Managerial and leadership competency selection is one of the key steps in competency modelling and mapping. While grouping competencies for different levels of managerial bandwidth, it is necessary to select competencies having dimensional varieties among the “5 P clusters”: Purpose, People, Person, Process and Perfection. The “5P” model brings a balance in competency development of executives, managers and leaders to reach a tipping point.
“Lominger Inc.” follows leadership competencies grouped into four clusters of Purpose, Person, People and Process. Most of the competencies can be put into these four clusters to form a “Balance Score Card of competencies”. I had the privilege of introducing this 4 P Competency Model at Praxair in all its in India Units. I am indebted to Praxair for those challenging days of workshops, coaching and training, related to all dimensions of competencies for implementation.
In my limited study and approach to this topic, as a consultant working with organisations assisting them to develop customised models, which is a continued learning for me, I noticed that some leadership competencies stand out of these four categories and those can be put into the 5th one, which I called it as cluster of “Perfection”. I believe that the “5P” model is very simple and easy to use and map.
5P Model is Holistic
There must be a “Purpose” for any activity by an individual or group of individuals. Nothing can start without “Personal” capability. To achieve bigger goals, we need more than an individual, hence “People” competency is a must. We all need to follow certain defined “Process” to achieve things. Every activity must yield consistent and progressive results and “Perfection” competencies cannot be ignored. I can confidently declare that these 5 Clusters will encompass anything under the “human activity and achievement” and it applies to individuals and groups of individuals in family, society or organisations.
‘Purpose’ cluster of competencies help Mangers and Leaders to create, communicate mission/vision, the purpose of the organisation, charting long-term goals. These competencies drive us towards an end in the mind to manage reaching a strategic mission. “Result orientation”, “Managing vision”, “Decision quality”, and “Political savvy” are some of the competencies which can be identified under this cluster.
“Person” cluster focuses on competencies such as “Self-awareness and self-management”, Empathetic Listening, Emotional Balance, etc. This cluster nomenclature incidentally is the first of five Emotional Intelligence competencies identified by Daniel Goleman.
Competencies in the “People” cluster such as “Building Teams”, “People Relationship”, “Motivating others” are useful to work with individuals, teams and to manage and energise others.
“Process” competencies help us to manage various processes employed by organisations. Planning and prioritising, TQM, Re-engineering, Six sigma are some of the process competencies. We can include some departmental competencies by naming it as “Functional Competencies” under this category.
“Perfection” as I believe is a journey towards refinement and the sharpening never stops. Also, there is no end point for perfection. It is concept of continuum. It is like bicycle’s pedal-move principle. In order to move while riding, a cyclist must continue to push the pedals. If pedalling stops, wheels come to halt resulting fall of the cyclist. The “perfection” we refer here, is related to a predefined expectation and not an end state where, all is fine-tuned leaving no scope for improvement. I consider the competencies such as “decision making”, “continuous improvement (kaizen)”, “proactive power”, and “Resilience” to fit into this fifth cluster.