Tag Archives: required behaviors

Integrated Competence

1 Reply

To create a hierarchy of competence, we have to understand the nature of competence. “I will know it when I see it” is not really helpful. Elliott defined these four things as absolute requirements for success in a role, any role, no matter the discipline.

  • Capability
  • Skill
  • Interest, passion
  • Required behaviors

Competence is the integration of these four factors. If we want to build a hierarchy of competence, we have to understand each and what that integration looks like.

Capability and Skill
Competence is a combination of Capability and Skill. If I do not have the capability for the work, no amount of skills training (technical knowledge and practice) will be helpful. And, if I don’t have the skill, you will never see my capability. Competence is a combination of both.

Interest and Passion
Interest and passion for the work will influence the amount of time for practice. The more interested I am, the more time I will spend in practice. And if I don’t practice a skill, the skill goes away, competence goes away. Practice arrives with many qualities, frequency of practice, duration of practice, depth of practice, accuracy of practice.

Required Behaviors
Something as simple as showing up for work on time is a required behavior. I may have the capability, skill and passion, but if I don’t show up for work, competence is invisible.

Desperately Seeking Competence
Building a competence hierarchy begins at the individual level.  It’s a basic building block. Competence must be identified, selected, developed, improved and practiced. For competence to flourish, it must be placed within a hierarchy where the value, the energy and the flow is based on competence.

People Are More Complicated

Leave a reply

From the Ask Tom mailbag –

Question:
We are working hard to recruit and retain the best people. We have read that we should only look at A and B players, get rid of the C players. But, some of the people we might assess as C players for some roles, turn out to be A players in other roles.

Response:
I have always chuckled at simplistic recommendations that lump all people together without regard for complicated variables. A, B and C players in relationship to what?

Every role comes with a certain level of work (level of decision making, level of problem solving). The answer to the question, A, B or C is in relationship to the work. Some problems are simple enough that most people can solve them. But, as the level of complexity increases, some of those people will struggle. It does not mean they are bad people, or even that they are C players. It means that if we can match their level of capability with the level of work in the role, there is a foundation for an A player. But, wait, there’s more.

Capability is only one of four distinct variables required for success (perhaps your definition of an A player). Skill, meaning some body of technical knowledge, applied to some level of performance requiring practice. Without the skill, you, as a manager, may never see my capability.

The third variable is interest or passion for the work. We have interest in work on which we place a high value. High value translates into interest or passion. Without passion, there is less enthusiasm for practice, an essential part of skill development. Without interest, there is little reason to stick to the discipline that may be required to solve a problem, the tenacity to doggedly pursue an objective.

Lastly, there are required behaviors, either contracted by agreement (showing up for work on time), a contributory habit or a behavior required by the culture of the organization.

A, B and C may sound nice and easy to understand, but people are more complicated than that.

What is Competence?

Leave a reply

To be effective requires competence. But, what is competence? Lee Thayer said, “The best measure of performance is performance.” It sounds like a circular reference (illegal on an Excel spreadsheet), but his intent was focused. When measuring performance, do not be mislead by surrounding statistics, the best measure of performance is performance.

But, what of competence. Here, the circular reference breaks down. One of the gifts that Elliott gave us was the Four Absolutes Required for Success (in any role, no matter the discipline).

  • Capability.
  • Skill, broken into technical knowledge and practiced performance.
  • Interest, passion (value for the work).
  • Required behaviors

Competence is a combination of Capability and Skill. If I do not have the capability for the work, no amount of developmental training will be helpful. And, I don’t have the skill, you will never see my capability. Competence is a combination of both.

Interest, or passion for the work will influence the amount of time for practice. The more interested I am, the more time I will spend in practice. And if I don’t practice a skill, the skill goes away, competence diminishes.

There is also a set of required behaviors. Practice arrives with many qualities, frequency of practice, duration of practice, depth of practice, accuracy of practice. Accuracy of practice relates to required behaviors. Practice doesn’t make perfect, only perfect practice makes perfect.

While the best measure of performance is performance, we can understand competence with a bit more detail.

How to Diagnose Role Fit

Leave a reply

From the Ask Tom mailbag –

Question:
How does management ability tie into different levels of work. I’m thinking about people who are good at building (S-III) systems (flowcharts, time studies, etc.) but who are miserable at managing the people side of the equation.

Response:
In the workshop you attended, you will recall Elliott’s Four Absolutes. Your question describes one dimension of success, likely two dimensions of underperformance (failure).

Four Absolutes

  • Capability (measured in timespan)
  • Skill (technical knowledge and practiced performance)
  • Interest, passion (value for the work)
  • Required behaviors (contracted behaviors, habits, culture)

A person may have the capability to be effective in the work of the role, but lack other characteristics (of equal importance).

Specifically, a person may have the capability to be effective at S-III system work, yet in a managerial role, may lack the management skills for other key areas (people related). A skill is anything that can be learned, anything that can be taught. For a manager, there is a specific set of skills related to communication, listening, delegation, decision making, team problem solving, planning, coaching, meetings.

For a manager to learn those teachable skills, they must also possess the interest and passion for that work. We have interest in and passion for that work on which we place a high value. A person who values self performance over team performance will suffer mightily as they realize there is no such thing as individual achievement.

There is no priority in the Four Absolutes, they are of equal importance.

Required Behaviors – Habits

Leave a reply

Elliott’s Four Absolutes, required for success in a role (any role, no matter the discipline), here is the list.

  • Capability (measured in Time Span)
  • Skill (technical knowledge and practiced performance)
  • Interest, passion (value for the work)
  • Required behaviors

Required behaviors, with three strings.

  • Contracted behaviors
  • Habits
  • Culture

    • Today is about habits.

    When I interview a candidate, I look at the role description, identify the critical role requirements and those habits that support those role requirements. We all have habits that support our success, we all have habits that detract from our success.

    Habits are those routine grooved behaviors that we lean on during times of decision, times of problem solving and times of stress. Some habits, we lean on, even if those behaviors were not successful in the past. Habits are familiar, habits require less brain power. Habits are a short cut to decision making and problem solving. In the face of urgency, we lean on our habits.

    As a hiring manager, interviewing a candidate, we can anticipate the problems to be solved and the decisions to be made in the role. The question is, what are the habits that contribute to success, what are the habits that detract from success?

    We all think we choose our success. We do not. The only thing we choose are our habits, and it is our habits that determine our success.

Required Behaviors – Contracted

1 Reply

When I look at Elliott’s Four Absolutes, required for success in a role (any role, no matter the discipline), here is the list.

  • Capability (measured in Time Span)
  • Skill (technical knowledge and practiced performance)
  • Interest, passion (value for the work)
  • Required behaviors

Required behaviors is an interesting absolute, with three strings.

  • Contracted behaviors
  • Habits
  • Culture

    • Today, the focus is on contracted behaviors. Through his career, Elliot shifted away from personality theory (though, he was trained as a clinical psychologist) to required behaviors. He became less interested in a person’s behavioral tendencies and more interested in required behaviors. If a person wants the job, there are required behaviors. There are some behaviors, you simply contract for.

    Some people do not possess the behavioral tendency for punctuality. But, if the role required the person be on-site at 8am, Elliott didn’t care about the behavioral tendency, the requirement was on-site at 8am. Not on-site at 8am, can’t have the job. As a matter of contract.

    Can I contract for respect (Aretha Franklin rule)? Not the attitude of respect, because I cannot figure out what goes on in the mind of my teammates, but behaviors connected to respect?

    Anything I can translate into behavior is a behavior I can contract for. I cannot contract for respect, but I can contract for behaviors connected to respect.

    “If you disagree with a teammate, you are required, first, to listen before communicating your position.” Listening is a behavior. I can contract for that.

    “If you disagree with a teammate, you are required, first, to listen, not because it is a nice thing to do, not because it is courteous, but as a matter of contract. If you disagree with a teammate, you are required, first, to listen.”

    Elliott did not care if you had a dominating personality or did not value relationships, as a matter of contract, you were required to listen. Can’t listen, can’t have the role. There are some behaviors, you simply contract for.

Contracted Behaviors

2 Replies

There are some behaviors you simply contract for.

Each of you has an appointed time that most people show up for work. It is part of the contract you have with each team member. Even flex-time is a contract. A contract is an agreement by two parties related to future behavior.

Can you contract for other things besides the time we show up for work together? Can you contract for respect? More specifically, can you contract for behaviors related to respect?

“Around here, we treat each other with respect. You don’t have to be friends with your teammates. You don’t even have to like your teammates, but when you interact, you will treat each other with respect. It is a matter of contract.”

Required behavior is one of the four absolutes necessary for success in any role.

  • Capability
  • Skill (technical knowledge, practiced performance)
  • Interest, passion, value for the work/li>
  • Required behavior (contracted behavior, habits, culture)

Yes, there are some behaviors you simply contract for. -Tom