Validating competency models
Ever wished you could clone your most effective leaders?You can come close by using competency models to clarify the skills and behaviors your best performers share so you can identify and develop those same characteristics in others.When a leader gets a 360 feedback report from his or her direct reports, peers, manager, and others the natural instinct is to quickly skip past positive ratings and comments and look at “where I need to improve.” Our research shows unless there’s a Fatal Flaw needing immediate attention, this is badly off track.
At best, leadership development that’s a mile wide and an inch deep moves a leader from good to a bit better.
We’ve been guilty of facilitating workshops with management teams pulling competencies out of thin air.
In one case, we had 140 of the organization’s top leaders in an offsite retreat go through a shifting process to identify and vote on their top 10 competencies.
Reviewing previous studies in the development and validation of competency models and measurement instrument for a profession had demonstrates that the methodological process starts with the identification of competency constructs and statements from literature review, document analysis and interviewing.
The process is furthered by acquiring consensus from expert panel for content validity and questionnaire survey in order to validate the competency model.