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Copy of The COP Model: Competencies, Passions and Organizational Need

From "The Extraordinary Leader: Turning Good Managers Into Great Leaders" by John H. Zenger and Joseph R. Folkman

AFS-USA Returnees

on 28 December 2012

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Transcript of Copy of The COP Model: Competencies, Passions and Organizational Need

Think of someone that you consider to be a great leader. What made them a great leader? What strengths did that leader possess? Did they have any weaknesses? Did they have more than one strength? Do all great leaders possess the same strengths? The fact is that great leaders make a great difference! The impact of leadership affects every measurable dimension of organizational performance. This affect is large, not trivial. A good leader will have lower turnover, higher profitability , and more employee commitment. The more great leaders an organization can develop, the stronger it will be. Extraordinary leaders will consistently achieve results that far exceed those of good leaders. Leaders come in all varieties! A psychologist once observed that the secret to life is discovering what "instrument" you are, and then learning how to play it. Woodwinds are no better than brass, nor are cellos superior to kettle-drums. Each does something extremely well, and the musical score will call for that unique contribution. It is not difficult to observe any group of leaders in any organization and notice marked individual differences. Each has unique strengths, interests and a handful have pronounced weaknesses in a few areas. Three fundamental elements Think about a time in your professional life when you were performing at your peak. The experience may have lasted days, weeks, or months. It may have been difficult at first. But by the time it was over, you felt you had achieved something extraordinary on the job. It is a time you look back on fondly as a highlight in your career. These "highlight" experiences happen when three fundamental elements converge on the job. Competence Passion Organizational Needs Leadership Sweet Spot The COP Model The COP model points out a vital truth about extraordinary leaders. They don't achieve greatness on the basis of their competence alone. Passion for what they do and alignment with the organization are equally important. The Path to
Extraordinary Leadership Competencies are those skills, behaviors, and abilities that a person does extremely well. A competency can also be an area of knowledge or expertise. As you think about yourself and your abilities, some of these competencies are behaviors that you tend to be naturally good at, whereas others have been developed over years of steady growth and practice. The "O" in the COP model stands for organizational needs. In order for leaders to be successful or for an individual to find the "leadership sweet spot," the competencies people have and the passion for what they want to do have to be valued by the organization. If people really want to be perceived as great leaders, they must know which competencies really make a difference in their organizations. Just because we have competence around a skill does not mean that we will have passion. I might have a passion for singing in the shower, but that does not mean that I am good at it. Passion and desire can never make up for competence. What are your passions? When your competence and passions intersect with organizational needs, the outcome is always positive for the individual and the organization. When there is an intersection of competence and passion with an organizational need, this creates an opportunity for an individual to show extraordinary leadership. Great leaders are not defined by the absence of weakness, but rather by the presence of clear strengths. Great leaders, as seen through the eyes of subordinates and peers, possess multiple strengths. To become an extraordinary leader, build a high level of competence in three to five skill areas. Let's summarize. The story of by Sharon Hokanson, SPHR The End.
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