Beyond the Individual: Shifting the Competency Paradigm

I recently was asked to help on a competency model for an organization. As I worked on it, I realized that the model, robust as it was, was focused on the individual employee. The purpose of the model was to help employees in a function know what ‘good’ looks like, how they will be evaluated, or developed and what could derail them in their careers.

I was left with the nagging feeling that something was amiss, and that it was this: Over the last many years, we seem to have doubled down on competency models for the individuals, which, by itself is not a bad thing. But I am increasingly unsure if individual competency models are adequate for the world we live in today. Should we, instead, be talking more about collective competency models? While intuitively it is more difficult, we all recognize that in an increasingly complex and chaotic world, no one individual can hold all the answers. Is a competent team better than a team of competent individuals? In other words, should we not foster an all-star team as opposed to a team of all stars?

Here is one way of thinking about this:

From the above chart, one can conclude that even if a few individuals are not competent, the strength of the team's collective competencies can offset individual shortcomings, fostering an environment where members grow and contribute more over time. Most organizations spend too much time focused on individual competencies, and not on collective competencies, even though performance and effectiveness are likely to be higher if we focus on collective competencies.

Why is this the case? Much of the focus on the individual competencies is rooted in outmoded management theories like F.W. Taylor’s scientific management, where the work is optimized at an individual level, leading to a greater focus on developing individual competencies. Over the last century, therefore, many of our management practices centered around individuals. For instance, when hiring, Organizations look for individual specific skills and experiences in candidates, focusing less on their ability to contribute to or enhance team performance. Reward systems that are designed around individual achievements and contributions. This incentivizes employees to focus on their personal performance over team performance, reinforcing the emphasis on individual competencies. Our entire HR systems and processes are built for the individual, and not for the collective.

Collective competency models are not just about effective teamwork, nor is it just team performance, or just team effectiveness. Teamwork refers to the collaborative effort of a group to achieve a common goal or complete a task in the most effective and efficient way. Team Performance measures the output of a team, focusing on the results of their collaborative efforts in terms of quantity, quality, and timeliness; and Team Effectiveness evaluates how well a team achieves its objectives, maintains its social well-being, and sustains performance over time, focusing on dimensions like satisfaction, commitment, and the ability to work together. Collective competencies encompass all the above and more: It includes the combined skills, knowledge, abilities, and the dynamics of a team, enabling them to effectively respond to a variety of situations and drive desired outcomes as a cohesive unit.

The starting point of driving collective competencies is to recognize that your team, or organization is the prime unit of consideration, not the individual. Zooming out of the individual discussion to consider the whole team is a mental leap, and a key leadership skill that often goes un-nurtured.

There are only 5 key collective competencies that make a difference. Any team that cultivates these 5 is likely to be high on collective competencies. These five are:

A)????? Team Alignment: Team alignment is vital for collective understandings within a team about their goals and how to work together effectively. They help teams coordinate smoothly by anticipating each other's needs, improving communication and performance, while also allowing for diverse ideas and adaptability.

B)????? Full Circle Communication: Effective communication is crucial in teams, especially in complex situations, as it helps distribute essential information and keeps the team's understanding updated. However, communication often fails due to various factors like noise, misunderstandings, or stress, leading to information not being shared or misunderstood. Full circle communication is a process whereby every member keeps every other member informed, engaged, and updated so that at any point, all information is shared and evaluated.

C)????? Collective Performance Monitoring: This involves team members keeping track of each other's work to prevent or quickly correct mistakes. This process requires team members to be aware of their own and others' tasks, ensuring everything runs smoothly and procedures are followed correctly. It becomes particularly crucial during stressful tasks where errors are more likely. Collective performance monitoring improves team performance by allowing for timely feedback and adjustments, relying on shared understanding of tasks and a supportive team climate.

D)????? Shared Trust: Shared Trust is the belief that team members will act in the group's interest, protecting all members' rights and interests in their joint efforts. It influences various team dynamics, including participation, quality, and retention, by encouraging cooperation and open communication. Without trust, members may hesitate to share information or participate fully, fearing misinterpretation of their actions as incompetence or malice.

E)?????? Back up Behavior: Backup behavior is when team members voluntarily help others by sharing tasks or offering support when workload issues arise. It involves feedback, assisting with tasks, or taking over tasks to prevent overloads and errors. It's differentiated from general behavior helping by being a targeted response to recognized team needs, ensuring the team can adapt and perform optimally in various situations.

How much time do we spend in developing the above collective competencies?

Would love to hear your thoughts!