How to determine your Unique Value Skills

I recently hosted a webinar, “Putting your best skills forward in career transition,” where I discussed how to determine your unique value skills. This topic brought forth a lot of interesting questions, so I decided to continue the conversation with today’s article. 

What is a Unique Value Skill?

To begin with, “unique” does not mean that you are the only person who has this skill. In fact, it could be a skill that many people have. The difference is how you apply that skill… YOU APPLY THE SKILL IN SUCH A WAY AS TO GET A SUPERIOR RESULT.

All skills have 2 aspects:

1. Mechanics – the “science” – the what to do.
2. Application – the “art” – the why to do it…. Context and relevance which leads to mastery.

Let me give you an example of the difference between science and art.

Most Finance professionals know how to develop a cash flow projection. If that is the case, why is cash flow such a consistent issue for businesses? Many Finance professionals know the mechanics (the science) of producing a cash flow statement, but they are lacking in the art (the “why to”) of using the cash flow statement as a strategic business tool.

As you look at your own skills, you will find that there are certain things that you can do exceptionally well. The difference is often how much time you have spent applying the skill. Another factor is whether your orientation is toward analysis or people work. Therefore, your unique skills should be those that you have applied several times and you have achieved mastery. However, please don’t rule out skills that are newer to the marketplace – such as leading teams remotely – since so few people have expertise here you may be the expert by default.

Three levels of skill

So, looking at your skills, you will be able to categorize them into 3 levels:

• Level 1: This is a value that is common/or should be common to all people who hold a role like yours. It is not a skill that will differentiate you. Example: If you’re an executive that works with mid-level managers to help them achieve their objectives, that will be a Level 1 skill for you because it is a skill that is common to all executives.
• Level 2: At this level, there will be some noticeable uniqueness to your abilities. You are likely very competent at the mechanics or “science” of a skill. You can do it very well, but so can others. Also, your advantage may not be sustainable because others can also catch up to you in a short timeframe. Example: If you are a professional (individual contributor or manager/executive) and can develop complex excel models for testing business scenarios, this would be a Level 2 skill. While there is technical complexity (science) others can learn this with practice.
• Level 3: These are the skills that truly are unique and hard to replicate. This is where you have achieved mastery. You have the “science” down pat, and you are also an “artist” in these skills. You can apply these skills far better than others and achieve superior results. Others are unlikely to catch up in a short timeframe, or at all. This is where you have a Unique Value to offer. Example: If you are able to bring together parties that are experiencing significant conflict and resolve the issues so that they can move forward with a productive relationship, this would be a Level 3 skill. While there is a “science” to mediation, it is the “art” that produces the difference between good outcomes and great outcomes.

You will often find that the Level 3 skills you possess are “soft” skills. There are proven techniques that can be applied but the true masters apply their emotional intelligence and interpersonal skills to ensure that a superior result is achieved.

Finding your Unique Value Skills

Your mind may be spinning with thoughts of some of your unique skills already. I hope that is the case. To help you get deeper, here are some memory joggers that will help.

• What problem(s) or issues do you find yourself fixing as you have moved from company to company throughout your career? Those problems could have existed for a while before you arrived. Others either didn’t notice them or didn’t know how to address them. You did, they are now solved, and the company has benefited from that. Note those issues down.
• What problem(s) do you find colleagues asking you for assistance with a consistent basis? Is it a technical skill…? Like Excel? Or maybe you are particularly good at motivating people. Commonly, we are challenged to see our own strengths… But others do, and they know they can rely on us for help. Those could be your unique skills.
• What are some of the recurring ‘successes’ mentioned on performance appraisals/reviews and 360 assessments? Do you consistently have high engagement in your department and others want to know how you pull that off?
• Where have you been able to significantly increase efficiency, increase revenue, decrease expenses? Where have you been innovative to help an organization introduce new products or services and increase market share?
• My personal favourite: If money were not an obstacle, what activities/projects/challenges would you CHOOSE to work on? This is where your passion comes out…. How much fun would life be if your work became a “get to do” vs. a “have to do”? I find that many people who show interest in working for a non-profit organization are looking for a “get to” - they want to feel excitement and passion for their work. Many find that going through this process helps them to discover their strengths and interests and realize that they can find joy in a for-profit business if they are doing work that they enjoy. How awesome would that be? 

When looking at your skills, be sure to cover all categories - technical, strategic, relationship, leadership, management and interpersonal categories. That way you have a range of unique skills to use in networking calls, meetings and interviews.

 In my next post, I will walk through a tool that will help you to articulate your unique value. If you would like to get started now, the webinar video will guide you through that.

Kevin Tennant is a Partner in the Interim Management practice of LHH Knightsbridge. Kevin serves the Financial Services sector and can be reached at [email protected].