31CoreCompetenciesExplained

September3,2002

Thefollowingisasummarizedlistofthe31competencies(http://www.workforce.com/blogs/14
editorsnotebook/post/21297corecompetencieskeepsonclicking)listedby"cluster"(similar
competenciesrelatedtoacommonskillset).Eachcompetencyincludesadefinitionandthe
observablebehaviorsthatmayindicatetheexistenceofacompetencyinaperson.

I.CompetenciesDealingwithPeople

TheLeadingOthersCluster

1.EstablishingFocus:Theabilitytodevelopandcommunicategoalsinsupportofthebusiness'
mission.

Actstoalignownunit'sgoalswiththestrategicdirectionofthebusiness.

Ensuresthatpeopleintheunitunderstandhowtheirworkrelatestothebusiness'mission.

Ensuresthateveryoneunderstandsandidentifieswiththeunit'smission.

Ensuresthattheunitdevelopsgoalsandaplantohelpfulfillthebusiness'mission.

2.ProvidingMotivationalSupport:Theabilitytoenhanceothers'commitmenttotheirwork.

Recognizesandrewardspeoplefortheirachievements.

Acknowledgesandthankspeoplefortheircontributions.

Expressesprideinthegroupandencouragespeopletofeelgoodabouttheir
accomplishments.

Findscreativewaystomakepeople'sworkrewarding.
 Signalsowncommitmenttoaprocessbybeingpersonallypresentandinvolvedatkey
events.

Identifiesandpromptlytacklesmoraleproblems.

Givestalksorpresentationsthatenergizegroups.

3.FosteringTeamwork:Asateammember,theabilityanddesiretoworkcooperativelywith
othersonateamasateamleader,theabilitytodemonstrateinterest,skill,andsuccessin
gettinggroupstolearntoworktogether.

BehaviorsforTeamMembers

Listensandrespondsconstructivelytootherteammembers'ideas.

Offerssupportforothers'ideasandproposals.

Isopenwithotherteammembersabouthis/herconcerns.

Expressesdisagreementconstructively(e.g.,byemphasizingpointsofagreement,
suggestingalternativesthatmaybeacceptabletothegroup).

Reinforcesteammembersfortheircontributions.

Giveshonestandconstructivefeedbacktootherteammembers.

Providesassistancetootherswhentheyneedit.

Worksforsolutionsthatallteammemberscansupport.

Shareshis/herexpertisewithothers.

Seeksopportunitiestoworkonteamsasameanstodevelopexperience,andknowledge.

Providesassistance,information,orothersupporttoothers,tobuildormaintain
relationshipswiththem.

BehaviorsforTeamLeaders

Providesopportunitiesforpeopletolearntoworktogetherasateam.
 Enliststheactiveparticipationofeveryone.

Promotescooperationwithotherworkunits.

Ensuresthatallteammembersaretreatedfairly.

Recognizesandencouragesthebehaviorsthatcontributetoteamwork.

4.EmpoweringOthers:Theabilitytoconveyconfidenceinemployees'abilitytobesuccessful,
especiallyatchallengingnewtasksdelegatingsignificantresponsibilityandauthorityallowing
employeesfreedomtodecidehowtheywillaccomplishtheirgoalsandresolveissues.

Givespeoplelatitudetomakedecisionsintheirownsphereofwork.

Isabletoletothersmakedecisionsandtakecharge.

Encouragesindividualsandgroupstosettheirowngoals,consistentwithbusinessgoals.

Expressesconfidenceintheabilityofotherstobesuccessful.

Encouragesgroupstoresolveproblemsontheirownavoidsprescribingasolution.

5.ManagingChange:Theabilitytodemonstratesupportforinnovationandfororganizational
changesneededtoimprovetheorganization'seffectivenessinitiating,sponsoring,and
implementingorganizationalchangehelpingotherstosuccessfullymanageorganizational
change.

EmployeeBehaviors

Personallydevelopsanewmethodorapproach.

Proposesnewapproaches,methods,ortechnologies.

Developsbetter,faster,orlessexpensivewaystodothings.

Manager/LeaderBehaviors

Workscooperativelywithotherstoproduceinnovativesolutions.

Takestheleadinsettingnewbusinessdirections,partnerships,policiesorprocedures.
 Seizesopportunitiestoinfluencethefuturedirectionofanorganizationalunitortheoverall
business.

Helpsemployeestodevelopaclearunderstandingofwhattheywillneedtododifferently,
asaresultofchangesintheorganization.

Implementsorsupportsvariouschangemanagementactivities(e.g.,communications,
education,teamdevelopment,coaching).

Establishesstructuresandprocessestoplanandmanagetheorderlyimplementationof
change.

Helpsindividualsandgroupsmanagetheanxietyassociatedwithsignificantchange.

Facilitatesgroupsorteamsthroughtheproblemsolvingandcreativethinkingprocesses
leadingtothedevelopmentandimplementationofnewapproaches,systems,structures,
andmethods.

6.DevelopingOthers:Theabilitytodelegateresponsibilityandtoworkwithothersandcoach
themtodeveloptheircapabilities.

Provideshelpful,behaviorallyspecificfeedbacktoothers.

Sharesinformation,advice,andsuggestionstohelpotherstobemoresuccessfulprovides
effectivecoaching.

Givespeopleassignmentsthatwillhelpdeveloptheirabilities.

Regularlymeetswithemployeestoreviewtheirdevelopmentprogress.

Recognizesandreinforcespeople'sdevelopmentaleffortsandimprovements.

Expressesconfidenceinothers'abilitytobesuccessful.

7.ManagingPerformance:Theabilitytotakeresponsibilityforone'sownorone'semployees'
performance,bysettingcleargoalsandexpectations,trackingprogressagainstthegoals,
ensuringfeedback,andaddressingperformanceproblemsandissuespromptly.

Behaviorsforemployees
 Withhis/hermanager,setsspecific,measurablegoalsthatarerealisticbutchallenging,with
datesforaccomplishment.

Withhis/hermanager,clarifiesexpectationsaboutwhatwillbedoneandhow.

Enlistshis/hermanager'ssupportinobtainingtheinformation,resources,andtraining
neededtoaccomplishhis/herworkeffectively.

Promptlynotifieshis/hermanageraboutanyproblemsthataffecthis/herabilityto
accomplishplannedgoals.

Seeksperformancefeedbackfromhis/hermanagerandfromotherswithwhomhe/she
interactsonthejob.

Preparesapersonaldevelopmentplanwithspecificgoalsandatimelinefortheir
accomplishment.

Takessignificantactiontodevelopskillsneededforeffectivenessincurrentorfuturejob.

Behaviorsformanagers

Ensuresthatemployeeshavecleargoalsandresponsibilities.

Workswithemployeestosetandcommunicateperformancestandardsthatarespecificand
measurable.

Supportsemployeesintheireffortstoachievejobgoals(e.g.,byprovidingresources,
removingobstacles,actingasabuffer).

Staysinformedaboutemployees'progressandperformancethroughbothformalmethods
(e.g.,statusreports)andinformalmethods(e.g.,managementbywalkingaround).

Providesspecificperformancefeedback,bothpositiveandcorrective,assoonaspossible
afteranevent.

Dealsfirmlyandpromptlywithperformanceproblemsletspeopleknowwhatisexpectedof
themandwhen.

CommunicationandInfluencingCluster
8.AttentiontoCommunication:Theabilitytoensurethatinformationispassedontoothers
whoshouldbekeptinformed.

Ensuresthatothersinvolvedinaprojectoreffortarekeptinformedaboutdevelopments
andplans.

Ensuresthatimportantinformationfromhis/hermanagementissharedwithhis/her
employeesandothersasappropriate.

Sharesideasandinformationwithotherswhomightfindthemuseful.

Usesmultiplechannelsormeanstocommunicateimportantmessages(e.g.,memos,
newsletters,meetings,electronicmail).

Keepshis/hermanagerinformedaboutprogressandproblemsavoidssurprises.

Ensuresthatregular,consistentcommunicationtakesplace.

9.OralCommunication:Theabilitytoexpressoneselfclearlyinconversationsandinteractions
withothers.

Speaksclearlyandcanbeeasilyunderstood.

Tailorsthecontentofspeechtothelevelandexperienceoftheaudience.

Usesappropriategrammarandchoiceofwordsinoralspeech.

Organizesideasclearlyinoralspeech.

Expressesideasconciselyinoralspeech.

Maintainseyecontactwhenspeakingwithothers.

Summarizesorparaphraseshis/herunderstandingofwhatothershavesaidtoverify
understandingandpreventmiscommunication.

10.WrittenCommunication:Theabilitytoexpressoneselfclearlyinbusinesswriting.

Expressesideasclearlyandconciselyinwriting.
 Organizeswrittenideasclearlyandsignalstheorganizationtothereader(e.g.,throughan
introductoryparagraphorthroughuseofheadings).

Tailorswrittencommunicationstoeffectivelyreachanaudience.

Usesgraphicsandotheraidstoclarifycomplexortechnicalinformation.

Spellscorrectly.

Writesusingconcrete,specificlanguage.

Usespunctuationcorrectly.

Writesgrammatically.

Usesanappropriatebusinesswritingstyle.

11.PersuasiveCommunication:Theabilitytoplananddeliveroralandwrittencommunications
thatmakeanimpactandpersuadetheirintendedaudiences.

Identifiesandpresentsinformationordatathatwillhaveastrongeffectonothers.

Selectslanguageandexamplestailoredtothelevelandexperienceoftheaudience.

Selectsstories,analogies,orexamplestoillustrateapoint.

Createsgraphics,overheads,orslidesthatdisplayinformationclearlyandwithhighimpact.

Presentsseveraldifferentargumentsinsupportofaposition.

12.InterpersonalAwareness:Theabilitytonotice,interpret,andanticipateothers'concerns
andfeelings,andtocommunicatethisawarenessempatheticallytoothers.

Understandstheinterestsandimportantconcernsofothers.

Noticesandaccuratelyinterpretswhatothersarefeeling,basedontheirchoiceofwords,
toneofvoice,expressions,andothernonverbalbehavior.

Anticipateshowotherswillreacttoasituation.
 Listensattentivelytopeople'sideasandconcerns.

Understandsboththestrengthsandweaknessesofothers.

Understandstheunspokenmeaninginasituation.

Saysordoesthingstoaddressothers'concerns.

Findsnonthreateningwaystoapproachothersaboutsensitiveissues.

Makesothersfeelcomfortablebyrespondinginwaysthatconveyinterestinwhattheyhave
tosay.

13.InfluencingOthers:Theabilitytogainothers'supportforideas,proposals,projects,and
solutions.

Presentsargumentsthataddressothers'mostimportantconcernsandissuesandlooksfor
winwinsolutions.

Involvesothersinaprocessordecisiontoensuretheirsupport.

Offerstradeoffsorexchangestogaincommitment.

Identifiesandproposessolutionsthatbenefitallpartiesinvolvedinasituation.

Enlistsexpertsorthirdpartiestoinfluenceothers.

Developsotherindirectstrategiestoinfluenceothers.

Knowswhentoescalatecriticalissuestoownorothers'management,ifowneffortsto
enlistsupporthavenotsucceeded.

Structuressituations(e.g.,thesetting,personspresent,sequenceofevents)tocreatea
desiredimpactandtomaximizethechancesofafavorableoutcome.

Workstomakeaparticularimpressiononothers.

Identifiesandtargetsinfluenceeffortsattherealdecisionmakersandthosewhocan
influencethem.
 Seeksoutandbuildsrelationshipswithotherswhocanprovideinformation,intelligence,
careersupport,potentialbusiness,andotherformsofhelp.

Takesapersonalinterestinothers(e.g.,byaskingabouttheirconcerns,interests,family,
friends,hobbies)todeveloprelationships.

Accuratelyanticipatestheimplicationsofeventsordecisionsforvariousstakeholdersinthe
organizationandplansstrategyaccordingly.

14.BuildingCollaborativeRelationships:Theabilitytodevelop,maintain,andstrengthen
partnershipswithothersinsideoroutsidetheorganizationwhocanprovideinformation,
assistance,andsupport.

Asksabouttheotherperson'spersonalexperiences,interests,andfamily.

Asksquestionstoidentifysharedinterest,experiences,orothercommonground.

Showsaninterestinwhatothershavetosayacknowledgestheirperspectivesandideas.

Recognizesthebusinessconcernsandperspectivesofothers.

Expressesgratitudeandappreciationtootherswhohaveprovidedinformation,assistance,
orsupport.

Takestimetogettoknowcoworkers,tobuildrapportandestablishacommonbond.

Triestobuildrelationshipswithpeoplewhoseassistance,cooperation,andsupportmaybe
needed.

Providesassistance,information,andsupporttootherstobuildabasisforfuturereciprocity.

15.CustomerOrientation:Theabilitytodemonstrateconcernforsatisfyingone'sexternal
and/orinternalcustomers.

Quicklyandeffectivelysolvescustomerproblems.

Talkstocustomers(internalorexternal)tofindoutwhattheywantandhowsatisfiedthey
arewithwhattheyaregetting.

Letscustomersknowhe/sheiswillingtoworkwiththemtomeettheirneeds.
 Findswaystomeasureandtrackcustomersatisfaction.

Presentsacheerful,positivemannerwithcustomers.

II.CompentenciesDealingwithBusiness

ThePreventingandSolvingProblemsCluster

16.DiagnosticInformationGathering:Theabilitytoidentifytheinformationneededtoclarifya
situation,seekthatinformationfromappropriatesources,anduseskillfulquestioningtodrawout
theinformation,whenothersarereluctanttodiscloseit

Identifiesthespecificinformationneededtoclarifyasituationortomakeadecision.

Getsmorecompleteandaccurateinformationbycheckingmultiplesources.

Probesskillfullytogetatthefacts,whenothersarereluctanttoprovidefull,detailed
information.

Routinelywalksaroundtoseehowpeoplearedoingandtohearaboutanyproblemsthey
areencountering.

Questionsotherstoassesswhethertheyhavethoughtthroughaplanofaction.

Questionsotherstoassesstheirconfidenceinsolvingaproblemortacklingasituation.

Asksquestionstoclarifyasituation.

Seekstheperspectiveofeveryoneinvolvedinasituation.

Seeksoutknowledgeablepeopletoobtaininformationorclarifyaproblem.

17.AnalyticalThinking:Theabilitytotackleaproblembyusingalogical,systematic,sequential
approach.

Makesasystematiccomparisonoftwoormorealternatives.

Noticesdiscrepanciesandinconsistenciesinavailableinformation.
 Identifiesasetoffeatures,parameters,orconsiderationstotakeintoaccount,inanalyzing
asituationormakingadecision.

Approachesacomplextaskorproblembybreakingitdownintoitscomponentpartsand
consideringeachpartindetail.

Weighsthecosts,benefits,risks,andchancesforsuccess,inmakingadecision.

Identifiesmanypossiblecausesforaproblem.

Carefullyweighsthepriorityofthingstobedone.

18.ForwardThinking:Theabilitytoanticipatetheimplicationsandconsequencesofsituations
andtakeappropriateactiontobepreparedforpossiblecontingencies.

Anticipatespossibleproblemsanddevelopscontingencyplansinadvance.

Noticestrendsintheindustryormarketplaceanddevelopsplanstopreparefor
opportunitiesorproblems.

Anticipatestheconsequencesofsituationsandplansaccordingly.

Anticipateshowindividualsandgroupswillreacttosituationsandinformationandplans
accordingly.

19.ConceptualThinking:Theabilitytofindeffectivesolutionsbytakingaholistic,abstract,or
theoreticalperspective.

Noticessimilaritiesbetweendifferentandapparentlyunrelatedsituations.

Quicklyidentifiesthecentralorunderlyingissuesinacomplexsituation.

Createsagraphicdiagramshowingasystemsviewofasituation.

Developsanalogiesormetaphorstoexplainasituation.

Appliesatheoreticalframeworktounderstandaspecificsituation.
20.StrategicThinking:Theabilitytoanalyzetheorganization'scompetitivepositionby
consideringmarketandindustrytrends,existingandpotentialcustomers(internalandexternal),
andstrengthsandweaknessesascomparedtocompetitors.

Understandstheorganization'sstrengthsandweaknessesascomparedtocompetitors.

Understandsindustryandmarkettrendsaffectingtheorganization'scompetitiveness.

Hasanindepthunderstandingofcompetitiveproductsandserviceswithinthemarketplace.

Developsandproposesalongterm(35year)strategyfortheorganizationbasedonan
analysisoftheindustryandmarketplaceandtheorganization'scurrentandpotential
capabilitiesascomparedtocompetitors.

21.TechnicalExpertise:Theabilitytodemonstratedepthofknowledgeandskillinatechnical
area.

Effectivelyappliestechnicalknowledgetosolvearangeofproblems.

Possessesanindepthknowledgeandskillinatechnicalarea.

Developstechnicalsolutionstoneworhighlycomplexproblemsthatcannotbesolved
usingexistingmethodsorapproaches.

Issoughtoutasanexperttoprovideadviceorsolutionsinhis/hertechnicalarea.

Keepsinformedaboutcuttingedgetechnologyinhis/hertechnicalarea.

TheAchievingResultsCluster

22.Initiative:Identifyingwhatneedstobedoneanddoingitbeforebeingaskedorbeforethe
situationrequiresit.

Identifyingwhatneedstobedoneandtakesactionbeforebeingaskedorthesituation
requiresit.

Doesmorethanwhatisnormallyrequiredinasituation.

Seeksoutothersinvolvedinasituationtolearntheirperspectives.
 Takesindependentactiontochangethedirectionofevents.

23.EntrepreneurialOrientation:Theabilitytolookforandseizeprofitablebusiness
opportunitieswillingnesstotakecalculatedriskstoachievebusinessgoals.

Noticesandseizesprofitablebusinessopportunities.

Staysabreastofbusiness,industry,andmarketinformationthatmayrevealbusiness
opportunities.

Demonstrateswillingnesstotakecalculatedriskstoachievebusinessgoals.

Proposesinnovativebusinessdealstopotentialcustomers,suppliers,andbusiness
partners.

Encouragesandsupportsentrepreneurialbehaviorinothers.

24.FosteringInnovation:Theabilitytodevelop,sponsor,orsupporttheintroductionofnewand
improvedmethod,products,procedures,ortechnologies.

Personallydevelopsanewproductorservice.

Personallydevelopsanewmethodorapproach.

Sponsorsthedevelopmentofnewproducts,services,methods,orprocedures.

Proposesnewapproaches,methods,ortechnologies.

Developsbetter,faster,orlessexpensivewaystodothings.

Workscooperativelywithotherstoproduceinnovativesolutions.

25.ResultsOrientation:Theabilitytofocusonthedesiredresultofone'sownorone'sunit's
work,settingchallenginggoals,focusingeffortonthegoals,andmeetingorexceedingthem.

Developschallengingbutachievablegoals.

Developscleargoalsformeetingsandprojects.

Maintainscommitmenttogoalsinthefaceofobstaclesandfrustrations.
 Findsorcreateswaystomeasureperformanceagainstgoals.

Exertsunusualeffortovertimetoachieveagoal.

Hasastrongsenseofurgencyaboutsolvingproblemsandgettingworkdone.

26.Thoroughness:Ensuringthatone'sownandothers'workandinformationarecompleteand
accuratecarefullypreparingformeetingsandpresentationsfollowingupwithotherstoensure
thatagreementsandcommitmentshavebeenfulfilled.

Setsupprocedurestoensurehighqualityofwork(e.g.,reviewmeetings).

Monitorsthequalityofwork.

Verifiesinformation.

Checkstheaccuracyofownandothers'work.

Developsandusessystemstoorganizeandkeeptrackofinformationorworkprogress.

Carefullypreparesformeetingsandpresentations.

Organizesinformationormaterialsforothers.

Carefullyreviewsandcheckstheaccuracyofinformationinworkreports(e.g.,production,
sales,financialperformance)providedbymanagement,managementinformationsystems,
orotherindividualsandgroups.

27.Decisiveness:Theabilitytomakedifficultdecisionsinatimelymanner.

Iswillingtomakedecisionsindifficultorambiguoussituations,whentimeiscritical.

Takeschargeofagroupwhenitisnecessarytofacilitatechange,overcomeanimpasse,
faceissues,orensurethatdecisionsaremade.

Makestoughdecisions(e.g.,closingafacility,reducingstaff,acceptingorrejectingahigh
stakesdeal).

III.SelfManagementCompetencies
28.SelfConfidence:Faithinone'sownideasandcapabilitytobesuccessfulwillingnesstotake
anindependentpositioninthefaceofopposition.

Isconfidentofownabilitytoaccomplishgoals.

Presentsselfcrisplyandimpressively.

Iswillingtospeakuptotherightpersonorgroupattherighttime,whenhe/shedisagrees
withadecisionorstrategy.

Approacheschallengingtaskswitha"cando"attitude.

29.StressManagement:Theabilitytokeepfunctioningeffectivelywhenunderpressureand
maintainselfcontrolinthefaceofhostilityorprovocation.

Remainscalmunderstress.

Caneffectivelyhandleseveralproblemsortasksatonce.

Controlshis/herresponsewhencriticized,attackedorprovoked.

Maintainsasenseofhumorunderdifficultcircumstances.

Managesownbehaviortopreventorreducefeelingsofstress.

30.PersonalCredibility:Demonstratedconcernthatonebeperceivedasresponsible,reliable,
andtrustworthy.

Doeswhathe/shecommitstodoing.

Respectstheconfidentialityofinformationorconcernssharedbyothers.

Ishonestandforthrightwithpeople.

Carrieshis/herfairshareoftheworkload.

Takesresponsibilityforownmistakesdoesnotblameothers.

Conveysacommandoftherelevantfactsandinformation.
31.Flexibility:Opennesstodifferentandnewwaysofdoingthingswillingnesstomodifyone's
preferredwayofdoingthings.

Isabletoseethemeritsofperspectivesotherthanhis/herown.

Demonstratesopennesstoneworganizationalstructures,procedures,andtechnology.

Switchestoadifferentstrategywhenaninitiallyselectedoneisunsuccessful.

Demonstrateswillingnesstomodifyastronglyheldpositioninthefaceofcontraryevidence.

Reprintedwithpermissionfrom"TheValueAddedEmployee
(http://www.amazon.com/exec/obidos/ASIN/0884151360/workforce),"
byEdwardJ.CripeandRichardS.Mansfield,Copyright2002by
WorkitectInc.

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