Patton Associates, People Development Coaches - Gary Patton, Peoples Coach

I am waiting for the coming
Of Earth's long expected Lord;
For the signs are now fulfilling
That word He gave us in His Word.
I am watching, I am waiting,
For that promised happy day;
Yet I do not cease my working;
I must work as well as pray.
W.S. Cruzan

“Competencies for Personal & Team Developmental Growth”

Another S-M-A-R-TBriefing™

by: Gary F. Patton

Competencies? Say What??

Do you get confused when HR people and managers you know start throwing around the HR jargon words ‘competencies’ and ‘KSAOs’? Have you ever wondered what’s the difference between a ‘skill’ and an ‘ability’, which is what the ‘K’ and ‘A’ stand for in the acronym KSAO?

If you have, don’t worry because most managers aren’t clear about these concepts right along with you. Regrettably, even many HR practitioners won’t be able to give you a clear, understandable definition of either term. Or why they’re important!

Further, there’s no significant difference between skill and ability when one checks a dictionary. They’re synonyms although most HR people I’ve know in practising and teaching in the HR field for years use them both. That’s also true of most articles you’ll discover on the Web.

While so-called HR experts talk about synonyms, they ignore the most important ’A’-word in human performance. (More about that shortly.)

Despite the confusion, these two terms are extremely important when it comes to hiring the “right” people. And then assisting them to reach their full potential. So...

Here’s Your Opening S-M-A-R-TTip™

“A ‘competency’ is a set of clearly defined knowledge, skills, attitudes, and other behavioural/personality qualities (KSAOs) which empower a person to produce superior performance.” ~ gfp '42©

You’ll note that in my definition, the power ‘A’-word is ‘attitude’. Wouldn’t you agree that most people can only be coached in how to improve if their attitude is appropriate?

OK! Here’s Even More Clarity For You!

You’ll find it equally helpful to think of performance competencies in terms of an iceberg.

"Technical competencies" are at the tip ...the portion above the waterline that is clearly visible ...and therefore easier to perceive, assess and coach. "Behavioural competencies" are those below the waterline. Usually hidden, personal and unique, these are more difficult to assess, and harder to develop or grow.

Our behavioural competencies are best understood as manifestations of how we view ourselves (self-image), how we typically behave (traits), and what values (motives) drive us, consistently.

How Many Did You Say?

In their 2001 book The Leadership Machine, Michael Lombardo and Robert Eichinger presented a leadership competency framework that included sixty-seven competencies of great leaders. Yes, you read me right ...67.

That’s a lot of competencies for us to master! Their list covers the universe of leadership competencies some might say. But, it’s just too much information for many!

Isn’t there a core group I can work on and help my team with, you ask? You’ll be glad to hear I feel there is! Based on my 30+ years of management and management consulting experience, I’ve defined what I call my “Top 10 Leadership Competencies”. And most leaders will agree my first one is foundational to all the rest.

I’ll be happy to email you a complimentary copy when you ask!

Here’s Your Closing S-M-A-R-TTip™ as a Bonus:

“The best indicator of future performance is past performance. Using a professional, carefully check the background and statements, not just references, of your short-listed candidates before hiring anyone.” ~ gfp '42©

Please e-mail me at the linked address below regarding your questions about this article.

© 2003-2020 Gary F. Patton

Greater Toronto Area, Ontario, Canada
E-Mail: [email protected]

You may share what God has given me in this article only in accordance with the Creative Commons 3.0 License

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To do the careful thinking that decision-making and leadership require, one must step back from the noise of the world.

Schedule 15-minute breaks once or twice a day to sit quietly or take a short walk, anywhere. Commit to these breaks as you would any other important priority. We all know that if do not schedule moments of quiet, something else will fill the time.

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