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JLBC Using competences


JLBC Using competences

How can you define what you need to become an effective leader? You may find some inspiration in the lives of great business, political, and military leaders of the past. But a more reliable way of shaping your objectives is to use competencies—descriptions of performance outputs that characterize leadership in your organization.

JLBC Emulating the greats

Bookshops are lined with the biographies of famous leaders, which tell us how they acted and dealt with adversity. A lesson from their life stories is that you lead from who you are. To lead effectively, you must be comfortable in your skin and live a life according to your principles. As much as you admire Gandhi or Che Guevara, you can’t copy them—this will lead to inconsistent behaviors interpreted as indecisiveness or insincerity. Competences define what effective performance as a leader looks like and help leaders to identify their development needs.

JLBC Setting objective targets

A more realistic way to shape your aims as a leader is through competencies. These short descriptions set out the behaviors we want to see in ourselves as leaders. Competences define what effective performance as a leader looks like and—through self-assessment and feedback—help leaders identify their development needs. You can refer to and use a standard set of leadership competencies to review your current performance and set objectives, or research and consult with others to devise your own.

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