We as organizations with the best of intention often develop, supplement, and append competency dictionaries by the pound resulting in overload and confusion.  The competencies that are most critical to organizational and individual effectiveness and success are most likely implied in there - somewhere.  Sometimes we even confuse policies, non-negotiable job requirements, and traits with competencies.  For example:

• "Timely submission of complete and accurate time reports" is probably not a competency; rather a policy if not a condition of employment.
  

• "Approachability" is not a competency; it is a trait, albeit generally a desirable one which may be relevant in describing a behavioral anchor supporting a leadership, teamwork, or management competency.
  

We can also tend to deploy competency materials with something of a lackluster approach and an almost exclusively compliance-based mindset when there is so much more we can do with them.  Aligning and integrating competencies with business strategy, talent development, and customer/client-centric objectives are but a few examples of opportunities to prevent them from becoming "dusty" in a rapidly changing world.

A strong connection between what an organization is trying to do and what its people are actually doing (and doing well) is a powerful return on the investments in well conceived, communicated, and integrated competency work.

I employ behavioral techniques as one of several methods in working with organizations to help them identify, define, and prioritize the competencies that support their strategies and objectives.  For example, carefully debriefing particularly successful projects or initiatives and understanding customer/client satisfaction drivers in detail (i.e. at the behavioral level) can be effective in refining and augmenting conventional competency definition work.

Note:  There are of course circumstances (e.g. technical positions and regulatory requirements) that may require extensive competency definition and levels of detail.  IMPACT competency strategies are not intended to minimize and/or detract from the importance of being meticulously comprehensive and thorough as appropriate and necessary.  It really is about striking the right and manageable balance on a case by case basis.  Developing and implementing an optimal competency model architecture as well as other organizing principles can result in the best of both worlds: ready and efficient access to priority material without compromising critical detail.

However, identifying IMPACT competencies can be a little tricky because they typically represent subsets of our overall competency portfolios.  Not everything we can do well will necessarily have the IMPACT that translates into what others may value.  Furthermore, some people may be less direct or specific than others in telling us precisely what we've done well that really made a difference from their perspective.

Your results may be acknowledged by others, but it may be left to you to comprehensively identify, calibrate, and prioritize all of the competencies you leverage in achieving them - the key to making the most of your capabilities.   

This, by the way, is one of several objectives we behavioral interviewers are seeking to accomplish when we ask very specific questions about your experiences and achievements.  I employ related behavioral techniques as one of several methods in working with people to help them identify and differentiate their unique IMPACT competencies.

In the interest of making three additional points, I share (with permission from my client) an anecdote.  I was working with a health care executive who recalled receiving a bonus that was twice the amount she was expecting.  It was even paid in two equal installments so she initially feared it may have been a duplication.  Of course she was delighted upon learning it was for real, but acknowledged that at the time she didn't really know specifically what she had done to so significantly exceed expectations that particular year.

Only some months later when a mentee (someone who considered her a mentor) asked her how she emerged from a "particularly brutal" reorganization with such an "inspiring attitude" did she really stop to reflect upon what she had accomplished and the environment in which she accomplished it.  She deservedly savored the compliment and from there we were able to identify some additional specific competencies (and traits) that likely had made a real difference.

• Sometimes what we do well that has real IMPACT may be less obvious to us without some help in the form of cues, dialogue, and reflection
  
• .The context and environment in which we achieve results may provide further clues to the competencies we possess and demonstrate that aren't necessarily referenced in our position descriptions or performance reviews.
  
• Organizations can sometimes miss opportunities by not directly connecting what individuals do well to recognition and reward.  In other words, clear dialogue reinforcing how specific competencies and traits made a real difference increase the likelihood that they will continue to be demonstrated.