Competency Architecture

Factor I Thought Factor II Results Factor III People Factor IV Self

A. Understanding the business D. Taking initiative G. Building collaborative relationships J. Being authentic
5 Business insight 2 Action oriented 6 Collaborates 10 Courage
Applying knowledge of business and the Taking on new opportunities and tough challenges Building partnerships and working collaboratively Stepping up to address difficult issues, saying
marketplace to advance the organization’s goals. with a sense of urgency, high energy, and with others to meet shared objectives. what needs to be said
enthusiasm.
11 Customer focus 9 Manages conflict 36 Instills trust
Building strong customer relationships and 27 Resourcefulness Handling conflict situations effectively, with a Gaining the confidence and trust of others through
delivering customer-centric solutions. Securing and deploying resources effectively minimum of noise. honesty, integrity, and authenticity.
and efficiently
17 Financial acumen 20 Interpersonal savvy
Interpreting and applying understanding of key Relating openly and comfortably with diverse
financial indicators to make better business decisions. groups of people.
K. Being open
35 Tech savvy E. Managing execution 21 Builds networks 29 Demonstrates self-awareness
Anticipating and adopting innovations in business- 15 Directs work Effectively building formal and informal relationship Using a combination of feedback and reflection to
building digital and technology applications. Providing direction, delegating, and removing networks inside and outside the organization. gain productive insight into personal strengths and
obstacles to get work done. weaknesses.
25 Plans and aligns 30 Self-development
B. Making complex decisions Planning and prioritizing work to meet H. Optimizing diverse talent Actively seeking new ways to grow and be
commitments aligned with organizational goals. challenged using both formal and informal
8 Manages complexity 4 Attracts top talent development channels.
Making sense of complex, high quantity, and 38 Optimizes work processes Attracting and selecting the best talent to meet
sometimes contradictory information to effectively Knowing the most effective and efficient processes current and future business needs.
solve problems. to get things done, with a focus on continuous
improvement. 13 Develops talent
12 Decision quality Developing people to meet both their career goals L. Being flexible and adaptable
Making good and timely decisions that keep the and the organization’s goals. 3 Manages ambiguity
organization moving forward. Operating effectively, even when things are not
14 Values differences
32 Balances stakeholders F. Focusing on performance Recognizing the value that different perspectives certain or the way forward is not clear.
Anticipating and balancing the needs of multiple and cultures bring to an organization. 22 Nimble learning
1 Ensures accountability
stakeholders. Holding self and others accountable to meet Actively learning through experimentation when
34 Builds effective teams
commitments. Building strong-identity teams that apply their diverse tackling new problems, using both successes and
skills and perspectives to achieve common goals. failures as learning fodder.
28 Drives results
C. Creating the new and different Consistently achieving results, even under tough 26 Being resilient
circumstances. Rebounding from setbacks and adversity when
18 Global perspective facing difficult situations
Taking a broad view when approaching issues, using
a global lens.
I. Influencing people 31 Situational adaptability
7 Communicates effectively Adapting approach and demeanor in real time to
19 Cultivates innovation Developing and delivering multi-mode match the shifting demands of different situations.
Creating new and better ways for the organization
communications that convey a clear understanding
to be successful.
of the unique needs of different audiences
33 Strategic mindset 16 Drives engagement
Seeing ahead to future possibilities and translating Creating a climate where people are motivated to do their
them into breakthrough strategies. best to help the organization achieve its objectives.

23 Organizational savvy
Maneuvering comfortably through complex
policy, process, and people-related organizational
dynamics.
24 Persuades
Using compelling arguments to gain the support
and commitment of others.
37 Drives vision and purpose
Painting a compelling picture of the vision and
strategy that motivates others to action.

Korn Ferry Leadership Architect™ global competency framework • Version 14.3a • © Korn Ferry 2014–2017. All rights reserved. • DO NOT COPY • www.kornferry.com/products For the sake of linguistic simplicity in this product, where the masculine form is used, the feminine form should always be understood to be included.