Workz Korn Ferry Mapping

Workz leadership simulations and Korn Ferry Leadership Architect™ competency framework
This chart shows how the FACTOR CLUSTER # COMPETENCY COMPETENCY DEFINITION ALL WB GC BB PM TK SL
Workz leadership simulation I: THOUGHT A. UNDER- 5 Business insight Applying knowledge of business and the marketplace to advance the organisation’s goals.
STANDING THE
portfolio maps onto the Korn BUSINESS 11 Customer focus Building strong customer relationships and delivering customer-centric solutions.
Ferry competencies. 17 Financial acumen Interpreting and applying understanding of key financial indicators to make better business decisions. ■
35 Tech savvy Anticipating and adopting innovations in business-building digital and technology applications.
The individual simlulations B. MAKING 8 Manages complexity Making sense of complex, high quantity, and sometimes contradictory information to effectively solve problems. ■ □
are marked like this: COMPLEX
DECISIONS 12 Decision quality Making good and timely decisions that keep the organisation moving forward. ■
WB Wallbreakers® 32 Balances stakeholders Anticipating and balancing the needs of multiple stakeholders. ■ □ □
GC Gamechangers®
BB Bridgebuilders®
C. CREATING
THE NEW AND
18 Global perspective Taking a broad view when approaching issues, using a global lens. □
DIFFERENT 19 Cultivates innovation Creating new and better ways for the organisation to be successful.
PM Playmakers®
33 Strategic mindset Seeing ahead to future possibilities and translating them into breakthrough strategies.
TK Timekeepers®
SL Streamliners® II: RESULTS D. TAKING
INITIATIVE
2 Action orientated Taking on new opportunities and tough challenges with a sense of urgency, high energy and enthusiasm. ■
27 Resourcefulness Securing and deploying resources effectively and efficiently. ■ ■
By nature all the simulations E. MANAGING
EXECUTION
15 Directs work Providing direction, delegating and removing obstacles to get work done. ■
train the competencies 25 Plans and aligns Planning and prioritising work to meet commitments aligned with organisational goals. □ ■ ■
marked in the first column. 38 Optimises work processes Knowing the most effective and efficient processes for getting things done, with a focus on continuous improvement. ■ □
F. FOCUSING ON 1 Ensures accountability Holding oneself and others accountable for meeting commitments.
PERFORMANCE
■ A solid square marks that 28 Drives results Consistently achieving results, even under tough circumstances. ■
the competency is a primary III: PEOPLE G. BUILDING 6 Collaborates Building partnerships and working collaboratively with others to meet shared objectives.
focus area of the simulation. COLLABORATIVE

RELATIONSHIPS 9 Manages conflict Handling conflict situations effectively, with a minimum of noise. □ □
20 Interpersonal savvy Relating openly and comfortably with diverse groups of people. ■ ■ ■
□ An outlined square markes 21 Builds networks Effectively building formal and informal relationship networks inside and outside the organisation. □
that the competency is a H. OPTIMIZING 4 Attracts top talent Attracting and selecting the best talent to meet current and future business needs.
secondary focus area, but DIVERSE TALENT
13 Develops talent Developing people to meet both their career goals and the organisation’s goals.
can be highlighted through
facilitation.
14 Values differences Recognising the value that different perspectives and cultures bring to an organisation. ■ □
34 Builds effective teams Building strong-identity teams that apply their diverse skills and perspectives to achieve common goals. □
I. INFLUENSING 7 Communicates effectively Developing and delivering multi-mode communications that convey a clear understanding of the unique needs of different audiences.
PEOPLE
16 Drives engagement Creating a climate where people are motivated to do their best to help the organisation achieve its objectives. ■ □ ■ □
23 Organisational savvy Manoeuvring comfortably through complex policy, process and people-related organisational dynamics. ■ □ ■
24 Persuades Using compelling arguments to gain the support and commitment of others.
37 Drives vision and purpose Painting a compelling picture of the vision and strategy that motivates others into action. ■ □ □ □
IV: SELF J. BEING 10 Courage Rising up to address difficult issues, saying what needs to be said.
AUTHENTIC
36 Instils trust Gaining the confidence and trust of others through honesty, integrity and sincerity. □
K. BEING OPEN 29 Demonstrates self-awareness Using a combination of feedback and reflection to gain productive insight into personal strengths and weaknesses. ■
30 Self-development Actively seeking new ways to grow and be challenged, using both formal and informal development channels. ■
L. BEING FLEXIBLE
AND ADAPTABLE
3 Manages ambiguity Operating effectively, even when things are not certain or the way forward is not clear. □
22 Nimble learning Actively learning through experimentation when tackling new problems, using both successes and failures as learning fodder.
26 Being resilient Rebounding from setbacks and adversity when facing difficult situations.
© 2018 by Workz A/S 31 Situational adaptability Adapting approach and demeanour in real time to match the shifting demands of different situations. ■

Workz Korn Ferry Mapping

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Workz leadership simulations and Korn Ferry Leadership Architect™ competency framework

focus area of the simulation. COLLABORATIVE

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