The LeADeRShIP ARChITeCT FACTOR AND CLUSTeR SORT ... -...

© Copyright 1992–2008 Lominger internationaL: a Korn/Ferry Company. aLL rights reserved. vs 04.1b2-intL • 01082 5051 highWay 7, sUite 100, minneapoLis, mn 55416 • 952-345-3610 • WWW.Lominger.Com

The LeADeRShIP ARChITeCT® FACTOR AND CLUSTeR SORT CARDS

QUICK ReFeReNCe GUIDe

© COPyRIGhT 1992–2008


INTeLLeCTUAL PROPeRTy LICeNSeS AND COPyRIGhT GUIDeLINeS

Many tools in the LEADERSHIP ARCHITECT® Suite are available as intellectual property licenses for your organization’s internal use. If you use our products in their originally created form, you will not need an intellectual property license. However, if you use Lominger intellectual property to create any derivative products, you will need a license.

With a license for the related products, you can create derivatives such as the following:

- Integrate parts of competency cluster definitions into your job descriptions. - Create a list of the competency cluster definitions to distribute in a training class. - Integrate competency cluster definitions into your interviewing tools.

By derivative we mean either creating a product that alters our original work or copying all or a portion of our work into another document or program. Derivative products are created when you add to, or delete from, our product. For example, integrating LEADERSHIP ARCHITECT® competency clusters into your formal job descriptions or posting competency cluster profiles with LEADERSHIP ARCHITECT® competency cluster definitions on your intranet site. Purchasing products or becoming a certified user does not grant you permission to copy from, reprint, or modify products. All of those uses require an intellectual property license.

Lominger offers two types of intellectual property licenses: 1. Paper plus electronic—This license lets you do two things: Create paper derivatives of copyrighted

material and place the documents or forms on the company intranet. You will need the Paper plus Electronic license even if your only intended use is to place the material on your intranet for employee viewing or printing.

2. 360º Feedback—if you are using Lominger content for any form of 360º or multi-rater feedback, other than Lominger VOICES®, you will need a 360º feedback license.

The Lominger catalog designates which products are available as intellectual property licenses. The type of license and the consideration, or fee, varies depending on the use of the derivative work and the impact on the future market for that specific product in your organization. If you are unsure of the proper copyright guidelines, or would like to discuss various ways in which licenses might be useful to you, contact your Lominger Associate, e-mail [email protected], or call our licensing department at 952-345-3681 for more information.

PeRmISSION TO COPy TALLy SheeTS AND POSTeRS

To Whom It May Concern:

This document shall confirm that Lominger International: A Korn/Ferry Company is granting you the right to make copies and enlargements of the tally sheets and posters located on pages 22-29 of the LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards Quick Reference Guide. Such copies are for the internal use of your organization only.

All copies must retain the copyright notice located on the bottom of each page:

© COPYRIGHT 1992–2008 LOMInGER InTERnATIOnAL: A KORn/FERRY COMPAnY. ALL RIGHTS RESERVED.

If you have any questions regarding the permissions granted in this letter, please contact the Lominger international: a Korn/Ferry Company licensing department at 952-345-3681.

An electronic version (.pdf) of this Quick Reference Guide is available at no charge in the Download area of www.lominger.com. Copies of the guide, as well as blowups of the tally sheets and posters into a poster-size format, can be reproduced from this pdf file.

If you would like to order additional full-color copies of the LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards Quick Reference Guide, they can be ordered online at www.lominger.com, ”Quick Order.”


hOW TO USe ThIS GUIDe

This guide provides a quick reference for commonly used card sorts and general information regarding the LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards. Included in the guide are:

- Common uses for the Competency Clusters

- Descriptions of the Competency Cluster Sort Cards

- Instructions on conducting card sorts for various applications

- Tools for developing skill level in the Competency Clusters

- Reproducible tally sheets and posters to document sort results

TAbLe OF CONTeNTS

Introduction to the LEADERSHIP ARCHITECT® Factors and Clusters .......... ………………………………………..1

LEADERSHIP ARCHITECT® Competencies and Competency Clusters – Common Uses .......................................2

LEADERSHIP ARCHITECT® Factor and Cluster Sort Card Deck ...........................................................................3

Rating Scale Divider Cards ............................................................................................................................... 5

Types of Card Sorting Options

Flat Sort .............................................................................................................................................. 7

Absolute Sort ...................................................................................................................................... 7

Implementation Best Practices ......................................................................................................................... 8

Common Uses of Competency Cluster Sort Cards

Importance Sort .................................................................................................................................. 9

Job Profile Sort .................................................................................................................................. 11

Skill Level Sort ................................................................................................................................... 15

Staller and Stopper Sort .................................................................................................................... 17

Multiple Card Sort Results ................................................................................................................. 18

Group Results………………………………………………………………………………………… ......... 19

Development Tools

Research and Interpretation Guide .................................................................................................... 20

FYI For Your Improvement™ 4th Edition Book ...................................................................................... 21

CAREER ARCHITECT® Development Planner 4th Edition Book ............................................................. 21

Broadband Talent Management: Paths to Improvement Book............................................................ 21

Tally Sheets

21 Competency Clusters ................................................................................................................... 22

21 Competency Clusters & 5 Staller and Stopper Clusters ................................................................. 23

21 Competency Clusters & 7 Global Focus Areas .............................................................................. 24

21 Competency Clusters, 5 Staller and Stopper Clusters, & 7 Global Focus Areas .............................. 25

Posters

21 Competency Clusters ................................................................................................................... 26

21 Competency Clusters & 5 Staller and Stopper Clusters ................................................................. 27

21 Competency Clusters & 7 Global Focus Areas .............................................................................. 28

21 Competency Clusters, 5 Staller and Stopper Clusters, & 7 Global Focus Areas……… ....... ……… 29

© Copyright 1992–2008 Lominger internationaL: a Korn/Ferry Company. aLL rights reserved. vs 04.1b2-intL • 01082 5051 highWay 7, sUite 100, minneapoLis, mn 55416 • 952-345-3610 • WWW.Lominger.Com 1

INTRODUCTION TO The LeADeRShIP ARChITeCT® FACTORS AND CLUSTeRS

The Factor and Cluster Sort Cards are a portion of the LEADERSHIP ARCHITECT® Suite. The 26 Clusters and 8 Factors are a roll-up from the 67 LEADERSHIP ARCHITECT® Competencies and 19 Career Stallers and Stoppers and are statistically supported from the ongoing LEADERSHIP ARCHITECT® normative studies.

LeADeRShIP ARChITeCT® LIbRARy STRUCTURe

Users can work with the Library at any level; however, some applications are more appropriate at certain levels than others. This guide addresses applications at the Cluster level.

COmPeTeNCIeS AND COmPeTeNCy CLUSTeRSCompetencies are observable and measurable characteristics of a person that include using knowledge and demonstrating skills, behaviors, and abilities that contribute to performing well. A competency can be a behavioral skill, a technical skill, an attribute (such as intellectual horsepower), or an attitude (such as compassion).

Competency Clusters are statistically-supported groupings of related competencies.

CLUSTERS

COMPETENCIES

26

86

8FACTORS

CLUST

ERS

COMP

ETENC

IES26

86

8 FACTORS


LeADeRShIP ARChITeCT® COmPeTeNCIeS AND COmPeTeNCy CLUSTeRS

COmmON USeSThe table below illustrates some common uses for both the Competencies and the Competency Clusters. Users can select which set of cards to work with (LEADERSHIP ARCHITECT® Sort Cards for Competencies or LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards for Competency Clusters) based on the level of assessment desired.

Competency ClustersLEADERSHIP ARCHITECT®

Factor and Cluster Sort Cards

CompetenciesLEADERSHIP ARCHITECT®

Sort Cards

Selection Provides a broad initial assessment of skill level. Ideas for how to apply: • Use for first-round interviewing• Use with less experienced interviewers

Provides in-depth skill assessment and validates skills previously assessed. Ideas for how to apply: • Use when there is a need to probe for more

information in particular skill areas• Use when there is a need to validate assessed

skills from initial interview

Job Profiling Creates a broad, high-level profile of the competency clusters that lead to success in a given job role. Ideas for how to apply: • incorporate into a general job

description (e.g., for job postings)

Creates a comprehensive, detailed profile of the competencies that lead to success in a given job role. Ideas for how to apply: • incorporate into a listing of job responsibilities

and success criteria for a given role

Skill Assessment

Provides a rough assessment of the current skill level of an individual. Ideas for how to apply: • Use as an initial assessment of an

employee’s current skill level (newer to job, role, etc.)

Provides an in-depth assessment of the current skill level of an individual. Ideas for how to apply: • Use for comprehensive skill assessment over

an extended period of close observation• Use to determine readiness for next

assignment (e.g., promotability)

360° Feedback

Assessment

recommended for more frequent 360° evaluation or “first look” 360°s. Ideas for how to apply: • organization conducts 360° feedback

assessments on an annual basis• Organization wants to assess how a new

employee has been initially perceived• organization is implementing 360°

feedback assessments for a large percentage of the employee population

recommended for thorough, detailed 360° evaluation conducted less frequently.Ideas for how to apply: • organization conducts 360° feedback

assessments every 2–3 years• organization is implementing 360° feedback

assessments for a targeted subset of the employee population

Coaching for Development

Provides guidance to coach around developmental themes. Ideas for how to apply: • Pre-promotion: Coach to prepare

employees for promotion by identifying which clusters to develop to ready for next position

• Post-promotion: Coach to identify best targets for quick development

Provides guidance for focused coaching. Ideas for how to apply: • Coach to close current skill gaps• Coach to increase a current skill from ”good

to great”• Coach to use compensator skills to offset

”noise” from unskilled areas


LeADeRShIP ARChITeCT® FACTOR AND CLUSTeR SORT CARD DeCK

The LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards can be used in a variety of ways. Some of the most common uses include performing personal assessments of individual strengths and weaknesses and creating competency-based job or success profiles.

The 21 Competency Cluster Sort CardsThe 21 Competency Cluster Sort Cards can be identified by their white color and black lettering on the front of the card and factor-specific color with white lettering on the back of the card (1). The front of each card contains a description of the skilled use of a particular cluster and lists the competencies associated with the cluster (2). on the back of the card you will find overused (3) and unskilled (4) descriptions of the competency cluster. in the upper right corner of the card you will find the competency cluster letter (5).

The 5 Staller and Stopper Cluster Sort CardsThe 5 Staller and Stopper Cluster Sort Cards can be identified by their yellow background and black lettering (6). The front of each card contains a description of how a particular staller and stopper causes a problem (7). The color on the back of the card matches the corresponding staller and stopper factor. On the back of the card you will find a description of when it is not a problem (8) and the staller and stopper factor associated with the cluster (9).

1

2

3

4

5

68

9

7


The 7 Global Focus Area Sort CardsThe 7 Global Focus Area Sort Cards can be identified by their light green color (10). The front of the card contains a description of the skilled use of a particular global focus area (11). On the back of the card you will find overused (12) and unskilled (13) descriptions of the global focus area. On the bottom of the card you will find the competency equivalence codes that are most related to the global focus area (14).

The 8 Factor Sort CardsThe 8 Factor Sort Cards can be identified by their various solid colors with white lettering (15). The front of the card contains a description of the skilled use of a particular factor (16) and a listing of the competency or staller and stopper cluster that corresponds to the factor (17). On the back of the card you will find overused (18) and unskilled (19) descriptions of the factors.

10

11

12

13

14

15

16

19

17

18


RATING SCALe DIvIDeR CARDS

There are 16 Rating Scale Divider Cards included with each deck of LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards. These cards are dark green in color with white lettering. Rating Scale Divider Cards list the rating scale on the front of each card with a corresponding reference letter in the upper right corner. The back of each card lists a definition for each of the ratings. The Rating Scale Divider Cards are intended to guide and organize sorts of the 21 Competency Clusters, 5 Staller and Stopper Clusters, and 7 Global Focus Areas. The following two sets of Rating Scale Divider Cards are the most commonly used.

Set 1 – General/Universal Categories – Cards A, b, & CGeneral/Universal cards can be used for three-way Flat or Absolute sorts. Common applications include skill assessment, team, and organization sorts.

Card A Card b Card C

example - back of Card


Set 2 - Importance Categories – Cards D, e, & FImportance cards are used for three-way Flat or Absolute sorts. A common application includes job profiling.

Card D Card e Card F

example - back of Card


TyPeS OF CARD SORTING OPTIONS

There are two principal ways you can sort LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards. The first is a Flat sort, the second is an Absolute sort.

Flat SortA Flat sort, also referred to as an even or a forced sort, refers to placing an even number of cards into each sorting pile. For example, in a three-way sort, 7 cards (4 or 5 in a five-way sort) are placed into each pile. In situations where multiple people are performing a sort, everyone will have the same number of strengths (7) and weaknesses (7).

Sort bias – A Flat sort tends to decrease biases that can seep into sorts, such as being overly generous on strengths or too hard on weaknesses.


7 Cards 7 Cards 7 Cards

Absolute SortIn an Absolute sort, sorters can place as many or as few cards in a pile as they see fit. For example, the individual being rated may possess more strengths than weaknesses, or more middle skills than strengths and/or weaknesses.

Sort bias – An Absolute sort is more susceptible to sorting biases—sorts can result in too many cards in one pile and too few in another.


X Number of Cards X Number of Cards X Number of Cards


ImPLemeNTATION beST PRACTICeS

1. Shuffle the deck. When you first open a deck of Leadership arChiteCt® Factor and Cluster Sort Cards, you will notice they are in alpha-numeric order. Before conducting a card sort, shuffle the applicable cards three times so they fall into a random order.

Note: Without shuffling, card sorts can result in an “order effect,” meaning that as people sort the cards, if they notice a pile getting too large, they adjust by putting fewer cards in that pile toward the end of a sort.

2. Space. When setting up the room for a card sort workshop, keep in mind that people need a 36” by 24” (61 cm by 91 cm) space to comfortably (or privately) sort a deck of LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards.

3. Number of sorts. Most people can effectively create (and tolerate) up to three different sorts in one sitting.

4. Time requirements. There are quick sorters and reflective sorters. In larger groups, there will be a significant time gap between those who finish first (taking 5 minutes) and those who finish last (taking up to 20 minutes). it helps to set sort times and have a clock in clear view. Caution early finishers to refrain from disturbing those who are still sorting. Have them take a break or read ahead on course literature while others are finishing. on average, you need to allow at least 15 minutes to sort.

5. Proctored sorts. We have noticed more success with proctored or assisted sorts than isolated or remote sorts. Sending people the cards with sort instructions without having someone there to manage the sort and answer questions is often less successful and more risky.

6. Decide later. Some sorters like to have a “Decide Later” (Divider Card X) pile off to the side while doing a Flat sort.

Card A Card b Card C Card X

7. Flat vs. Absolute sorts. Guided by the feeling that they can be fair and objective, most people will prefer an Absolute sort, and will question or resist a Flat sort. Our experience points to the Flat sort as being more accurate and fair.

8. Sort questions. It is important that everyone understands and agrees on the question they are sorting against. We recommend placing the sort question on a flipchart or whiteboard that is easily viewable by all sorters.


COmmON USeS OF COmPeTeNCy CLUSTeR SORT CARDS

NAme: ImPORTANCe SORT – COmPeTeNCy CLUSTeRS ONLy FORmAT: ThRee-WAy FLAT SORT GOAL: DeTeRmINING WhAT IS ImPORTANT FOR SUCCeSS

An Importance sort helps identify what is important for success and can be used at several levels—organizational, work group, or individual. It can also be used to identify a current or future state. A Flat sort is recommended if your organization does not have a standard competency profile regarding the skills that are most important.

1. Shuffle the 21 Competency Cluster (white with black lettering) Sort Cards three times to randomize the cards. Place all other cards to the side.

2. Access green Divider Cards A, B, and C, and place them in front of you to label piles.

3. post the sorting question in front of you, or the group, so you can easily refer to it. For example, ”What are the most important competency clusters for success?”

4. Using the white (front) side of the cards, sort them into three piles: 7 cards in pile A, 7 cards in pile B, and 7 cards in pile C.

Card A Card b Card C 7 Cards 7 Cards 7 Cards

5. When you finish the card sort, record the results on the 21 Competency Clusters Tally Sheet found on page 22. Under column A:

q Mark the 7 cards in your A pile (High) as a 3

q Mark the 7 cards in your B pile (Moderate) as a 2 (optional)

q Mark the 7 cards in your C pile (Low) as a 1

© COPYRIGHT 1992–2008 LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. VS 04.1B2-INTL • 010825051 HIGHWAY 7, SUITE 100, MINNEAPOLIS, MN 55416 • 952-345-3610 • WWW.LOMINGER.COM 2

LEADERSHIP ARCHITECT® 21 COMPETENCY CLUSTERS & 5 STALLER/STOPPER CLUSTERS TALLY SHEET

CLUSTERS A B C D E FCLUSTERS A B C D E F

A UNDERSTANDING THE BUSINESS ______ _____ _____ _____ _____ _____

B MAKING COMPLEX DECISIONS ______ _____ _____ _____ _____ _____

C CREATING THE NEW AND DIFFERENT ______ _____ _____ _____ _____ _____

D KEEPING ON POINT ______ _____ _____ _____ _____ _____

E GETTING ORGANIZED ______ _____ _____ _____ _____ _____

F GETTING WORK DONE THROUGH OTHERS ______ _____ _____ _____ _____ _____

G MANAGING WORK PROCESSES ______ _____ _____ _____ _____ _____

H DEALING WITH TROUBLE ______ _____ _____ _____ _____ _____

I MAKING TOUGH PEOPLE CALLS ______ _____ _____ _____ _____ _____

J FOCUSING ON THE BOTTOM LINE ______ _____ _____ _____ _____ _____

K BEING ORGANIZATIONALLY SAVVY ______ _____ _____ _____ _____ _____

L COMMUNICATING EFFECTIVELY ______ _____ _____ _____ _____ _____

M MANAGING UP ______ _____ _____ _____ _____ _____

N RELATING SKILLS ______ _____ _____ _____ _____ _____

O CARING ABOUT OTHERS ______ _____ _____ _____ _____ _____

P MANAGING DIVERSE RELATIONSHIPS ______ _____ _____ _____ _____ _____

Q INSPIRING OTHERS ______ _____ _____ _____ _____ _____

R ACTING WITH HONOR AND CHARACTER ______ _____ _____ _____ _____ _____

S BEING OPEN AND RECEPTIVE ______ _____ _____ _____ _____ _____

T DEMONSTRATING PERSONAL FLEXIBILITY ______ _____ _____ _____ _____ _____

U BALANCING WORK/LIFE ______ _____ _____ _____ _____ _____

V DOESN’T RELATE WELL TO OTHERS ______ _____ _____ _____ _____ _____

W SELF-CENTERED ______ _____ _____ _____ _____ _____

X DOESN’T INSPIRE OR BUILD TALENT ______ _____ _____ _____ _____ _____

Y TOO NARROW ______ _____ _____ _____ _____ _____

Z DOESN’T DELIVER RESULTS ______ _____ _____ _____ _____ _____

5 STALLER/STOPPER CLUSTERS

TALLy SheeT eXAmPLe

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COmmON USeS OF COmPeTeNCy CLUSTeR SORT CARDS – GLObAL PeRSPeCTIve

NAme: ImPORTANCe SORT – COmPeTeNCy CLUSTeRS & GLObAL FOCUS AReAS FORmAT: ThRee-WAy FLAT SORT GOAL: DeTeRmINING WhAT IS ImPORTANT FOR GLObAL SUCCeSS

An Importance sort helps identify what is important for success and can be used at several levels—organizational, work group, or individual. It can also be used to identify a current or future state. A Flat sort is recommended if your organization does not have a standard competency profile regarding the skills that are most important. The 7 Global Focus Area Sort Cards can be used together with the 21 Competency Cluster Cards, or separately. If used separately, a three-way Flat sort would result in 3 cards in the a pile, 2 in the b pile, and 2 in the C pile.

1. Shuffle the 21 Competency Cluster (white with black lettering) Sort Cards and the 7 Global Focus Area (light green color) Sort Cards three times to randomize the cards. Place all other cards to the side.


3. post the sorting question in front of you, or the group, so you can easily refer to it. For example, ”What are the most important competency clusters for our group’s global success?”

4. Using the white (light green for Global Focus Areas) side of the cards, sort them into three piles: 10 cards in pile A, 9 cards in pile B, and 9 cards in pile C.


5. When you finish the card sort, record the results on the 21 Competency Clusters & 7 Global Focus Areas Tally Sheet found on page 24. Under column A:





LEADERSHIP ARCHITECT® 21 COMPETENCY CLUSTERS & 7 GLOBAL FOCUS AREAS TALLY SHEET














M MANAGING UP ______ _____ _____ _____ _____ _____









161 GLOBAL BUSINESS KNOWLEDGE ______ _____ _____ _____ _____ _____

162 CROSS-CULTURAL RESOURCEFULNESS ______ _____ _____ _____ _____ _____

163 CROSS-CULTURAL AGILITY ______ _____ _____ _____ _____ _____

164 ASSIGNMENT HARDINESS ______ _____ _____ _____ _____ _____

165 ORGANIZATIONAL POSITIONING SKILLS ______ _____ _____ _____ _____ _____

166 CROSS-CULTURAL SENSITIVITY ______ _____ _____ _____ _____ _____

167 HUMILITY ______ _____ _____ _____ _____ _____

7 GLOBAL FOCUS AREAS

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GLObAL TALLy SheeT eXAmPLe



NAme: jOb PROFILe SORT – COmPeTeNCy CLUSTeRS ONLy FORmAT: ThRee-WAy FLAT SORT GOAL: bUILDING A jOb PROFILe

A Profile sort enables you to create a job profile for a position or update existing positions where job demands have changed.

qConvene a panel of 6–10 subject-matter experts. Experts can be current job incumbents, past incumbents, bosses, or HR. The key is to include people who are examples of or are ”in-the-know” about the competency clusters that differentiate superior performers.

qspend 30 minutes recording current and future critical challenges/demands of the position.

(a) What are the strategic goals of the organization or function?

(b) What are the deliverables/expectations of the job?

(c) What differentiates high performers?

(d) What are the challenges incumbents will face?

qCapture the critical needs and then list the high-level skills or capabilities that are most important in meeting the previously listed job demands.


2. Access green Divider Cards D, E, and F, and place them in front of you to label piles.

3. post the sorting question in front of you, or the group, so you can easily refer to it. For example, ”What skills do HR Generalists need to support the business?”

4. Using the white (front) side of the cards, sort them into three piles: 7 cards in pile D, 7 cards in pile E, and 7 cards in pile F.

Card D Card e Card F 7 Cards 7 Cards 7 Cards


5. When you finish the card sort, record the results on the 21 Competency Clusters Tally Sheet found on page 22. Under column A:

q Mark the 7 cards in your D pile (Essential) as a 3

q Mark the 7 cards in your E pile (Middle) as a 2 (optional)

q Mark the 7 cards in your F pile (Least) as a 1
















M MANAGING UP ______ _____ _____ _____ _____ _____










W SELF-CENTERED ______ _____ _____ _____ _____ _____


Y TOO NARROW ______ _____ _____ _____ _____ _____



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COmmON USeS OF COmPeTeNCy CLUSTeR SORT CARDS–GLObAL PeRSPeCTIveNAme: jOb PROFILe SORT – COmPeTeNCy CLUSTeRS AND GLObAL FOCUS AReASFORmAT: ThRee-WAy FLAT SORT GOAL: bUILDING A jOb PROFILe FOR A GLObAL POSITION

A Profile sort enables you to create a job profile for a position or update existing positions where job demands have changed. The 7 Global Focus Area Sort Cards can be used together with the 21 Competency Cluster Sort Cards, or separately. if used separately, a three-way Flat sort would result in 3 cards in the d pile, 2 in the e pile, and 2 in the F pile.

qConvene a panel of 6–10 subject-matter experts. Experts can be current job incumbents, past incumbents, bosses, or HR. The key is to include people who are examples of or are ”in-the-know” about the competency clusters that differentiate superior performers.

qspend 30 minutes recording current and future critical challenges/demands of the position.

(a) What are the strategic goals of the organization or function globally?

(b) What are the deliverables/expectations of the job?

(c) What differentiates high performers?

(d) What are the challenges (cultural, etc.) incumbents will face?

qCapture the critical needs and then list the high-level skills or capabilities that are most important in meeting the previously listed job demands.


2. Access green Divider Cards D, E, and F, and place them in front of you to label piles.

3. post the sorting question in front of you, or the group, so you can easily refer to it. For example, ”What skills do HR Generalists need to support the business globally?”

4. Using the white (or light green for Global Focus Areas) side of the cards, sort them into three piles: 10 cards in pile D, 9 cards in pile E, and 9 cards in pile F.

Card D Card e Card F 10 Cards 9 Cards 9 Cards


5. When you finish the card sort, record the results on the 21 Competency Clusters & 7 Global Focus Areas Tally Sheet found on page 24. Under column A:

q Mark the 10 cards in your D pile (Essential) as a 3

q Mark the 9 cards in your E pile (Middle) as a 2 (optional)

q Mark the 9 cards in your F pile (Least) as a 1
















M MANAGING UP ______ _____ _____ _____ _____ _____















167 HUMILITY ______ _____ _____ _____ _____ _____



12133212



NAme: SKILL LeveL SORT – COmPeTeNCy CLUSTeRS ONLy FORmAT: ThRee-WAy FLAT SORT GOAL: ASSeSSING yOUR OR ANOTheR’S SKILLS

A Skill Level sort allows you to assess your own or someone else’s skill level. Skill Level sorts are often applied in a two-step process. A Personal Skill sort is done first, followed by an Importance sort. Results from the two separate sorts can then be used to analyze existing skill gaps. When used this way, the Personal Skill sort should always be conducted first to avoid any biases stemming from the Importance sort.



3. post the sorting question in front of you, or the group, so you can easily refer to it. For example, ”how would you rank yourself, or another, on the following competency clusters?”

4. Using the white (front) side of the cards, sort them into three piles: 7 cards in pile A, 7 cards in pile B, and 7 cards in pile C.


5. When you finish the sort, record the results on the 21 Competency Clusters Tally Sheet found on page 22. Under column A:



















M MANAGING UP ______ _____ _____ _____ _____ _____










W SELF-CENTERED ______ _____ _____ _____ _____ _____


Y TOO NARROW ______ _____ _____ _____ _____ _____



DeveLOPmeNT ReSOURCeSInformation regarding use of the Lominger development tools—FYI For Your Improvement™ 4th Edition book, Career Architect® Development Planner 4th Edition book, and Broadband Talent Management: Paths to Improvement book—is found on page 21.

23

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COmmON USeS OF COmPeTeNCy CLUSTeR SORT CARDS – GLObAL PeRSPeCTIve

NAme: SKILL LeveL SORT – COmPeTeNCy CLUSTeRS & GLObAL FOCUS AReAS FORmAT: ThRee-WAy FLAT SORT GOAL: ASSeSSING yOUR OR ANOTheR’S SKILLS – GLObAL PeRSPeCTIve

A Skill Level sort allows you to assess your own or someone else’s skill level. Skill Level sorts are often applied in a two-step process. A Personal Skill sort is done first, followed by an Importance sort. Results from the two separate sorts can then be used to analyze existing skill gaps. When used this way, the Personal Skill sort should always be conducted first to avoid any biases stemming from the Importance sort. The 7 Global Focus Area Sort Cards can be used together with the 21 Competency Cluster Sort Cards, or separately. If used separately, a three-way Flat sort would result in 3 cards in the a pile, 2 in the b pile, and 2 in the C pile.



3. post the sorting question in front of you, or the group, so you can easily refer to it. For example, ”how would you rank yourself, or another, on the following competency clusters and global focus areas?”

4. Using the white (or light green for Global Focus Areas) side of the cards, sort them into three piles: 10 cards in pile A, 9 cards in pile B, and 9 cards in pile C.


5. When you finish the sort, record the results on the 21 Competency Clusters & 7 Global Focus Areas Tally Sheet found on page 24. Under column A:



















M MANAGING UP ______ _____ _____ _____ _____ _____















167 HUMILITY ______ _____ _____ _____ _____ _____


321132



COmmON USeS OF COmPeTeNCy CLUSTeR SORT CARDSSTALLeR AND STOPPeR CLUSTeRS

NAme: STALLeR AND STOPPeR CLUSTeR SORT FORmAT: ThRee-WAy AbSOLUTe SORT GOAL: DeTeRmINING behAvIORS ThAT CAN PUT CAReeRS AT RISK

A Staller and Stopper cluster sort helps identify career derailment information at the individual, group, or organizational level. Similar to an Importance sort, this card sort illustrates the things most likely to stall careers or get people into trouble.

1. Shuffle the 5 Staller and Stopper Cluster (yellow with black lettering) Sort Cards three times to randomize the cards. Place all other cards to the side.

2. Access green Divider Cards A, B, and C, and place them on a table in front of you to label your piles.

3. post the sorting question in front of you, or the group, so you can easily refer to it. For example, ”What gets people into trouble in your organization?”

4. Using the yellow (front) side of the cards, sort them into three piles. There is not a cards-per-pile requirement.


5. When you finish the sort, record the results on the 21 Competency Clusters & 5 Staller and Stopper Clusters Tally Sheet found on page 23. Under column a:

q Mark the cards in your A pile (High) as a 3

q Mark the cards in your B pile (Moderate) as a 2 (optional)

q Mark the cards in your C pile (Low) as a 1
















M MANAGING UP ______ _____ _____ _____ _____ _____










W SELF-CENTERED ______ _____ _____ _____ _____ _____


Y TOO NARROW ______ _____ _____ _____ _____ _____



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STALLeR/STOPPeR TALLy SheeT eXAmPLe


mULTIPLe CARD SORT ReSULTSCOmPARING SePARATe SORTS

Various individual sorts can be compared to one another using the tally sheets found on pages 22-25. Tally sheets contain six columns listed A through F where individual sort card results can be recorded and then compared.

example: Comparing Personal Skill Level and job Importance Sorts

You will need:

• a Leadership arChiteCt® 21 Competency Clusters Tally Sheet (found on page 22.)

Steps:

• provide each person with a Leadership arChiteCt® 21 Competency Clusters Tally Sheet.

• have individuals complete a skill Level sort (directions on page 15) and record their results in column A of the tally sheet.

• next, have individuals complete an importance sort (directions on page 9) and record their results in column B of the tally sheet.

• in column C, place a check mark on any line where a 3 appears in both columns a and b. These checks represent a clear connection between skill and importance.

• also in column C, place a box on any line where a 3 appears in column b and a 1 appears in column A. These boxes represent a mismatch between skill and importance and illustrate target areas for development.
















M MANAGING UP ______ _____ _____ _____ _____ _____










W SELF-CENTERED ______ _____ _____ _____ _____ _____


Y TOO NARROW ______ _____ _____ _____ _____ _____



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√21 COmPeTeNCy

CLUSTeRS COmPARISON

TALLy SheeT eXAmPLe


GROUP ReSULTS – POSTeRS

Group results can be formulated by enlarging and displaying a poster (found on pages 26-29).

• Provide each person with two colors of stick-on dots, preferably green and orange (available at business supply stores).

• have individuals place dots on the posters for each of their highest ranked items (items marked as 3 in green) and their least/lowest ranked items (items marked as 1 in orange).

FORmULATING GROUP ReSULTSGroup results can be formulated when several individuals complete the same sort and have recorded their High (3s) middle (2s) and Low (1s) cards on tally sheets (step 5 of card sort examples on pages 9-17).

example: Formulating a job Profile

You will need:

• An enlarged LEADERSHIP ARCHITECT® 21 Competency Clusters Poster (found on page 26).*

• Two colors of 1/2" stick-on dots, preferably green and orange (available at business supply stores).

Steps:

• Post the enlarged LEADERSHIP ARCHITECT® 21 Competency Clusters Poster on a wall so everyone can see and access it.

• Provide each person with two colors of stick-on dots (green and orange).

• Have individuals write the competency cluster numbers of their 7 High cards on the green dots, and their 7 Low cards on the orange dots.

• next, have individuals place their green dots on the poster next to the same competency cluster numbers (flush left).

• Then, have individuals place their orange dots on the poster next to the same competency cluster numbers (flush right).

• discuss group results and finalize the competency clusters to include in the job profile.


LEADERSHIP ARCHITECT® 21 COMPETENCY CLUSTERS AND 5 STALLER/STOPPER CLUSTERS POSTER CLUSTERS

CLUSTER A — UNDERSTANDING THE BUSINESS

CLUSTER B — MAKING COMPLEX DECISIONS

CLUSTER C — CREATING THE NEW AND DIFFERENT

CLUSTER D — KEEPING ON POINT

CLUSTER E — GETTING ORGANIZED

CLUSTER F — GETTING WORK DONE THROUGH OTHERS

CLUSTER G — MANAGING WORK PROCESSES

CLUSTER H — DEALING WITH TROUBLE

CLUSTER I — MAKING TOUGH PEOPLE CALLS

CLUSTER J — FOCUSING ON THE BOTTOM LINE

CLUSTER K — BEING ORGANIZATIONALLY SAVVY

CLUSTER L — COMMUNICATING EFFECTIVELY

CLUSTER M — MANAGING UP

CLUSTERS

CLUSTER N — RELATING SKILLS

CLUSTER O — CARING ABOUT OTHERS

CLUSTER P — MANAGING DIVERSE RELATIONSHIPS

CLUSTER Q — INSPIRING OTHERS

CLUSTER R — ACTING WITH HONOR AND COURAGE

CLUSTER S — BEING OPEN AND RECEPTIVE

CLUSTER T — DEMONSTRATING PERSONAL FLEXIBILITY

CLUSTER U — BALANCING WORK/LIFE

CLUSTER V — DOESN’T RELATE WELL TO OTHERS

CLUSTER W — SELF-CENTERED

CLUSTER X — DOESN’T INSPIRE OR BUILD TALENT

CLUSTER Y — TOO NARROW

CLUSTER Z — DOESN’T DELIVER RESULTS

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DIAGRAm OF POSTeR WITh DOTS

*A permission form document allowing you to have tally sheets and posters copied and enlarged via an external vendor is located on the copyright page in the front of this guide.

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DeveLOPmeNT TOOLS

ReSeARCh AND INTeRPReTATION GUIDeWhen you have recorded your sort results on a tally sheet, you can transfer that data onto our two-page Research and Interpretation Guide (sometimes referred to as the ”placemat”).

example: Skill Level Sort

You will need:

• A black-and-white Research and Interpretation Guide set.

• Two different-colored highlighting pens (green and orange).

For a Flat sort, column a of your tally sheet will have 7 competency clusters marked as a 3 (from your high sort pile) and 7 marked as a 1 (from your Low sort pile).

On page D of the Research and Interpretation Guide, highlight the competency clusters from your High pile (the 3s) in green, and then highlight your Low pile (the 1s) in orange.

Note: Factor areas that contain predominantly green or orange depict a visual representation of your areas of strengths and development needs. Any areas not containing strengths, or containing a multitude of development needs without a balance of strengths, are areas to consider for additional development.

ReSeARCh AND INTeRPReTATION GUIDe (Page D)

© 2005-2006 Lominger International: A Korn/Ferry Company, Version 04.1b2 111506. Item number 01031. ALL RIGHTS RESERVED. • www.lominger.com • Tel.: 952-345-3600 • Fax: 952-345-3601 • [email protected] • PAGE DDO NOT DUPLICATE, COPY OR CREATE DERIVATIVES, IN ANY FORM, WITHOUT EXPRESS WRITTEN PERMISSION FROM LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY.

Library Structure

Factor I: STRATEGIC SKILLS

Cluster A — Understanding the Business5. Business Acumen

24. Functional/Technical Skills61. Technical Learning

Cluster B — Making Complex Decisions17. Decision Quality30. Intellectual Horsepower32. Learning on the Fly51. Problem Solving

Cluster C — Creating the New and Different2. Dealing with Ambiguity

14. Creativity28. Innovation Management46. Perspective58. Strategic Agility

Factor II: OPERATING SKILLSCluster D — Keeping on Point

16. Timely Decision Making 50. Priority Setting

Cluster E — Getting Organized39. Organizing47. Planning62. Time Management

Cluster F — Getting Work Done Through Others18. Delegation19. Developing Direct

Reports and Others20. Directing Others27. Informing35. Managing and

Measuring WorkCluster G — Managing Work Processes

52. Process Management59. Managing Through

Systems 63. Total Work Systems

Factor III: COURAGE

Cluster H — Dealing with Trouble9. Command Skills

12. Conflict Management13. Confronting Direct

Reports34. Managerial Courage57. Standing Alone

Cluster I — Making Tough People Calls25. Hiring and Staffing56. Sizing Up People

Factor IV: ENERGY AND DRIVECluster J — Focusing on the Bottom Line

1. Action Oriented43. Perseverance53. Drive for Results

Factor V: ORGANIZATIONAL POSITIONING SKILLS

Cluster K — Being Organizationally Savvy38. Organizational Agility48. Political Savvy

Cluster L — Communicating Effectively49. Presentation Skills67. Written Communications

Cluster M — Managing Up6. Career Ambition8. Comfort Around

Higher Management

Factor VI: PERSONAL AND INTERPERSONAL SKILLS

Cluster N — Relating Skills

3. Approachability

31. Interpersonal Savvy

Cluster O — Caring About Others

7. Caring About Direct Reports

10. Compassion

Cluster P — Managing Diverse Relationships

4. Boss Relationships

15. Customer Focus

21. Managing Diversity

23. Fairness to Direct Reports

42. Peer Relationships

64. Understanding Others (groups)

Cluster Q — Inspiring Others

36. Motivating Others

37. Negotiating

60. Building Effective Teams

65. Managing Vision and Purpose

Cluster R — Acting with Honor and Character

22. Ethics and Values

29. Integrity and Trust

Cluster S — Being Open and Receptive

11. Composure

26. Humor

33. Listening

41. Patience

44. Personal Disclosure

Cluster T — Demonstrating Personal Flexibility

40. Dealing with Paradox

45. Personal Learning

54. Self-Development

55. Self-Knowledge

Cluster U — Balancing Work/Life

66. Work/Life Balance

FACTOR VII (S1): — TROUBLE WITH PEOPLE

Cluster V — Doesn’t Relate Well to Others

101. Unable to Adapt

to Differences

106. Blocked Personal Learner

108. Defensiveness

112. Insensitive to Others

Cluster W — Self-Centered

103. Overly Ambitious

104. Arrogant

105. Betrayal of Trust

107. Lack of Composure

109. Lack of Ethics and Values

119. Political Missteps

Cluster X — Doesn’t Inspire or Build Talent

110. Failure to Build a Team

111. Failure to Staff

Effectively

117. Overmanaging

FACTOR VIII (S2): — TROUBLE WITH RESULTS

Cluster Y — Too Narrow

113. Key Skill

Deficiencies

114. Non-Strategic

115. Overdependence on

an Advocate

116. Overdependence

on a Single Skill

Cluster Z — Doesn’t Deliver Results

102. Poor Administrator

118. Performance

Problems

TO ORDER THIS LEADERSHIP ARCHITECT PLACEMAT CALL 952-345-3610 • WWW.LOMINGER.COM®


DeveLOPmeNT TOOLS

FYI For Your Improvement™ 4th edition Development book (left)Once you have identified an area or areas of development, FYI For Your Improvement™ 4th Edition book can be used as a guide for development and self-paced coaching. FYI contains unskilled, skilled and overuse definitions of each competency, some causes why a development need has occurred, a map explaining why each competency is important, and several tips for building each competency.

CAREER ARCHITECT® Development Planner 4th edition book (middle)Based on the same development content as the FYI For Your Improvement™ book, the Career Architect® Development Planner 4th Edition book contains four additional learning sections that focus on long-term individual development. The four learning sections contain information on learning from feedback, from develop-in-place assignments, from full-time jobs, and learning more from your personal development plan.

Broadband Talent Management: Paths to Improvement book (right)Broadband Talent Management introduces numerous strategies for development, along with mini-case studies, in a readable brief book that will help coaches and individuals find and implement the appropriate feedback and development responses. This book presents a variety of ways to look at development planning beyond the IDP (Individual Development Plan—primarily focused on weaknesses) and illustrates how simple it is to incorporate a variety of performance improvement options throughout an organization.


A UnDERSTAnDInG THE BUSInESS ______ _____ _____ _____ _____ _____

B MAKInG COMPLEX DECISIOnS ______ _____ _____ _____ _____ _____

c CREATInG THE nEW AnD DIFFEREnT ______ _____ _____ _____ _____ _____

D KEEPInG On POInT ______ _____ _____ _____ _____ _____

E GETTInG ORGAnIzED ______ _____ _____ _____ _____ _____

F GETTInG WORK DOnE THROUGH OTHERS ______ _____ _____ _____ _____ _____

G MAnAGInG WORK PROCESSES ______ _____ _____ _____ _____ _____

H DEALInG WITH TROUBLE ______ _____ _____ _____ _____ _____

I MAKInG TOUGH PEOPLE CALLS ______ _____ _____ _____ _____ _____

j FOCUSInG On THE BOTTOM LInE ______ _____ _____ _____ _____ _____

K BEInG ORGAnIzATIOnALLY SAVVY ______ _____ _____ _____ _____ _____

L COMMUnICATInG EFFECTIVELY ______ _____ _____ _____ _____ _____

M MAnAGInG UP ______ _____ _____ _____ _____ _____

n RELATInG SKILLS ______ _____ _____ _____ _____ _____

O CARInG ABOUT OTHERS ______ _____ _____ _____ _____ _____

P MAnAGInG DIVERSE RELATIOnSHIPS ______ _____ _____ _____ _____ _____

Q InSPIRInG OTHERS ______ _____ _____ _____ _____ _____

R ACTInG WITH HOnOR AnD CHARACTER ______ _____ _____ _____ _____ _____

S BEInG OPEn AnD RECEPTIVE ______ _____ _____ _____ _____ _____

T DEMOnSTRATInG PERSOnAL FLEXIBILITY ______ _____ _____ _____ _____ _____

U BALAnCInG WORK/LIFE ______ _____ _____ _____ _____ _____

LeADeRShIP ARChITeCT® 21 COmPeTeNCy CLUSTeRS TALLy SheeT

CLUSTeRS A b C D e F CLUSTeRS A b C D e F


LeADeRShIP ARChITeCT® 21 COmPeTeNCy CLUSTeRS & 5 STALLeR/STOPPeR CLUSTeRS TALLy SheeT

CLUSTeRS A b C D e FCLUSTeRS A b C D e F

A UnDERSTAnDInG THE BUSInESS ______ _____ _____ _____ _____ _____












M MAnAGInG UP ______ _____ _____ _____ _____ _____









V DOESn’T RELATE WELL TO OTHERS ______ _____ _____ _____ _____ _____

W SELF-CEnTERED ______ _____ _____ _____ _____ _____

X DOESn’T InSPIRE OR BUILD TALEnT ______ _____ _____ _____ _____ _____

Y TOO nARROW ______ _____ _____ _____ _____ _____

z DOESn’T DELIVER RESULTS ______ _____ _____ _____ _____ _____

5 STALLeR/STOPPeR CLUSTeRS


LeADeRShIP ARChITeCT® 21 COmPeTeNCy CLUSTeRS & 7 GLObAL FOCUS AReAS TALLy SheeT

CLUSTeRS A b C D e FCLUSTeRS A b C D e F

A UnDERSTAnDInG THE BUSInESS _____ _____ _____ _____ _____ _____

B MAKInG COMPLEX DECISIOnS _____ _____ _____ _____ _____ _____

c CREATInG THE nEW AnD DIFFEREnT _____ _____ _____ _____ _____ _____

D KEEPInG On POInT _____ _____ _____ _____ _____ _____

E GETTInG ORGAnIzED _____ _____ _____ _____ _____ _____

F GETTInG WORK DOnE THROUGH OTHERS _____ _____ _____ _____ _____ _____

G MAnAGInG WORK PROCESSES _____ _____ _____ _____ _____ _____

H DEALInG WITH TROUBLE _____ _____ _____ _____ _____ _____

I MAKInG TOUGH PEOPLE CALLS _____ _____ _____ _____ _____ _____

j FOCUSInG On THE BOTTOM LInE _____ _____ _____ _____ _____ _____

K BEInG ORGAnIzATIOnALLY SAVVY _____ _____ _____ _____ _____ _____

L COMMUnICATInG EFFECTIVELY _____ _____ _____ _____ _____ _____

M MAnAGInG UP _____ _____ _____ _____ _____ _____

n RELATInG SKILLS _____ _____ _____ _____ _____ _____

O CARInG ABOUT OTHERS _____ _____ _____ _____ _____ _____

P MAnAGInG DIVERSE RELATIOnSHIPS _____ _____ _____ _____ _____ _____

Q InSPIRInG OTHERS _____ _____ _____ _____ _____ _____

R ACTInG WITH HOnOR AnD CHARACTER _____ _____ _____ _____ _____ _____

S BEInG OPEn AnD RECEPTIVE _____ _____ _____ _____ _____ _____

T DEMOnSTRATInG PERSOnAL FLEXIBILITY _____ _____ _____ _____ _____ _____

U BALAnCInG WORK/LIFE _____ _____ _____ _____ _____ _____

161 GLOBAL BUSInESS KnOWLEDGE _____ _____ _____ _____ _____ _____

162 CROSS-CULTURAL RESOURCEFULnESS _____ _____ _____ _____ _____ _____

163 Cross-CULtUraL agiLity _____ _____ _____ _____ _____ _____

164 ASSIGnMEnT HARDInESS _____ _____ _____ _____ _____ _____

165 ORGAnIzATIOnAL POSITIOnInG SKILLS _____ _____ _____ _____ _____ _____

166 CROSS-CULTURAL SEnSITIVITY _____ _____ _____ _____ _____ _____

167 HUMILITY _____ _____ _____ _____ _____ _____

7 GLObAL FOCUS AReAS


LeADeRShIP ARChITeCT® 21 COmPeTeNCy CLUSTeRS, 5 STALLeR/STOPPeR CLUSTeRS & 7 GLObAL FOCUS AReAS TALLy SheeT

CLUSTeRS A b C D e FCLUSTeRS A b C D e F A UnDERSTAnDInG THE BUSInESS ______ _____ _____ _____ _____ _____












M MAnAGInG UP ______ _____ _____ _____ _____ _____









V DOESn’T RELATE WELL TO OTHERS ______ _____ _____ _____ _____ _____

W SELF-CEnTERED ______ _____ _____ _____ _____ _____

X DOESn’T InSPIRE OR BUILD TALEnT ______ _____ _____ _____ _____ _____

Y TOO nARROW ______ _____ _____ _____ _____ _____

z DOESn’T DELIVER RESULTS ______ _____ _____ _____ _____ _____

7 GLObAL FOCUS AReAS 161 GLOBAL BUSInESS KnOWLEDGE ______ _____ _____ _____ _____ _____

162 CROSS-CULTURAL RESOURCEFULnESS ______ _____ _____ _____ _____ _____

163 Cross-CULtUraL agiLity ______ _____ _____ _____ _____ _____

164 ASSIGnMEnT HARDInESS ______ _____ _____ _____ _____ _____

165 ORGAnIzATIOnAL POSITIOnInG SKILLS ______ _____ _____ _____ _____ _____

166 CROSS-CULTURAL SEnSITIVITY ______ _____ _____ _____ _____ _____

167 HUMILITY ______ _____ _____ _____ _____ _____




CLUSTeRS












CLUSTeRS







CLUSTER R — ACTING WITH HONOR AND CHARACTER




LeADeRShIP ARChITeCT® 21 COmPeTeNCy CLUSTeRS POSTeR

Example Example

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LeADeRShIP ARChITeCT® 21 COmPeTeNCy CLUSTeRS & 5 STALLeR/STOPPeR CLUSTeRS POSTeR CLUSTeRS














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CLUSTeRS















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161 GLOBAL BUSInESS KnOWLEDGE

162 CROSS-CULTURAL RESOURCEFULnESS

163 Cross-CULtUraL AGILITY

164 ASSIGnMEnT HARDInESS

165 ORGAnIzATIOnAL POSITIOnInG SKILLS (FROM REMOTE LOCATIOnS)

166 CROSS-CULTURAL SEnSITIVITY

167 HUMILITY (MOSTLY ASIAn AnD nORTHERn EUROPEAn COnTEXT)

LeADeRShIP ARChITeCT® 21 COmPeTeNCy CLUSTeRS & 7 GLObAL FOCUS AReAS POSTeR

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7 GLObAL FOCUS AReAS7 GLObAL FOCUS AReAS


CLUSTeRS


















CLUSTeRS CLUSTER R — ACTING WITH HONOR AND CHARACTER









161 GLOBAL BUSInESS KnOWLEDGE

162 CROSS-CULTURAL RESOURCEFULnESS

163 Cross-CULtUraL AGILITY

164 ASSIGnMEnT HARDInESS

165 ORGAnIzATIOnAL POSITIOnInG SKILLS (FROM REMOTE LOCATIOnS)

166 CROSS-CULTURAL SEnSITIVITY

167 HUMILITY (MOSTLY ASIAn AnD nORTHERn EUROPEAn COnTEXT)

LeADeRShIP ARChITeCT® 21 COmPeTeNCy CLUSTeRS, 5 STALLeR/STOPPeR CLUSTeRS & 7 GLObAL FOCUS AReAS POSTeR

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