Behavioral competencies are the skills, knowledge, abilities, and other characteristics needed for success in a particular role. They describe expectations for how results are achieved and include technical, leadership, and interpersonal factors.

Technical competencies are specific to the job, discipline, or functional area, e.g., financial analysis, programming, design, etc. The leadership competencies are more about how you work with others to achieve results. For example, behaviors such as the ability to "maintain productive relationships with others even when faced with conflict" or to "listen respectfully and openly to others regardless of level, position, or background" describe competencies in building relationships. The Leadership and Talent Development team developed a leadership competency model that groups the key competencies into specific University of Minnesota Leadership Challenges: Equity and Diversity, Results, Vision, Engagement, Collaboration and Accountability.
 

What's Next? - Focus on Development

Consider including leadership competencies in goal setting for performance management - this will help facilitate meaningful developmental conversations.

Think about the work priorities for the next year and what behaviors will be most helpful/important in achieving the results, i.e. the "HOW" of performance. 

Take the assessment below and ask your supervisor and your direct reports to take the assessment. Discuss the results during your ongoing check-in meetings. Do you agree on which competencies are more important to focus on given the type of work? Which competencies might be helpful to include in your annual goal setting?

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Manager Level

Manager - Interactive Self-Assessment

Manager - Printable Competency List

Individual Contributor / Foundational Level

Individual Contributor - Self Assessment

Individual Contributor - PDF

Director/Senior Leader Level

Director/Senior Leader Interactive Self-Assessment

Director/Senior Leader Printable Competency List