Wow, my previous blog post elicited some rich comments from my peers in the L&D profession.
Reframing the capability framework was my first foray into publishing my thoughts on the subject, in which I argued in favour of using the oft-ignored resource as a tool to be proactive and add value to the business.
To everyone who contributed a comment, not only via my blog but also on Twitter and LinkedIn… thank you. Your insights have helped me shape my subsequent thoughts about capability frameworks and their implementation in an organisation.
I will now articulate these thoughts in the tried and tested form of a listicle.
If you are building, launching or managing your organisation’s capabilities, I invite you to consider my 7 tips for custodians of capability frameworks…
1. Leverage like a banker.
At the organisational level, the capabilities that drive success are strikingly similar across companies, sectors and industries. Unless you have incredibly unique needs, you probably don’t need to build a bespoke capability framework from the ground up.
Instead, consider buying a box set of capabilities from the experts in this sort of thing, or draw inspiration *ahem* from someone else who has shared theirs. (Hint: Search for a “leadership” capability framework.)
2. Refine like a sculptor.
No framework will perfectly model your organisation’s needs from the get-go.
Tweak the capabilities to better match the nature of the business, its values and its goals.
3. Release the dove.
I’ve witnessed a capability framework go through literally years of wordsmithing prior to launch, in spite of rapidly diminishing returns.
Lexiconic squabbles are a poor substitute for action. So be agile: Launch the not-yet-finished-but-still-quite-useful framework (MVP) now.
Then continuously improve it.
4. Evolve or die.
Consider your capability framework an organic document. It is never finished.
As the needs of the business change, so too must your people’s capabilities to remain relevant.
5. Sing from the same song sheet.
Apply the same capabilities to everyone across the organisation.
While technical capabilities will necessarily be different for the myriad job roles throughout your business, the organisational capabilities should be representative of the whole organisation’s commitment to performance.
For example, while Customer Focus is obviously relevant to the contact centre operator, is it any less so for the CEO? Conversely, while Innovation is obviously relevant to the CEO, is it any less so for the contact centre operator?
Having said that, the nature of a capability will necessarily be different across levels or leadership stages. For example, while the Customer Focus I and Innovation I capabilities that apply to the contact centre operator will be thematically similar to Customer Focus V and Innovation V that apply to the CEO, their pitches will differ in relation to their respective contexts.
6. Focus like an eagle.
Frameworks that comprise dozens of capabilities are unwieldy, overwhelming, and ultimately useless.
Not only do I suggest your framework comprise fewer rather than extra capabilities, but also that one or two are earmarked for special attention. These should align to the strategic imperatives of the business.
7. Use it or lose it.
A capability framework that remains unused is merely a bunch of words.
In my next blog post I will examine ways in which it can be used to add value at each stage of the employee lifecycle.