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Fyi for your improvement a guide for development and coaching for learnersTable of contents : Competencies : Action oriented --Dealing with ambiguity --Approachability --Boss relationships --Business acumen --Career ambition --Caring about direct reports --Comfort around higher management --Command skills --Compassion --Composure --Conflict management --Confronting direct reports --Creativity --Customer focus --Timely decision making -Decision quality --Delegation --Developing direct reports and others --Directing others --Managing diversity --Ethics and values --Fairness to direct reports --Functional/technical skills --Hiring and staffing --Humor --Informing --Innovation management --Integrity and trust --Intellectual horsepower --Interpersonal savvy --Learning on the fly --Listening --Managerial courage --Managingand measuring work --Motivating others --Negotiating --Organizational agility --Organizing --Dealing with paradox --Patience --Peer relationships --Perseverance --Personal disclosure --Personal learning --Perspective --Planning --Political savvy --Presentation skills --Priority setting --Problem solving --Process management --Drive for results --Self-development --Self-knowledge -Sizing up people --Standing alone --Strategic agility --Managing through systems --Building effective teams --Technical learning --Time management --Total work systems (e.g. TQM/ISO/Six Sigma) --Understanding others --Managing vision and purpose --Work/life balance --Written communications. Career stallers and stoppers : Unable to adapt to differences --Poor administrator -Overly ambitious --Arrogant --Betrayal of trust --Blocked personal learner --Lack of composure --Defensiveness --Lack of ethics and values --Failure to build a team --Failure to staff effectively --Insensitive to others --Key skill deficiencies --Non-strategic --Overdependence on an advocate --Overdependence on a single skill --Overmanaging --Performance problems --Politicalmissteps. Global focus areas : Global business knowledge --Cross-cultural resourcefulness --Cross-cultural agility --Assignment hardiness --Organizational positioning skills --Cross-cultural sensitivity --Humility. Citation preview E M N O LI IL edition ES PI CO 5 th ıM N O FYI For Your Improvement IN This easy-to-use reference has become the standard for leadershipdevelopment at thousands of companies around the globe. IN PR T. Written by two of the world’s most respected thought leaders on competencybased leadership development, this book can help any motivated adult with a development need. ISBN 978-1-933578-17-0 For additional information and related publications, please contact Korn Ferry Global Products Group (GPG) at[email protected] or visit us on the web at www.kornferry.com/products FYI For Your Improvement A Guide for Development and Coaching for learner s, manager s, mentor s, and feed b ack giver s Item number: 11063 9 781933 578170 COPYRIGHT 1996–2014 KORN FERRY. ALL RIGHTS RESERVED. Michael M. Lombardo & Robert W. Eichinger 5th Editioncompetency POWERFUL NEW AND ENHANCED CONTENT ADDED TO THIS 5TH EDITION RELEASE INCLUDES: Keyword and development theme index – quickly find and address developmental needs with targeted remedies. Developmental job assignments – practical approaches for on-the-job skill development in each chapter. Enhanced remedy titles – pinpointdevelopmental needs by posing a quick diagnostic question and action step. Additional causes for stallers and stoppers – illustrate how overuse or lack of certain skills can create noise. Competency connections – illustrate how various competency combinations tie to the most common development needs and career goals. Developmental difficulty matrix – shows howdifficult it is for a typical person to develop any of the 67 Competencies. Updated development plan – organize your plan on an easy-to-use two-page spread. Updated suggested readings – hundreds of the best, most current books and articles aligned with each chapter. FYI For Your Improvement THE SAME GREAT DEVELOPMENT RESOURCE THAT YOU HAVE COMETO EXPECT AND MUCH MORE FYI For Your Improvement 5th Edition includes 93 chapters on 67 Leadership Architect Competencies, 19 Career Stallers and Stoppers, and 7 Global Focus Areas referencing the skilled, unskilled, and overused definitions to help identify a need. Supporting development content includes substitution options (substitute a strength for aweakness), compensators (moderate an overused skill), causes for the need, the map (why the skill is important), some remedies (tips), inspiring quotes, and suggested readings. For Your Improvement A Guide for Development and Coaching f o r le a r n e r s , m an a g er s , m e n t o r s, a n d f e edb a c k g i v er s Michael M. Lombardo & Robert W. Eichinger 5th Editioncompetency FYI IMPORTANT NOTICE: COPYRIGHT 1996–2014 KORN FERRY. ALL RIGHTS RESERVED. No part of this work may be copied or transferred to any other expression or form without a license from Lominger International: A Korn Ferry Company. www.kornferry.com Leadership Architect is the exclusive registered trademark of Lominger International: AKorn/Ferry Company. ISBN 978-1-933578-17-0 Print ISBN 978-1-933578-59-0 PDF Item number 11063 FYI For Your Improvement 5th Edition Printings: version 09.1a 1st—01/09 version 09.1b 2nd—12/09 version 09.1c 3rd—02/11 version 09.1c1 4th—11/11 version 09.1c1 5th—06/12 version 09.1c1 6th—07/13 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i Strategies for Improvement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii Organization of FYI For Your Improvement. . . . . . . . . . . . . . . . . . . . . . . . . . viii Competencies 1 Action Oriented. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2 Dealing with* Ambiguity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 3 Approachability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 4 Boss Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 5 Business Acumen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 6 Career Ambition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 7 Caring About Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 8 Comfort Around HigherManagement. . . . . . . . . . . . . . . . . . . . . . . . . . 43 9 Command Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 10 Compassion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 11 Composure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 12 Conflict Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 13 ConfrontingDirect Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 14 Creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 15 Customer Focus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 16 Timely Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 17 Decision Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 18Delegation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 19 Developing Direct Reports and Others. . . . . . . . . . . . . . . . . . . . . . . . . 115 20 Directing Others. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123 21 Managing Diversity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127 22 Ethics and Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135 23 Fairness to Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143 24 Functional/Technical Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 25 Hiring and Staffing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153 26 Humor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 27 Informing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165 *Note: Italicized words are not alphabetized. copyright 1996–2014 korn ferry. all rights reserved table of contents Table of Contents table of contents 28 Innovation Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171 29 Integrity and Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179 30 Intellectual Horsepower. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187 31 Interpersonal Savvy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193 32 Learning on the Fly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199 33 Listening. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205 34 Managerial Courage. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211 35 Managing and Measuring Work. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217 36 Motivating Others. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223 37 Negotiating. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229 38 Organizational Agility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235 39 Organizing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 241 40 Dealing with Paradox. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245 41 Patience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251 42 Peer Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257 43 Perseverance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263 44 Personal Disclosure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269 45 Personal Learning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275 46 Perspective. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281 47 Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 287 48 Political Savvy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291 49 Presentation Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 297 50Priority Setting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305 51 Problem Solving. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 309 52 Process Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315 53 Drive for Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 321 54 Self-Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 327 55 Self-Knowledge. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 333 56 Sizing Up People. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 339 57 Standing Alone. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345 58 Strategic Agility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 351 59 Managing Through Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361 60 Building Effective Teams. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 367 61 Technical Learning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 373 62 Time Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 377 63 Total Work Systems (e.g., TQM/ISO/Six Sigma). . . . . . . . . . . . . . . . . 383 64 Understanding Others. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 389 copyright 1996–2014 korn ferry. all rights reserved There are no competencies 68-80 or 91-100. Those numbers are reserved for future additions. Performance Dimensions (numbered 81-90) can be found in FYI for Performance Management. Career Stallers and Stoppers 101 Unable to Adapt to Differences. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417 102 Poor Administrator. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 423 103 Overly Ambitious. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 429 104 Arrogant. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 435 105 Betrayal of Trust. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 441 106 Blocked Personal Learner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447 107 Lack of Composure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 453 108 Defensiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 459 109 Lack of Ethics and Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 465 110 Failure to Build a Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 471 111 Failure to Staff Effectively. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 477 112 Insensitive to Others. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 483 113 Key Skill Deficiencies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 489 114 Non-Strategic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 493 115 Overdependence on an Advocate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 499 116Overdependence on a Single Skill. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 505 117 Overmanaging. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 509 118 Performance Problems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 515 119 Political Missteps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 521 There are no competencies numbered 120-160. Those numbersare reserved for future additions. Global Focus Areas 161 Global Business Knowledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 529 162 Cross-Cultural Resourcefulness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 535 163 Cross-Cultural Agility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 543 164 Assignment Hardiness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 551 165Organizational Positioning Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 557 166 Cross-Cultural Sensitivity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 563 167 Humility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 571 copyright 1996–2014 korn ferry. all rights reserved table of contents 65 Managing Vision and Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39766 Work/Life Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 403 67 Written Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 409 table of contents Appendix A: Competency Connections Development Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1 Career Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-3Appendix B: Developmental Difficulty Matrix Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-1 Individual Contributor Level. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-2 Manager Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-3 Executive Level. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-4Appendix C: Creating a Development Plan Universal Ideas for Developing Any Competency. . . . . . . . . . . . . . . . . . . . . . C-1 Sample Development Plan for Unskilled. . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-4 Sample Development Plan for Overused. . . . . . . . . . . . . . . . . . . . . . . . . . . . C-6 Sample Development Plan for Staller/Stopper. . . . . . . . . . . . . . . . . . . . . . . . C-8 DevelopmentPlan Forms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-10 Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-1 copyright 1996–2014 korn ferry. all rights reserved LEADERSHIP ARCHITECT LIBRARY STRUCTURE: Factor I: Strategic Skills cluster a – understanding the business 5 Business Acumen. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 24 Functional/Technical Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 61 Technical Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 373 cluster b – making complex decisions 17 Decision Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 30 Intellectual Horsepower. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187 32Learning on the Fly. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199 51 Problem Solving. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 309 cluster c – creating the new and different 2 Dealing with Ambiguity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 14 Creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 28 Innovation Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171 46 Perspective. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281 58 Strategic Agility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 351 Factor II: Operating Skills cluster d – keeping on point 16 Timely Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 50 Priority Setting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305 cluster e – getting organized 39 Organizing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 241 47 Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 287 62 Time Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 377 cluster f – getting work done through others 18 Delegation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 19 Developing Direct Reports and Others. . . . . . . . . . . . . . . . . . . . . . . . . 115 20 Directing Others. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123 27 Informing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165 35 Managing and Measuring Work. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217 copyright 1996–2014korn ferry. all rights reserved table of contents Table of Contents by Factor and Cluster table of contents cluster g – managing work processes 52 Process Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315 59 Managing Through Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361 63 Total Work Systems (e.g., TQM/ISO/Six Sigma). . . . . . . . . . . . . . . . . 383Factor III: Courage cluster h – dealing with trouble 9 Command Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 12 Conflict Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 13 Confronting Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 34 Managerial Courage. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211 57 StandingAlone. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345 cluster i – making tough people calls 25 Hiring and Staffing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153 56 Sizing Up People. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 339 Factor IV: Energy and Drive cluster j – focusing on the bottom Line 1 Action Oriented. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 43 Perseverance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263 53 Drive for Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 321 Factor V: Organizational Positioning Skills cluster k – being organizationally savvy 38 Organizational Agility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235 48 Political Savvy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291 cluster l – communicating effectively 49 Presentation Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 297 67 Written Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 409 cluster m – managing up 6 Career Ambition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 8 Comfort Around Higher Management. . . . . . . . . . . . . . . . . . . . . . . . . 43 Factor VI: Personal and Interpersonal Skills cluster n – relating skills 3 Approachability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 31 Interpersonal Savvy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193 cluster o – caring about others 7 Caring About Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 10 Compassion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 copyright 1996–2014 korn ferry. all rights reserved 4 Boss Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 15 Customer Focus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 21 Managing Diversity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127 23 Fairness to Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143 42 Peer Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257 64 Understanding Others. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 389 cluster q – inspiring others 36 Motivating Others. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223 37 Negotiating. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .229 60 Building Effective Teams. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 367 65 Managing Vision and Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 397 cluster r – acting with honor and character 22 Ethics and Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135 29 Integrity and Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179 cluster s – beingopen and receptive 11 Composure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 26 Humor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 33 Listening. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205 41 Patience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251 44 Personal Disclosure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269 cluster t – demonstrating personal flexibility 40 Dealing with Paradox . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245 45 Personal Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275 54 Self-Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 327 55 Self-Knowledge. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 333 cluster u – balancing work/life 66 Work/Life Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 403 Factor VII: Trouble with People cluster v – doesn’t relate well to others 101 Unable to Adapt to Differences. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417 106 Blocked Personal Learner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447 108 Defensiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 459 112 Insensitive to Others. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 483 copyright 1996–2014 korn ferry. all rights reserved table of contents cluster p – managing diverse relationships table of contents cluster w – self-centered 103 Overly Ambitious. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 429 104 Arrogant. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 435 105 Betrayal of Trust. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 441 107 Lack of Composure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 453 109 Lack of Ethics and Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 465 119 Political Missteps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 521cluster x – doesn’t inspire or build talent 110 Failure to Build a Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 471 111 Failure to Staff Effectively. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 477 117 Overmanaging. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 509 Factor VIII: Trouble with Results cluster y – too narrow 113 Key Skill Deficiencies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 489 114 Non-Strategic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 493 115 Overdependence on an Advocate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 499 116 Overdependence on a Single Skill. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 505 cluster z – doesn’t deliver results 102 Poor Administrator. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .423 118 Performance Problems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 515 copyright 1996–2014 korn ferry. all rights reserved Who is this book for? We designed this book of development tips to support any motivated person with a need and to serve as a guide for managers, mentors, and feedback givers. It is a versatile resource intended for all levels of organizations,for problems at work or in one’s personal life. We know that anyone who has not yet recognized and accepted a need or limitation or weakness or developmental opportunity will not be helped by what’s in this book. If you are still in denial, rationalizing, confused, or being defensive about having any needs, seek additional feedback and counsel before using this book. We also findthat people who do take personal responsibility for a need but lack motivation, drive, urgency, or energy to do anything about it won’t be helped by what’s in this book. If you don’t think your need matters, talk to your mentor or someone higher up in the organization and ask them why this need is important for your development. See how the need plays out for you and anyconsequences that are unacceptable to you. This book provides you with strategies to improve, substitute, or work around a need so that you can be as effective as possible. There are thousands of tips in this book that will help anyone who recognizes specific needs and is motivated to do something about them. If that’s you, read on. What is in this book? Where did it come from?The content in this book covers three broad areas: Competencies Stallers and Stoppers Global Focus Areas 67 Competencies: These are the measurable characteristics of a p
Fyi for your improvement a guide for development and coaching for learners Table of contents : Competencies : Action oriented --Dealing with ambiguity --Approachability --Boss relationships --Business acumen --Career ambition --Caring about direct reports --Comfort around higher management --Command skills --Compassion --Composu
FYI translates individual development into business results. FYI is an easy-to-use guide for coaching and development. Use FYI to build a skill that is mission critical or to reduce noise and avoid derailment. FYI is intended for individual learners, managers, coaches, and executives. The 67 Competencies, 19 Stallers and .
Bruksanvisning för bilstereo . Bruksanvisning for bilstereo . Instrukcja obsługi samochodowego odtwarzacza stereo . Operating Instructions for Car Stereo . 610-104 . SV . Bruksanvisning i original
For Your Improvement FYI FYI Michael M. Lombardo & Robert W. Eichinger For Your Improvement A Guide for Development and Coaching for learners, managers, mentors, and feedback givers competency 5 th Edition Adjust spine for page fit powered by LOMINGER 9781933578170 ISBN 978-1-933578-17-0 FYI For Your Improvement This easy-to-use .
FYI For Your Improvement 5th Edition includes 93 chapters on 67 Leadership Architect Competencies, 19 Career Stallers and Stoppers, and 7 Global Focus Areas referencing the skilled, unskilled, and overused definitions to help identify a need. Supporting development content includes substitution
FYI FYI Michael M. Lombardo & Robert W. Eichinger For Your Improvement A Guide for Development and Coaching for learners, managers, mentors, and feedback givers competency 5 th Edition Adjust spine for page fit powered by LOMINGER 9781933578170 ISBN 978-1-933578-17- FYI For Your Improvement This easy-to-use reference has become the standard
10 tips och tricks för att lyckas med ert sap-projekt 20 SAPSANYTT 2/2015 De flesta projektledare känner säkert till Cobb’s paradox. Martin Cobb verkade som CIO för sekretariatet för Treasury Board of Canada 1995 då han ställde frågan
service i Norge och Finland drivs inom ramen för ett enskilt företag (NRK. 1 och Yleisradio), fin ns det i Sverige tre: Ett för tv (Sveriges Television , SVT ), ett för radio (Sveriges Radio , SR ) och ett för utbildnings program (Sveriges Utbildningsradio, UR, vilket till följd av sin begränsade storlek inte återfinns bland de 25 största
Hotell För hotell anges de tre klasserna A/B, C och D. Det betyder att den "normala" standarden C är acceptabel men att motiven för en högre standard är starka. Ljudklass C motsvarar de tidigare normkraven för hotell, ljudklass A/B motsvarar kraven för moderna hotell med hög standard och ljudklass D kan användas vid