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#Lominger competency guide update#

Is not a blamer, but consistently works to bring the right people together to resolve the problem.īalances day-to-day operations with a longer term view. Is an artful coach and works to draw out the best solutions from the team. Won’t hesitate to hop on a call to deescalate a tough customer situation. Is seldom behind closed doors, but is on the floor, listening, observing and supporting. Is highly responsive, but has the ability to consider implications before reacting. Can diffuse the negative energy in a crises and channel it into productive action. When the systems crash, the calls back up, the customer starts screaming, s/he takes a deep breath and moves into action. His energy toward great service serves as a charismatic contagious vortex that inspires daily action.Ģ. Holds high-standards and takes any breach of great service as if it had just happened to his mother… no, make that his grandmother. Helps the team understand, and believe in, what great customer service looks like and why it matters. A Wildly Passionate Commitment to the Customer Experience Here’s what such an informal competency model could look like in the call center director world.ġ.

Partnering up team members as peer support to help one anotherįor Example: The Skills and Abilities Necessary to Be a Successful Contact Center Director.

Have each team member pick one competency they really want to work on this year and create an action plan around it.

Turning the tool into a self-assessment, describing what behaviors look like at a high, medium, or developing level.

Have the team pick their five favorites.Ħ. Refine the words into easy-to-understand language that feels real and actionable to the team. Then prioritize, discuss, and debate the ones you most agree to. Have each participant share their competency deck, and sort the competencies of the group into similar skill sets.ĥ.

Which of these competencies has the biggest impact on actual results?Ĥ.

Which are vital toward accomplishing your goals for the future?.

Which of the competencies listed feel most relevant to the role today?.

#Lominger competency guide update#

If a formal model exists, use that for additional input and invite participants to update their cards if desired.

Considering where the organization is heading in the next three years, what skills will be most vital in this role?ģ.

What skills are most central to their success?.

Ask each person to envision the highest performers in the role and privately write down their thoughts on the following, putting one competency on each card. Provide each participant with five index cards. You can have them work on their own role or the role of the people they supervise.Ģ.

Gather a group of people holding a similar role or function (e.g. Such an exercise gets people really thinking about what success looks like for a particular role.ġ. When a person in this role (insert the role you want to build a competency model for) s at the top of the game, what skills do they do best? So, if you don’t have time or resources for a more formal approach. 5 Easy Steps to Building Your Own Competency Model Competency models are the foundation to guide recruiting, selection, and training programs. What is a Competency Model?Ī competency model is simply a list of the key knowledge, skills, and abilities that are most critical to doing the job well. So, if you’re looking to get more focused in your recruiting and hiring, or more effective and efficient in your training, here’s how you can quickly work with your team to identify the critical knowledge and skills for your key positions.

The best competency model is the one you will use. Why? Because they were built in a vacuum and stay on the shelf. I’d be happy to help you think about a formal process.Īnd, I’ve heard so many stories of companies investing big money on their competency models, with very little return. I’ve spearheaded plenty of competency model initiatives. They’re great for prioritizing your training needs. Competency models are extremely useful for staffing and selection processes. I’m all for formal, validated competency modeling processes. and Behaviors to Guide Success.ĭon’t get me wrong.

You Don’t Need a Fancy Competency Model, to Identify the Knowledge, Skills.