Author Archive

Competencies Explained in Three Diagrams

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.

Strategic Leadership Development: Using the Paper Nation Simulation to Teach Strategic Competencies

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.

Making Good Choices: Survival Exercises Teach Decision Making

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.

Change Agility

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.

Survey Guided Leadership Development

With much face-to-face training and coaching still on hold, leader training has faced a challenge. But one technique has not missed a beat during the pandemic: survey guided leadership development, using a 360° survey to diagnose a leader’s strengths and opportunities. OSI continues to support a number of coaches and organizations involved in 360°s. Here’s a consensus from them on best practice for this methodology.

Remote Leadership Research Results – Unmute Yourself: What Remote Team Members Say Are Essential Leader Behaviors

Our abrupt shift in 2020 to remote work seems likely to stay to some degree for countless individuals. This has come with personal and social costs for many. This raises the questions, what are the differences, if any, in what remote teams need from their leaders? How does/should leadership change in a remote environment?

Thoughts on Professional Development During the Pandemic: Focus. Plan. Do!

We noticed that for many of us this time quarantined at home has provided found time to devote to personal growth. But COVID-19, recession, and social unrest have certainly presented a host of challenges to clear thinking and thoughtful plans. To help reflect on best practice, and compose this article we’ve enlisted the aid of coach, colleague, and friend, Laurel Marshall. We would also like to thank our Canadian comrade and strategic partner, Bob Power, for his read and review. Our complete article is included as an attachment but here are the elements we agreed were absolutely essential to any good professional development plan.

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