In previous posts the blog discussed the importance of Behavioral Competencies to professionals, their careers, as well as organizations. Examples of “critical to career” competencies would include Accountability, Analytics, Integrity, Humor, Drive, Persistence, Kindness, Common Sense, Communications, Flexibility, Dependability, Adaptability, Professional Presence, Business Acumen, Team Player, Leadership, Intellect, Passion, Humility, Compassion.
And so the list does not become overwhelming, it is important to know that some competencies are scalable over the course of careers. Said another way, professionals become better equipped, in the area of Business Acumen, as they gain experience in varying assignments, positions, locations, and with peers and bosses. Scalability would also apply to other Competencies such as Leadership, Analytics, and Professional Presence.
A byproduct of building an array of Competencies is the ability to be a significant influence in business (also applies to private life). This graphic from an IHRCC seminar displays how competencies and influence interrelate.
The graphic suggests that, as a professionals gain experience, skills, knowledge, scope, and discerning professional behaviors, they will differentiate themselves among their peers in performance, influence, and most probably career success.
Referencing the graphic, if you are a believer in bell-shaped curves, then you may agree that as the population distribution moves to the right, talent increases, performance increases, and compensation increases. So the organization’s high potentials, top performers are represented by the right side of the curve and might be 16% to 20% of all professionals. Obviously, the objective is to increase that number.
So assuming the population is large enough for a bell-shaped curve to be applicable, the above is not much different from what one might find in college classes, about the same distribution of grades (performance) among the students.
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