Innovation: The Success ModelThe competency model is dead (if it ever truly was alive). Help managers understandhow to wi...
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The Success Model


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The competency model is dead -- crushed by its own weight and complexity. Learn how we can help leaders to easily understand what it takes to win in our companies.

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The Success Model

  1. 1.  Innovation: The Success ModelThe competency model is dead (if it ever truly was alive). Help managers understandhow to win in your company using the simple, practical and aspirational Success Model. Few human resource practices focusing on outcomes, not the be- cies tied together with conjunctions.have promised as much and deliv- haviors that precede them. It’s easy This tight focus makes the Suc-ered as little as the competency to implement because managers cess Model easy to explain andmodel. instantly understand its brief, engag- simple to use to assess potential. This well-intended effort to identi- ing and aspirational statements.fy the capabilities that drive individ- Three things differentiate a Suc- Sounds Like Your Company: Man-ual success has become a complex cess Model from the traditional list agers want success described “theirand unusable example of how HR of competencies: way.” Your managers may say that“just doesn’t get it.” their best performers “Create pro- Focuses on Outcomes: Managers grams that humble others while Managers don’t want the smother- want outcomes, not competencies. staying humble themselves” oring “help” of a 10 competency, 50- A Success Model describes the out- “Grow teams that deliver legendarybehavior model. They just want to comes that define high potential, projects.” They likely don’t speak inknow how to succeed. not the underlying behaviors. competencies and they wish you For example, consider three com- wouldn’t either.What Went Wrong? petency model staples: Strategic A Success Model statement should Popularized in the 90s by consult- Thinking, Relationship Building and both reflect your company’s ver-ants, academics and a flood of newbooks, competencies soon became nacular and be specific enough tothe remedy for every organizational “Managers don’t want the apply when assessing or developingillness. Not sure how to determine leaders. smothering ‘help’ of a 10pay? Competencies! Need to de-velop more leaders? Competencies! competency, 50-behavior Success Model ImplementationMore accurately predict perfor- model. They just want to It’s easy to integrate the Successmance? Well, you get the picture. know how to succeed.” Model into core talent processes. In the ensuing rush to create com- First, communicate it broadly topetency models, designers often your current and future leaders. Customer Focus. Those competen- They’ll be thrilled that the rules forforgot to ask themselves two critical cies sound important but how success are now clear.questions: Does what we’re doing should a leader apply them? Second, identify the experiencesadd value to the business, and, how A Success Model statement de- in your company that will buildcan we ensure implementation? scribes the outcome that the com- strength in each of Success Model As a result, today’s competency pany values, e.g. Creates broad cli- areas. Use this to guide leaders’ de-model is an all-encompassing, mul- ent relationships based on a deep velopment plans.ti-layered monstrosity whose com- knowledge of their business. That Finally, use it to evaluate potentialplexity far outweighs its value.   Yet, outcome may be a combination of in talent review discussions and asdespite its heft, it still doesn’t tell those three competencies, but now your behavioral measure in perfor-managers exactly how to succeed. the leader knows exactly what to do mance management. You’ll get far to win. more helpful information by evalu-Creating a Success Model It’s possible to define success for ating desired outcomes than you Includes Only the Vital Few: Man- will by pondering theoretical com-managers in a crisp and compelling agers want focus. In three to five petencies.way. We do this using a Success succinct statements, a SuccessModel – a few short statements that Model describes what will differen- For more information aboutdescribe the outcomes that differen- tiate tomorrow’s stars. Each state- Success Models, contact us attiate successful leaders. ment cleanly expresses one con- The Success Model adds value by cept. It’s not a string of competen-© The Talent Strategy Group, LLC, 2012