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Adjust spine for page fitFYI For Your Improvement 5 thpowered by LOMINGEReditionThis easy-to-use reference has become the standardfor leadership development at thousands of companiesaround the globe.ISBN 978-1-933578-17-0For Your Improvement A Guide for Developmentand Coachingfor learner s, manager s,mentor s, and feedb ack giver s 9 781933 578170 For additional information and related publications, pleasecontact Korn/Ferry Leadership and Talent Consulting atbusiness office@kornferry.com or visit us on the Web atwww.kornferry.com or www.lominger.com.FYI5thEditionPowerful new and enhanced content added to this5th Edition release includes: Keyword and development theme index – quickly find and addressdevelopmental needs with targeted remedies. Developmental job assignments – practical approaches for on-the-jobskill development in each chapter. Enhanced remedy titles – pinpoint developmental needs by posing aquick diagnostic question and action step. Additional causes for stallers and stoppers – illustrate how overuse orlack of certain skills can create noise. Competency connections – illustrate how various competency combinationstie to the most common development needs and career goals. Developmental difficulty matrix – shows how difficult it is for a typicalperson to develop any of the 67 Competencies. Updated development plan – organize your plan on an easy-to-usetwo-page spread. Updated suggested readings – hundreds of the best, most current booksand articles aligned with each chapter.FYI For Your Improvementthe same great development resource that you havecome to expect and much more FYI For Your Improvement 5th Edition includes 93 chapters on 67 LeadershipArchitect Competencies, 19 Career Stallers and Stoppers, and 7 Global FocusAreas referencing the skilled, unskilled, and overused definitions to helpidentify a need. Supporting development content includes substitutionoptions (substitute a strength for a weakness), compensators (moderate anoverused skill), causes for the need, the map (why the skill is important),some remedies (tips), inspiring quotes, and suggested readings.competencyWritten by two of the world’s most respected thought leaders on competencybased leadership development, this book can help any motivated adult with adevelopment need.copyright 1996-2009 lominger international:a korn/ferry company. all rights reserved.Michael M. Lombardo & Robert W. EichingerFor Your Improvement01 Cover FNL2.indd 12/3/09 2:18:57 PM

important notice: copyright1 9 9 6 -2 0 0 9lominger international: a korn/ferry company.all rights reserved.No part of this work may be copied or transferred to any otherexpression or form without a license fromLominger International: A Korn/Ferry CompanyTel. 952-345-3610Fax. rship Architect is the exclusive registered trademark ofLominger International: A Korn/Ferry CompanyISBN 978-1-933578-17-0Lominger reorder part number 11063FYI For Your Improvement 5th Edition Printings:version 09.1a 1st—01/09For Your Improvement02 Intro FNL1.indd 21/6/09 4:29:24 PM

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iStrategies for Improvement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iiiOrganization of FYI For Your Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . viiitable of contentsTable of 021222324252627Action Oriented. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Dealing with* Ambiguity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Approachability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Boss Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Business Acumen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Career Ambition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Caring About Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Comfort Around Higher Management. . . . . . . . . . . . . . . . . . . . . . . . . . 43Command Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49Compassion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55Composure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Conflict Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Confronting Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73Creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81Customer Focus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Timely Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95Decision Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103Delegation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109Developing Direct Reports and Others. . . . . . . . . . . . . . . . . . . . . . . . . 115Directing Others. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123Managing Diversity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127Ethics and Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135Fairness to Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143Functional/Technical Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149Hiring and Staffing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153Humor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159Informing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165*Note: Italicized words are not alphabetized.copyright 1996-2009 lominger international: a korn/ferry company. all rights reservedFor Your Improvement02 Intro FNL1.indd 31/6/09 4:29:24 PM

introductionOrganization of FYI For Your Improvement Where do I find what I need?Competency name and number as well as factorand cluster information to show where it fits in theLeadership Architect Library.Unskilled definitions provide a list of detailedbehaviors that show what “unskilled” looks likefor a competency. Read these to see if you maybe unskilled at a competency. Which bullet pointsdescribe you the best? This is your “before” picture.Global Focus Area name andnumber as well as competencyequivalents that are related.(See example on page 529)Quotes – Read the quotes forinspiration and to give yourselffood for thought.Substitutes – Under the unskilled definition, thereare other skills that could substitute for the lack ofskill in this area. One or more of those substituteskills (if you are high in them) can neutralize thenegative effects of a lack of the skill. Use these inyour development plan to address an unskilledcompetency. (Competencies only)Skilled definitions provide a list of detailed behaviorsthat show what “skilled” looks like for a competency.Compare yourself to the skilled definition. Whatwould you like to be able to do when you’re doneworking on this need? This is your “after” picture.Overused Skill definitions provide a list of detailedbehaviors that show what “overused” looks like for acompetency. Refer to these to determine whether youmight be overusing one of your strengths.Compensators – Under the overused skill definition,there are a number of compensator skills. If you arehigh on one or more of those skills, you can use themto neutralize the negative effects of overusing one ofyour strengths. Use these in your development planto address an overused competency.(Competencies and Global Focus Areas only)Some Causes – We list numerous reasons why youmight have this need. Use these to specify whatyour need looks like exactly. Check the causes thatmight apply to you. Many developmental efforts havefloundered because the plan attacked the wrongproblem. Write down your particular need—what itlooks like, what causes it, whom it plays out with andin what situations. If your causes aren’t listed,add them to the list.Factors and Clusters – Allcompetencies and career stallersfall into one of 8 Factors and26 Clusters. This means thata competency (or staller) in aparticular cluster is somewhatsimilar to the others in thatcluster. You may want to check foradditional tips within the cluster(and perhaps the factor) for eachcompetency.(Competencies and Stallers and Stoppers only)viiicopyright 1996-2009 lominger international: a korn/ferry company. all rights reservedFor Your Improvement02 Intro FNL1.indd 81/6/09 4:29:25 PM

Some Remedies were developed from research oncompetencies—what experiences teach them, what theylook like, what their elements are. They are also testedideas from working with executives on what’s getting intheir way and how to fix it. We kept these tips brief, doable,and action oriented. Ten or more tips are included towork directly on a need. Although a few may be longerterm, most are things you can start working on today.We wanted to give motivated people a way to get startedright away and see results quickly. Based on our researchand experience, these are the tips that are most likelyto work. Choose one or two of these to include in yourdevelopment plan.Suggested Readingswere selected from expertreviews, best-seller lists, andreputable publishers basedon their relevance, globalperspective, and ROI. Weselected readings that werecurrent, available, organizedwell, and full of suggestionsand examples. Plenty for youto choose from!introductionThe Map – The map gives you the lay of the land. Itreviews the general case for the competency, how itoperates, and why it’s important. Especially important toremember are things about the competency you didn’tunderstand before you read the map. Those addedlearnings will make a difference in your development plan.Some Develop-in-Place Assignments are job tasks thatrequire application of certain competencies. Researchshows that 70% of development happens on thejob, and jobs differ in development power and in thecompetencies they address. You can’t always change jobsfor development reasons alone, but there is almost alwaysa develop-in-place assignment that you can select in yourcurrent job to address your development need.Staller and Stopper name and number as well as factor andcluster information showing where it fits in the LeadershipArchitect Library.A Problem lists statements to describe detailed behaviorsthat illustrate what a staller/stopper looks like when it is “aproblem.” Read these to see if a staller/stopper might bean issue for you.Not a Problem lists statements to describe detailedbehaviors that illustrate what a staller/stopper looks likewhen it is “not a problem.” Read these to see if a staller/stopper is not a concern for you.Other Causes – A staller results from many sources—what you underdo (unskilled), such as Interpersonal Savvy(31) and what you overdo (overused), such as Drive forResults (53) or Command Skills (9). Review the list to seeif any of the unskilled or overused competencies matchyour profile. Use this information to help you decide whatto focus on in your development plan.ixcopyright 1996-2009 lominger international: a korn/ferry company. all rights reservedFor Your Improvement02 Intro FNL1.indd 91/6/09 4:29:26 PM