Unlocking Greater Success by Developing an Outward Mindset — Upgrade Your Life, Work, & Leadership

Through this experience, Benjamin learned that having an outward mindset
allowed him to not only enjoy his job more, but it allowed him to create
better music, which opened up a world of opportunity to him.
— Read on www.ryangottfredson.com/blog/2018/6/18/unlocking-greater-success-by-developing-an-outward-mindset

Defining the Top 5 Global Leadership Competencies

Defining the Top 5 Global Leadership Competencies

A client asked me to help assess the effectiveness of their leadership development framework and the competency pillars of their talent programs. The company had invested in a competency model several years ago and the leader was questioning the effectiveness of those competencies in driving the knowledge, skill and aptitude of potential leaders in her organization.

Our assessment of the current strategic objectives of the organization with particulate focus on key business objectives, recommended closer alignment of well-defined competencies with the business priorities. It was clear to our client that when major changes in the strategic direction of the company took place, the competencies should have been updated. For example, fostering a culture of diversity and inclusion is a key tenet in support of their strategic plan. This competency was not well-developed in existing model.

Our experience is that well-defined competencies are the vehicle to communicate the expectations and requirements relevant to each position level in alignment with business priorities. When integrated into talent management framework, competencies provide the common language and standard when applied via:

  • Talent Acquisition: Managers and Leaders use the competencies to craft behavior interview questions and help high performing companies find the best knowledge, skill and cultural fit
  • Development: individual development plans guided by competency assessment via Performance Management
  • Performance Management: provides the common language to calibrate the “how” work has been achieved
  • Succession Management: competencies provide targets areas of development within succession pool candidates and give senior leaders the common language to calibrate
  • Learning Framework: high performing organizations are using competencies to provide future-focused career planning templates that are aligned with learning management systems

What we offer is our practice model of the top five competencies of global leadership and the advanced competencies of high performing organizations.


Competency Key Descriptor
1.     Drive Client Success and Value ·        Profit

·        Quality

·        Retention

·        Relationship Management

2.     Operational Excellence ·        Performance Management

·        Staffing

·        Structure, Systems, Process

·        Execution

·        Strategy to Direction

·        Quality Management

3.     Collaborate Globally


·        Build relationships

·        Communicate effectively cross-culturally

·        Leverage networks

·        Build trust and display integrity

4.     Influence Through Credibility ·        Expertise

·        Value-added Solutions

·        Relationship Management

·        Lead by Example

·        Negotiating Persuasively

·        Strategic Agility

·        Build trust and display Integrity

5.     Effectively Be a Talent Champion ·        Selection

·        Coach and Develop

·        Effective Succession Management

·        Capability Builder

·        Retention of Key Talent


Advanced Competency Key Descriptor
1.     Self-Knowledge ·        Self-Awareness

·        Self-Management

2.     Culture Steward ·        Diversity and Inclusion

·        Learning Culture

·        Talent Master

3.     Foster Continual Transformation ·        Industry and Organizational Knowledge

·        Organization Development

·        Growth Mindset

The value of competencies is well-established. An example from the Aberdeen Group reported 89% of best-in class organizations had core competencies defined for all roles. [i] What we have learned is that competencies are like other key human capitals programs, the effectiveness comes from the alignment to the strategy, the clear communication of that alignment and the work to define by level.

The Woodshire Group is a consultancy practice to help clients create and invest in the best culture for high performing teams.

Find us at: www.thewoodshiregroup.com

Email: dyan@thewoodshiregroup.com

[i] Lombardi, M and Saba, J (2010) Talent Assessment Strategies A Decision Guide for Organizational Performance, Aberdeen Group