Competencies are hardly new. The early Romans practised a form of
competency profiling in attempts to detail the attributes of a 'good
Roman soldier'. The leadership literature is replete with research
attempting to define the characteristics of a 'good leader'. Pioneered
by Hay/McBer founder David McClelland in the early 1970s, as an
organisational model, it wasn't until the early '90s that competencies
gained real influence. This influence continues today, giving leaders
and organisations a clearer view and more reliable predictor of success
than relying on IQ alone.
Competencies are context bound - they are a guide
to the knowledge, skills, behaviours and attitudes required to perform
to an acceptable standard in a particular role. Further, the
best experiences of organisations developing competencies ensure that
they evolve in line with changing business strategy, rather than stay
fixed in time.
Dattner Grant, utilising the best of the competency research and our
extensive experience of leadership in organisations, is well equipped to
assist organisations in defining the unique competencies
required by their leaders to fulfil the goals of the organisation and,
in doing so, build their own leadership capacities. Further, we can help
organisations roll out their competency framework so that
their people understand its benefits and uses in the context of the
organisation's strategic goals.
In addition, Dattner Grant are proud to announce the development of a unique diagnostic approach to linking organisational values and leadership competencies - please click here for more information.
For further information, please contact us.