The reasons for competency models are compelling. Without criteria for hiring, promotion, placement, performance management and training, managers are left on their own to develop their own models, and HR systems don’t always offer optimal options. Quality hires, DEI goals, productivity, and a host of other HR metrics are in jeopardy without a common language for talent management.

After a two year COVID pause for the return of face-to-face training, we recently restarted delivery of our Paper Nation simulation for a large Midwest retailer. The OSI Paper Nation experience assigns nine or 10 participants to teams representing the highest roles of a global B2B paper manufacturer. They must grow the business over a five year period with aggressive goals in finance, employee engagement, customer satisfaction, and clarity and communication of strategy.

I’m often asked which of the 41 Polaris® competencies are most important. In my opinion, the winners would be Influence Skills and Problem Solving & Decision-Making. Having a powerful voice and consistently making good choices are both vital to work, and perhaps life success. But other competencies play an important role in one’s leadership ability too.

The Polaris® Competency Change Agility relies on a subset of competencies that are especially relevant in our current volatile, uncertain and ambiguous world. As you do a personal inventory of your readiness for change, consider these supporting competencies and reevaluate your knowledge and skills in each area.