I have been working a lot with leaders lately on leadership competencies. Through this process I have observed a significant problem with competencies – their sheer number and the bureaucratic problems they seem to cause leaders in some companies.

Consider these two great posts -- Effron (2013) suggested that “today’s typical competency model is an all-encompassing, multi-layered monstrosity whose complexity far outweighs its value. And, even with its verbosity and heft, it still doesn’t tell managers exactly how to succeed.” The length of the list can be problematic as well as typical human resources rules about how to use the competencies.

Roberto (2012) wrote that “Senior executives have to boil down their expectations to a simple list of behaviors and capabilities that they value and wish to cultivate in aspiring leaders. Simplicity and brevity will breed behavioral change much more quickly and effectively than complexity and comprehensiveness.”

Effron, M. Life After the Competency Model. From Insights published by The Talent Strategy Group. http://talentstrategygroup1.com/wp-content/uploads/2013/01/Life-After-the-Competency-Model.pdf Accessed 12-12-13.

Roberto, M. The Problem with Competency Models. Michael Roberto’s Blog, Musings about Leadership, Decision Making, and Competitive Strategy January 25, 2012. Accessed 12-1-13. http://michael-roberto.blogspot.com/2012/01/problem-with-competency-models.html