Index

Active listening competency, 4, 7, 12, 36, 63–64, 72, 77

Adult learning, 2

Agenda, establishment of, 65–66

American Society of Training and Development (ASTD), 34, 70

Andragogy, 2

Assertiveness competency, 19, 73

definition of, 20

development guide for

improving your capacity, 24

significance or degree of difficulty, 22–24

start today, 24–25

ways to develop competency, 24

effective performers, 20

on Job Assessment, 20–21

need to develop degree of proficiency, 21–22

reflections, 21

Assessment centers, 2, 31–33

ASTD. See American Society of Training and Development (ASTD)

AT&T, 2

Avocation, 58

Badges, 73

Behaviors, 2, 10–11, 14, 19, 25, 31, 39, 51, 54

definition of, 4

employee, 45

multi-faceted human, 8

skillful, 4, 11

Bell system, 2

Big Six (Plus-One), 49

communications skills, 62–65

decision-making (see Decision-making)

drive and energy competency (see Drive and energy competency)

influence (see Influence)

organizing and planning competency (see organizing and planning competency)

problem solving (see Problem solving)

relationship building (see Relationship building)

technical and functional expertise, 65–67

Business, 14, 17, 27, 45–46, 65

acumen, 69

goals, 28, 38

needs, 28

strategy, 27

Career counselors, 2

Career planning, 36–37

Change agility, 73

Chemical Bank competency model, 73–76

Chief financial officer (CFO), 69

Chinese bureaucracy, 1

CIA, 2

Cognitive leadership, 2

Communication competencies, 6, 36

Communications cluster, 50

Communications skills or delegating competency, 3, 12

Communicativeness, 63–64

Competence, 2, 4, 9–12, 14, 19–20, 22, 24–25, 30, 33, 35, 37–39, 41, 46, 49, 51, 67, 71, 74–77

communication, 62

technical, 16–17

under-done and over-done, 21

Competency Assessment and Development Center, 72

Competency-based

appraisal, 39

curriculum, 72–73

development process, 73–76

interviews, 30–31

leadership service profit link, 76–77

performance management, 38

performance management system, 77–79

president selection, 79–81

survey-guided development, 34–36

Competency integrity, 12

Competency(ies) model/modeling, concept of, 1, 4, 10, 49

across talent pipeline, 16–17

building and customization of

competency validation, 14

high-performer interviews and focus groups, 13

internal document and literature review, 14

strategic fit and presentation, 14–15

coaching, 37

as common language across talent management systems, 27–29

common talent system applications for, 29–41

definition of, 3–5

of employees in 20-year career trajectory, 41–45

historical influences on current constructs of, 1–3

importance of, 37

integrating into talent acquisition process, 47

issues to consider in developing, 5–12

as learning criteria, 69

as learning objectives in workshops, 36

learning, success of, 71

and link to diversity, 46–47

Complexity and need for context, 8–10

Conceptual competencies, 6

Conflict management, 73

Content validation, 14

Contextual competencies, 6

CORE. See customized, outcome based, and relevant evaluation (CORE)

Culture(s)

building, 40

listening, 4

Customer orientation/service orientation, 12, 27

Customized, outcome based, and relevant evaluation (CORE), 72–73

Decision-making, 10, 15, 31, 49, 52–54, 69, 72

Delegation, 16, 39, 61, 69

Difficulty, significance or degree, 22–24

Diverse talent acquisition, 46–47

Drive and energy competency, 15, 49, 57–59

Dysfunctional leaders, 59

Earnings before interest, taxes, depreciation and amortization (EBITDA), 28

EBITDA. See earnings before interest, taxes, depreciation and amortization (EBITDA)

Effective performers, 7

Emotional intelligence, 51

EQ, 50–52

Executive Search Committee (ESC), 80

Finance, 28, 36, 39, 61, 69

Financial acumen, 36, 42

GAAP. See Generally accepted accounting principles (GAAP)

Generally accepted accounting principles (GAAP), 28

General management competence, 56

Health, 59

Helicopter quality, 60

High performers, 39–40, 57–58

Hiring of good communicator, 64

Hudson Institute and International Coaching Federation, The, 37

Ideal employee, 1

Individual competency, 4, 19, 36

Influence, 49, 52, 62, 69, 73

situational leadership (see Situational leadership)

source of power for leaders, 55–56

Informal communication, 63

Informal (verbal) communications skills, 12, 16

Initial talent integration, 34

Initiative, 12, 32, 41, 73, 75

Integration, 34

Interpersonal competencies, 6, 19

IQ, 50–51

Job analysis, 10, 13

Job evaluation, 10

Job model, concept of, 8–9, 78

Job performance standards, 38

Kirkpatrick training evaluation model, 70–71

Knowles, Malcolm, 2–3

KSAOs, 2, 4, 10–11

Leaders, 1, 58

delegation, importance of, 61

dimensions to become effective, 15

hiring of organized, 62

hiring of true, 58–59

time, importance of, 59–61

Leadership, 50, 52, 54–55, 59, 61–66

behaviors, 10

cognitive, 2

communication, 63

competence, 16

competencies, 6

identity, 56

need for power, 57

situational (see situational leadership)

teaching, 3

Learning, 14, 29, 34, 36–37, 39–40, 54, 66–67, 69

agendas, 2–3

agility, 17, 33

case studies, 69–77

organizing and planning skills, 61

Life roles, 2

Lipscomb life skill competency, 72–73

Listening skills, 12

Management competencies, 6

Materiality, 58

Matrix organization, 12, 41

Mentoring, 36–37, 39

Motivations, 4, 10–11, 27, 33, 42, 54, 56–57

Motives, 2, 5, 10–11, 57–58

Myers–Briggs type indicator, 3, 53

Net profit, 28

Nonverbal message, 56

Office of Strategic Services (OSS), 2

Onboarding, 34

Online assessments, 33

Organization development (OD), 40

Organizations, 1–2, 9–10, 12, 16, 21–22, 28–30, 33–34, 36–37, 40, 49–50, 52, 55–56, 65–67

commercial, 14

competency models presented to, 15

engineering, 27

matrix (see matrix organization)

people’s failure in, 52

signs of, 62

single, 4

variation in missions, 61

Organizing and planning competency, 59–62

Orientation, 33–34, 42

Original worker competencies, 3

OSS. See Office of Strategic Services (OSS)

Panel interview planning tool, 32

Pedagogy, 2

Performance appraisals, 38

Performance management, 37–40. See also Talent performance

competencies in, 77–79

Performance ratings, 38

Performance recognition system, 77

Personal competencies, 6

Personal development, 37

Personal leadership, 55

Positional management, 55

Presentation skills, 11–12, 36, 63

PRI. See Promotion Readiness Index (PRI)

Problem solving, 13, 15, 33, 36, 49, 52–54, 72

Promotion Readiness Index (PRI), 43

Relationship building, 3, 33, 49–52, 62, 72–73

Relationships, 21, 50–52, 57–59, 63, 77

Reliability, meaning of, 7

Report return on net assets (RONA), 28

Retention, 33, 45, 53

Return on invested capital (ROIC), 28

Return on investment (ROI), 71

ROIC. See return on invested capital (ROIC)

RONA. See report return on net assets (RONA)

SACSCOC. See Southern Association of Colleges and Schools Commission on Colleges (SACSCOC)

Sensitivity, 15, 33, 49–52

Silicon Valley, 53

Situational leadership, 54–55

Southern Association of Colleges and Schools Commission on Colleges (SACSCOC), 73

Spirituality, 59

Starwood service profit chain, 76

Strategic competencies, 69

Strategic thinking, 69

Success profile by company, 78–79

Survey-guided leadership development process, 39, 73–76

360° surveys, 36, 41, 74–75

elements of, 35

meaning of, 34

Talent acquisition, 45

assessment centers, 31–33

competency-based interviews, 30–31

online assessments, 33

Talent assessment, 45–46

Talent development, 33–34, 45, 69

360° surveys, 34–36

competencies as learning objectives in workshops, 36

competencies for career planning and mentoring, 36–37

competency coaching, 37

orientation and integration, 34

Talent integration, 34, 45

Talent management system, 27–29, 40

benefits of, 45–47

definition of, 1

professionals, 2

Talent performance, 45

building models to drive high-performance culture, 39–41

meaning of, 37

Talent selection, competencies in, 79–81

Talent strategy, 27

Tape measure, 7

Teaching business competencies through simulation-based workshop, 69–72

Teaching leadership, 3

Team management, 45, 69

Team player, 73

Technical competency, 66–67

Time management, 59–61

Training, 2, 11–12, 34, 36–37, 39

Universal competencies model, 3, 6, 15

Validity, meaning of, 7

Vocation, 58, 66

Watson–Glaser test, 3

Win with talent competency model, 76–77

Worker competencies, 3

Written communication, 63

Written skills, 12