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.

1.
Innovation: The Success Model
The competency model is dead (if it ever truly was alive). Help managers understand
how 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 and
model. 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 “their
and 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” or
ing “help” of a 10 competency, 50-
A Success Model describes the out- “Grow teams that deliver legendary
behavior model. They just want to
comes that define high potential, projects.” They likely don’t speak in
know 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 new
books, competencies soon became nacular and be specific enough to
the remedy for every organizational “Managers don’t want the apply when assessing or developing
illness. Not sure how to determine leaders.
smothering ‘help’ of a 10
pay? Competencies! Need to de-
velop more leaders? Competencies!
competency, 50-behavior Success Model Implementation
More accurately predict perfor- model. They just want to It’s easy to integrate the Success
mance? 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 to
petency models, designers often your current and future leaders.
Customer Focus. Those competen- They’ll be thrilled that the rules for
forgot 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 experiences
add value to the business, and, how
A Success Model statement de- in your company that will build
can 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 potential
plexity far outweighs its value.
Yet,
outcome may be a combination of in talent review discussions and as
despite 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 Success
Model – a few short statements that
Model describes what will differen- For more information about
describe the outcomes that differen-
tiate tomorrow’s stars. Each state- Success Models, contact us at
tiate successful leaders.
ment cleanly expresses one con-
The Success Model adds value by info@talentstrategygroup.com
cept. It’s not a string of competen-
© The Talent Strategy Group, LLC, 2012