Innovation is a skill, not a gift. Top organizations drive growth by nurturing and investing in innovation as a competency. One way organizations make it real is by including innovation within formal competency models.
Professor Rodney Rogers of Portland State University defines a competency as a persistent pattern of behavior resulting from a cluster of knowledge, skills, abilities, and motivations. It is the persistence of those behaviors that matter most and help your organization succeed. Competency models are a useful way to formalize that behavior and make it persistent. They help describe the ideal patterns needed for exceptional performance. They are a blueprint for the type of person needed for a specific job. And they help diagnose and evaluate employee performance. It takes a lot of work to develop one, but it's worth it.
Do you consider yourself an innovator? I asked this to a group of participants at a recent PDMA workshop, and the results surprised me. Only about half of the participants raised their hand. Many of those had that hesitant look of self-doubt on their face. It's a difficult question. How do you really know if you are an innovator? Is it based on the number of patents you hold? Is it a function of your job title? Is it based on your creative endeavors like music or art? Take this self-assessment to find out. Place a check mark beside the statement you believe is more true. (Click here for a printable version and for scoring instructions.)