assertiveness have remained constant over the years, it has gone by many names including Confidence, Ego, Self-Esteem, Independence, and Need for Approval. But at its core, being appropriately Assertive is defined by the self-reliant behaviors needed to power persuasive communications, decisive action, and effective influence. Assertiveness is so important as a primary driver of success that classic assessment centers adopted the unusual scoring convention of negative scores for both ends of a five-point scoring continuum (more confidence was better but only up to a point). It was the only competency scored this way and candidates who were awarded lower scores (a 1 or a 2 on the scale) were evaluated as requiring too much peer or superior approval before acting (they lacked needed confidence), while those with higher scores (a 4 or a 5 on the scale) were rated as too independent and at risk of alienating others or ignoring better ideas, based on potential arrogance.
To help understand this complex competence, we are going to explore Assertiveness through three lenses: (1) we will look at the classic definitional elements of narrative and performance indicators; (2) we will examine Assertiveness through the perspective of degree of proficiency needed for varying roles or levels; and (3) we will explore it through a development lens; that is, how do I acquire needed Assertiveness.
Classic Definitional Elements
The following exploration of Assertiveness in one universal model presents all the needed ingredients in a basic understanding of the competency. It describes what appropriate confidence looks like, what organizational jeopardy you may be in without it, and what happens when a strength is overdone until it becomes a weakness. It also provides ready questions to help quiz potential job candidates on their Assertiveness, as well as suggesting items to assess Assertiveness in a job incumbent. Finally, it adds a quote to spice up the definition with a little expert wisdom.
Assertiveness
Definition
Effective performers readily offer opinions and take action even when their position may be unpopular. They are willing to challenge others appropriately when required. They are self-confident—they trust their own judgment and are not overly dependent upon the approval of others.2
Effective Performers
a.Challenge others appropriately
b.Willingly assert their point of view when required
c.Are self-confident
d.Trust their own judgment
e.Are not overly dependent on the approval of others.
On the Job Assessment
To What Extent Does This Individual
a.Confront others in a constructive fashion when necessary?
b.Maintain personal convictions when faced with opposition?
Table 2.1 The behavioral continuum—competence under-done and over-done
| Individuals with TOO LITTLE of this competency can be perceived as | Individuals with TOO MUCH of this competency can be perceived as |
•Inactive •Submissive •Passive |
•Arrogant •Aggressive •Insensitive |
Tips and Miscellaneous Advice
Know the difference between being right and being righteous.
Watch for blind spots.
Balance objectivity with sensitivity.
Be willing to confront but remember to preserve the relationship.
Hiring Interview Questions
Describe a time when you had to take a stand against your peers or superiors.
Describe a work situation in which you lost confidence or were unsure of yourself.
What did you do? How did it work out?
Reflections
The basic difference between being assertive and being aggressive is how our words and behavior affect the rights and well-being of others.
—Sharon Anthony Bower
Degree of Proficiency Needed
To build a more complete understanding of a competency like Assertiveness, we can also include the escalating proficiency required at different levels, or for different roles, in an organization. One can think of the classic proficiency progression from apprentice, to journeyman, to master craftsman in order to help frame this perspective. This point of view recognizes the reality that the self-confidence necessary to be a sales manager may differ from that required for being a research assistant. From a career and growth perspective it also suggests that climbing the talent pipeline ladder will require increased competence and provides specifics on what that looks like.
The continuum presented in Table 2.2 shows Assertiveness across a four-level talent pipeline, with the addition of an inadequate level to contrast negative behaviors with proficient ones.
Table 2.2 Assertiveness proficiency continuum
| Level | Performance indicators and behavioral episodes |
| 4 Master or guru |
•Models the executive self-assurance needed to project a positive organizational image in external forums •Communicates a clear, confident, and solid vision and purpose for the direction of the organization •Listens to others and gathers information, but decisively follows own judgment •Shows an appropriate conviction in the accuracy of own strategies and business decisions •Exudes utmost confidence in own vision and strategies; believes completely in personal ability to achieve goals |
| 3 Exceptional or expert |
•Has confidence and conviction based on experience and expertise •Confidently champions opinions and programs •Is comfortable when challenged in executive forums •Is not afraid to take an unpopular stand or to appropriately question group consensus •Readily takes appropriate measured risks |
| 2 Proficient practitioner |
•Demonstrates the confidence to direct others; readily assumes team leadership responsibility •Maintains own convictions in actions and decisions •Is willing to take an unpopular stand or question group consensus when necessary •Maintains own convictions in actions and decisions, yet indicates willingness to alter behavior based on valid suggestions of others •Can express forceful opinions, when necessary, without alienating others •Encourages team members to appropriately express their opinions and ideas •Helps build confidence among team members |
| 1 Basic or elementary |
•Is a self-assured self-starter; can take appropriate action without being overly dependent on the approval of others •Is willing to express opinions or assert ideas when required. Is willing to assert self to get own ideas heard •Has self-assurance in areas of core responsibility •Approaches new tasks with confidence •Accepts other opinions when appropriate |
| 0 Inadequate |
•Hesitant; seems tentative or unsure; may defer to others in order to win their approval •Readily acquiesces when challenged but seldom challenges others •Very dependent on the opinions of others; shows minimal self-confidence •Shows a reluctance to participate in meetings •Overly aggressive, too independent, stubborn, or inflexible |
A proficiency continuum provides not only a needed perspective to understand competence at work, but also very useful tools for career planning, performance management, and selection. Ambitious employees can readily see what is required to move up in an organization, and managers can use the continuum as a guide to rate behavior and as writing wizards in performance appraisal narratives. Interviewers can gauge candidate responses to questions and match answers against required proficiency.
Development Perspectives
A final perspective in a complete understanding of Assertiveness is to view the competence through the vantage point of development. Most effective definitions include not only a perspective on development, but also a framework for improvement. What follows is an example of such a developmental guide for Assertiveness.
Development Guide for the Assertiveness Competency
Significance or Degree of Difficulty
One’s ability to effectively assert a point of view is a major determinant of ultimate success. This competency is Assertiveness, and at its root is confidence—a fundamental trait that impacts all facets of life. In organizational contexts, it is a disservice if team members cannot confidently represent their expertise and opinions. Figure 2.1 illustrates how difficult it is to acquire this competency, based on extensive research in operational settings. Degree of difficulty influences whether you should hire candidates who lack the competency and then train them later, or instead choose to hire only those who already have the competency.
Figure 2.1 Assertiveness degree of difficulty
Best Ways to Develop This Competency
Continuous development to enhance strengths and remedy any liabilities is essential to maintaining self-esteem. Expertise, integrity, and communications, the three components of personal power, create confidence, which enables you to be assertive. These power sources can be used to build confidence.
Improving Your Capacity
Those who undertake to develop their competence in Assertiveness should begin by developing a personal improvement plan. Start by inventorying your assets. You do have a lot to contribute, and knowing what that is can be a first step.
Be aware of the importance of nonverbal communication when you express yourself. Up to 70 percent of what you communicate is nonverbal. Passive, weak body language can undermine what you are trying to say.
READ: When I Say No, I Feel Guilty: for Managers and Executives, Volumes I and II by Manuel J. Smith. Bantam. 1975
ATTEND: Many workshops are readily available on the topic. Most people find them very helpful.
Start Today
Monitor your conversations for the next 24 hours. Note how many times you used hedging phrases: perhaps, possibly, if you don’t mind, and so on. Avoid them in the future.
Pick a topic that you are knowledgeable and passionate about. Find an opportunity today to express yourself.
Consider times where you were assertive. What conditions enabled that behavior? How can you recreate those conditions?
Our three lenses for examining the competency Assertiveness once again illustrate the importance of emphasizing performance as the key definitional element, but also recognize the many other influences needed to build and evaluate required Assertiveness. This deeper understanding of each of the several dozen competencies found in most models is essential for effective applications. It is hard to assess, appraise, or develop competence without that deeper knowledge.
Questions for Reflection
1.Compare and contrast the three perspectives used in this chapter to examine the competency of Assertiveness. Which perspectives emphasize behavior and performance more?
2.What is meant by mindset before skillset in acquiring complex competence?
3.Evaluate your own current organizational role in terms of needed Assertiveness; where do you fall on the proficiency continuum?
4.Narrate an imaginary explanation, evaluation, and feedback session for someone who falls short in self-confidence.