Competency Directory Overview CG

Competency Directory Competency Assessment Worksheet –
Core Competencies
Name: Position: Date:
CORE COMPETENCIES
Competencies SKILLED UNSKILLED
Composure Is cool under pressure Gets rattled and loses cool under pressure and stress
Does not become defensive or irritated when times May blow up, say things he/she shouldn’t
are tough Gets easily overwhelmed and becomes emotional,
Is considered mature defensive or withdrawn
Can be counted on to hold things together during May be defensive and sensitive to criticism
tough times May be cynical or moody
Can handle stress May be knocked off balance by surprises and get easily
Is not knocked off balance by the unexpected rattled
Doesn’t show frustration when resisted or blocked May contribute to others losing composure or being
Is a settling influence in a crisis unsettled
May let anger, frustration and anxiety show
Customer focus Is dedicated to meeting the expectations and Doesn’t think of the customer first
requirements of internal and external customers May think he/she already knows what they need
Gets first-hand customer information and uses it for May focus on internal operations and get blindsided by
improvements in products and services customer problems
Acts with customers in mind May not make the first move – won’t meet and get to know
Establishes and maintains effective relationships customers
with customers and gains their trust and respect Uncomfortable with new people contacts
May be unwilling to handle criticisms, complaints, and
special requests
May not listen well to customers, may be defensive
May not make the time for customer contact
Dealing with Can effectively cope with change Not comfortable with change or uncertainly
ambiguity Can shift gears comfortably May not do well on fuzzy problems with no clear solution or
Can decide and act without having the total picture outcome
Isn't upset when things are up in the air May prefer more data than others, and structure over
Doesn't have to finish things before moving on uncertainty
Can comfortably handle risk and uncertainty Prefers things tacked down and sure
Less efficient and productive under ambiguity
Too quick to close
May have a strong need to finish everything
May like to do things the same way time after time
Process Good at figuring out the processes necessary to get Not good at figuring out effective and efficient ways to get
management things done things done
Knows how to organize people and activities Works in a disorganized fashion
Understands how to separate and combine tasks Doesn’t take advantage of opportunities for synergy and
into efficient work flow efficiency with others
Knows what to measure and how to measure it Can’t visualize effective processes in his/her head
Can see opportunities for synergy and integration Lays out tasks for self and others in a helter skelter way
where others can't Doesn’t work to simplify things
Can simplify complex processes Uses more resources than others to get the same thing
Gets more out of fewer resources done
Lacks attention to detail
Doesn’t anticipate the problems that will arise; not a
systemic thinker
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2005-12-20
Level 1 Competencies
LEVEL 1 COMPETENCIES
Action oriented Enjoys working hard Slow to act on an opportunity
Is action oriented and full of energy for the things May be overly methodical, a perfectionist, or risk averse
he/she sees as challenging May procrastinate
Not fearful of acting with a minimum of planning May not set very challenging goals
Seizes more opportunities than others May lack confidence to act
May know what to do but hesitates to do it
May not be motivated; may be bored with the work or
burned out
Approachability Is easy to approach and talk to Distant, not easy to be around
Spends the extra effort to put others at ease Not comfortable with first contacts
Can be warm, pleasant, and gracious May be shy, cool or a person of few words
Is sensitive to and patient with the interpersonal Doesn't reveal much, hard to know what he/she is really like
anxieties of others Doesn't build rapport, may be a "let's get on with it" type
Builds rapport well May be a poor listener or appear uninterested
Is a good listener May not pick up on social cues that others would recognize
Is an early knower, getting informal and incomplete May be tense
information in time to do something about it Transactions don't go smoothly
Learning on Learns quickly when facing new problems Not agile or versatile in learning to deal with first time or
the fly A relentless and versatile learner unusual problems
Open to change May not analyze problems carefully or search for multiple
Analyses both successes and failures for clues to clues and parallels
improvement May be afraid to take a chance on the unknown
Experiments and will try anything to find solutions Learns new things slowly
Enjoys the challenge of unfamiliar tasks May be stuck in historical, tried and true methods,
Quickly grasps the essence and the underlying uncomfortable with ambiguity and quick to jump to a
structure of anything solution
Doesn't look under rocks, just sticks to the obvious
Looks for the simplest explanation too soon
Gives up too soon and accepts a marginal solution
Functions on the surface, doesn't go deep
Problem solving Uses rigorous logic and methods to solve difficult Not a disciplined problem solver; may be stuck in the past,
problems with effective solutions wed to what worked before
Probes all fruitful sources for answers Many times has to come back and rework the problem a
Can see hidden problems second time
Is excellent at honest analysis; looks beyond the May be a fire-ready-aim type
obvious and doesn’t stop at the first answers May get impatient and jump to conclusions too soon
May not stop to define and analyze the problem; doesn’t
look under rocks
May have a set bag of tricks and pull unfit solutions from it
May miss the complexity of the issue and force fit it to what
he/she is most comfortable with
Unlikely to come up with the second and better solution, ask
penetrating questions, or see hidden patterns
2005-12-20
Approachability Is easy to approach and talk to Distant, not easy to be around
Spends the extra effort to put others at ease Not comfortable with first contacts
Can be warm, pleasant, and gracious May be shy, cool or a person of few words
Is sensitive to and patient with the interpersonal Doesn't reveal much, hard to know what he/she is really like
anxieties of others Doesn't build rapport, may be a "let's get on with it" type
Builds rapport well May be a poor listener or appear uninterested
Is a good listener May not pick up on social cues that others would recognize
Is an early knower, getting informal and incomplete May be tense
information in time to do something about it Transactions don't go smoothly
Organizing Can marshal resources (people, funding, material, Doesn't pull resources together effectively
support) to get things done May not know how to find and arrange people, materials,
Can orchestrate multiple activities at once to budget, etc.
accomplish a goal May be a poor delegator and planner and not very
Uses resources effectively and efficiently motivating to work with
Arranges information and files in a useful manner Performance decreases as the number of simultaneous
activities increase
May rely too much on self
May scramble at the last minute and have to work long
hours to finish
May not anticipate or be able to see how multiple activities
come together
Problem solving Uses rigorous logic and methods to solve difficult Not a disciplined problem solver; may be stuck in the past,
problems with effective solutions wed to what worked before
Probes all fruitful sources for answers Many times has to come back and rework the problem a
Can see hidden problems second time
Is excellent at honest analysis; looks beyond the May be a fire-ready-aim type
obvious and doesn’t stop at the first answers May get impatient and jump to conclusions too soon
May not stop to define and analyze the problem; doesn’t
look under rocks
May have a set bag of tricks and pull unfit solutions from it
May miss the complexity of the issue and force fit it to what
he/she is most comfortable with
Unlikely to come up with the second and better solution, ask
penetrating questions, or see hidden patterns
Written Is able to write clearly and succinctly in a variety of Not a clear communicator in writing
communications communication settings and styles May be hard to tell what the point is
Can get messages across that have the desired May be too wordy or too terse or have grammar/usage
effect problems
May not construct a logical argument well
May not adjust to different audiences; may have a single
style of writing
2005-12-20
Conflict Steps up to conflicts, seeing them as opportunities Avoids conflict in situations and with people
management Reads situations quickly May accommodate, want everyone to get along
Good at focused listening May get upset as a reaction to conflict, takes it personally
Can hammer out tough agreements and settle Can't operate under conflict long enough to get a good deal
disputes equitably Gives in and says yes too soon
Can find common ground and get cooperation with Gets into conflict by accident; doesn't see it coming
minimum noise Will let things fester rather than dealing with them directly
Will try to wait long enough for it to go away
May be excessively competitive and have to win every
dispute
Decision quality Makes good decisions (without considering how Goes first with quick solutions, conclusions and statements
much time it takes) based upon a mixture of before analysis
analysis, wisdom, experience, and judgment May rely too much on self - doesn't ask for help
Most of his/her solutions and suggestions turn out Making decisions may trigger emotions and impatience
to be correct and accurate when judged over time May not use orderly decision methods, models or ways to
Sought out by others for advice and solutions think
May jump to conclusions based on prejudices, historical
solutions or narrow perspective
Doesn't take the time to define the problem before deciding
May have trouble with complexity
May wait too long, agonize over every detail to avoid risk or
error
May go for the big elegant decision when five little ones
would be better
Organizational Knowledgeable about how organizations work Doesn't get things done in organizations beyond his/her
agility Knows how to get things done both through formal area
channels and the informal network May lack the interpersonal skills to get things done across
Understands the origin and reasoning behind key boundaries
policies, practices, and procedures May not negotiate well within organizations
Understands the cultures of organizations. May be too timid and laid back to maneuver through
organizations
May reject the complexity of organizations
May lack the experience or simply not know who and where
to go
May be too impatient to learn
May neither know nor care to know the origins of how things
work around the organization
Planning Accurately scopes out length and difficulty of tasks Doesn't plan for much
and projects May be a seat of the pants performer scratching it out at the
Sets objectives and goals last minute
Breaks down work into the process steps Doesn't follow an orderly method of setting goals and laying
Develops schedules and task/people assignments out work
Anticipates and adjusts for problems and May be uncomfortable with structure and process flow
roadblocks May be disdainful of planning and come across to others as
Measures performance against goals loose or too simple
Evaluates results May not have the patience to establish goals and
objectives, scope out difficulties, plan for task completion,
develop schedules, and do roadblock management
May be confusing to work for and with
May be demotivating to others who work with him/her
2005-12-20
Innovation Is good at bringing the creative ideas of others Not a good judge of what's creative
Management to market Doesn't understand the marketplace for innovation
Has good judgment about which creative ideas Can't select from among creative ideas which one would work
and suggestions will work the best
Has a sense about managing the creative Doesn't innovate
process of others May not be open to the creative suggestions of others
Can facilitate effective brainstorming May be stuck in his/her comfort zone of tasks and methods of
Can project how potential ideas may play out in doing them
the marketplace May not understand creativity or the process of innovation
May close too soon with solutions and conclusions
May be a perfectionist avoiding risk and fearing failures and
mistakes
May not use experiments to learn and improve, and may block
the innovations of others
Managing vision Communicates a compelling and inspired vision Can't communicate or sell a vision
and purpose or sense of core purpose Not a good presenter
Talks beyond today Can't turn a good phrase or create compelling one liners
Talks about possibilities Uncomfortable speculating on the unknown future
Is optimistic Isn't charismatic or passionate enough to excite and energize
Creates mileposts and symbols to rally support others
behind the vision Can't simplify enough to help people understand complex
Makes the vision sharable by everyone strategy
Can inspire and motivate entire units or May not understand how change happens
organizations. Doesn't act like he/she really believes in the vision
More comfortable in the here and now
Quality Is dedicated to providing organization or Doesn't think broadly regarding the impact of work processes
management enterprise-wide common systems for designing Doesn’t comply or work to build commonalities in processes
and measuring work processes Doesn’t create effective and efficient work processes
Seeks to reduce variances in organization Isn’t customer focused in how he/she designs and manages the
processes work
Delivers the highest quality products and ser- Isn’t dedicated to continuous improvement of work processes
vices which meet the needs and requirements Doesn’t leverage technology to improve work processes
of internal and external customers Doesn’t know the tools and techniques to improve work
Is committed to continuous improvement processes
through empowerment and management by Sticks to the old and familiar rather than stepping back and
data seeing the larger pattern
Leverages technology to positively impact Isn’t willing to scrap the past in favor of the new and improved
quality Doesn’t listen to employees about improving work design
Is willing to re-engineer processes from scratch Doesn’t empower other to design their own work processes
Is open to suggestions and experimentation Doesn’t create an environment where the whole unit learns
Creates a learning environment leading to the together how better to serve the customer
most efficient and effective work processes
Strategic agility Sees ahead clearly Doesn't think or talk strategy
Can anticipate future consequences and trends Can't put together a compelling strategic plan
accurately More comfortable in the tactical here and now
Has broad knowledge and perspective Lacks the perspective to pull together varying elements into a
Is future oriented coherent strategic view
Can articulately paint credible pictures and Can't weave a vision of the future
visions of possibilities and likelihoods May reject the usefulness of strategy, considering it pie in the
Can create competitive and breakthrough sky
strategies and plans. May have narrow experience and not be knowledgeable of
business and world events
May try to simplify too much or be very tactical
May lack the disciplined thought processes necessary to
construct a strategic view
2005-12-20
Supervisory Competencies
SUPERVISORY COMPETENCIES
Managerial Doesn't hold back anything that needs to be said Doesn’t take tough stands with others
courage Provides current, direct, complete, and "actionable" Holds back in tough feedback situations
positive and corrective feedback to others Doesn’t know how to present a tough position
Lets people know where they stand Knows but doesn’t disclose
Faces up to people problems on any person or Doesn’t step up to issues
situation (not including direct reports) quickly and Intimidated by others in power
directly Hangs back and lets others take the lead
Is not afraid to take negative action when Is a conflict avoider unwilling to take the heat of controversy
necessary Afraid to be wrong, get in a win/lose situation, or make a
tough personnel call
Motivating Creates a climate in which people want to do their Doesn't know what motivates others or how to do it
others best People under him/her don't do their best
Can motivate many kinds of direct reports and team Not empowering and not a person many people want to
or project members work for, around or with
Can assess each person's hot button and use it to May be a one style fits all person, have simplistic models of
get the best out of him/her motivation, or may not care as much as most others do;
Pushes tasks and decisions down may be a driver just interested in getting the work out
Empowers others May have trouble with people not like him/her
Invites input from each person and shares May be a poor reader of others, may not pick up on their
ownership and visibility needs and cues
Makes each individual feel his/her work is important May be judgmental and put people in stereotypic categories
Is someone people like working for and with Intentionally or unintentionally demotivates others
Building Blends people into teams when needed Doesn’t assemble, build or manage in a team fashion
effective teams Creates strong morale and spirit in his/her team Manages people on a one-to-one basis
(Levels 3 & 4) Shares wins and successes Doesn’t create a common mindset or common challenge
Fosters open dialogue Rewards and compliments individuals, not the team
Lets people finish and be responsible for their work May not hold many team meetings
Defines success in terms of the whole team Doesn’t create any synergies in the team; everyone works
Creates a feeling of belonging in the team on his/her own projects
Doesn’t manage in a way that builds team morale or energy
Doesn’t have the skills or interest to build a team
May be very action and control oriented and won’t trust a
team to perform
Directing others Is good at establishing clear directions Unclear or cryptic communicator to direct reports
(Levels 1 & 2) Sets stretching objectives; distributes the workload Doesn’t set goals, targets, mileposts and objectives
appropriately Not very planful giving out work – just gives out tasks
Lays out work in a well-planned and organized Mostly tells and sells; doesn’t listen much
manner Plays favorites and is tough on others
Maintains two-way dialogue with others on work May be too impatient to structure work for others
and results Doesn’t delegate well
Brings out the best in people Doesn’t take the time to manage
Is a clear communicator May lack interest in managing and be more eager to work
on own assignments
2005-12-20

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