Leadership Competencies:

Rock solid or flawed foundation for

leadership development?

Jay A. Conger
Center for Effective Organizations
Leadership Teleconference – January 2005

© 2004 Center for Effective Organizations, University of Southern California

 Their Evolution: AT&T

1974: One leadership competency:

“How effectively does this man lead a group
to accomplish a task without arousing hostility?”

1990: 8 leadership competencies

1997: 11 competencies, varying by level

(individual contributor, manager/team
leader, executive)

© 2004 Center for Effective Organizations, University of Southern California

IBM Leadership Competency Model
FOCUS TO WIN
ƒCustomer Insight
ƒBreakthrough Thinking
ƒDrive to Achieve
Focus
to Win MOBILIZE TO EXECUTE
Customers Compensation
ƒTeam Leadership
ƒStraight Talk
Passion for ƒTeamwork
the Business ƒDecisiveness
Mobilize
To Execute
Sustain SUSTAIN MOMENTUM
Momentum ƒBuilding Organizational
Capability
Speed ƒCoaching
ƒPersonal Dedication

THE CORE
URL: http://w3.ibm.com/hr/us/leadcomp/ ƒPassion for the Business

© 2004 Center for Effective Organizations, University of Southern California

 Another Competency Model

• External focus … defines success in market terms … benchmarks the

competition … makes growth the goal … comfortable outside the walls
of the organization

• Clear Thinker … simplifies strategy into specific actions, sets priorities

and makes clear decisions

• Technology savvy … comfortable with product, service & information

technology … knows how to fund and win

• Inclusive leader … connected with the workforce, energizing in

approach

• Imagination … willing to take risks to promote growth … on both

people and ideas

• Confident expert … uses depth as a source of confidence, leading the

“what” generation

© 2004 Center for Effective Organizations, University of Southern California

 The Positives

¾ Clarity
¾ Consistency
¾ Connectivity

© 2004 Center for Effective Organizations, University of Southern California

 The Negatives

¾ Complicated
¾ Conceptual
¾ Current

© 2004 Center for Effective Organizations, University of Southern California

 Accomplishing the Leader’s Job

¾ Multiple ways of accomplishing the role

¾ Multiple forms of talent in the role
¾ Multiple ways of ‘compensating’:
complements, substitution, acquisition,
redefinition

© 2004 Center for Effective Organizations, University of Southern California

 They are here to stay so:

¾ Keep them few and simple

¾ Limit to the genuine priorities
¾ Link to capability needs
¾ Identify critical derailer competencies
¾ Embed throughout systems and processes
¾ Continually revisit staying future focused

© 2004 Center for Effective Organizations, University of Southern California

 Growing Your Company’s Leaders
Research Results
Comparison Firms
10.7
Performance management Best Practice Firms
7.2

13.3
Development activities
9.3

9.4
Selection and identification
of high potentials
7.4

11.6
Corporate core
competencies
8.0

0 4 8 12 16
Number of leadership competencies employed

© 2004 Center for Effective Organizations, University of Southern California

 Career Derailers

¾ Does not build or leverage peer relationships … not a team player

¾ Promoted too fast … lacks ‘experience maturity’

¾ Cannot execute through others … does not develop other leaders

¾ Lacks personal impact … does not project confidence

¾ Stops growing … not open to feedback and lacks introspection

¾ Ego gets in the way … tries to go it alone

© 2004 Center for Effective Organizations, University of Southern California