The Leadership Architect Factor and Cluster Sort Cards Quick Reference Guide

The LEADERSHIP ARCHITECT® FACTOR AND CLUSTER Sort Cards
QUICK REFERENCE GUIDE
© Copyright 1992–2008
© Copyright 1992–2008 Lominger International: A Korn/Ferry Company. All rights reserved. Vs 04.1b2-INTL • 01082
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Intellectual Property Licenses and Copyright Guidelines
Many tools in the LEADERSHIP ARCHITECT® Suite are available as intellectual property licenses for your
organization’s internal use. If you use our products in their originally created form, you will not need an
intellectual property license. However, if you use Lominger intellectual property to create any derivative
products, you will need a license.
With a license for the related products, you can create derivatives such as the following:
- Integrate parts of competency cluster definitions into your job descriptions.

- Create a list of the competency cluster definitions to distribute in a training class.
- Integrate competency cluster definitions into your interviewing tools.
By derivative we mean either creating a product that alters our original work or copying all or a portion of our
work into another document or program. Derivative products are created when you add to, or delete from,
our product. For example, integrating LEADERSHIP ARCHITECT® competency clusters into your formal job
descriptions or posting competency cluster profiles with LEADERSHIP ARCHITECT® competency cluster definitions
on your intranet site. Purchasing products or becoming a certified user does not grant you permission to copy
from, reprint, or modify products. All of those uses require an intellectual property license.
Lominger offers two types of intellectual property licenses:

1. Paper plus Electronic—This license lets you do two things: Create paper derivatives of copyrighted
material and place the documents or forms on the company intranet. You will need the Paper plus
Electronic license even if your only intended use is to place the material on your intranet for employee
viewing or printing.
2. 360º Feedback—If you are using Lominger content for any form of 360º or multi-rater feedback, other
than Lominger VOICES®, you will need a 360º feedback license.
The Lominger catalog designates which products are available as intellectual property licenses. The type of
license and the consideration, or fee, varies depending on the use of the derivative work and the impact on the
future market for that specific product in your organization. If you are unsure of the proper copyright guidelines,
or would like to discuss various ways in which licenses might be useful to you, contact your Lominger Associate,
e-mail [email protected], or call our licensing department at 952-345-3681 for more information.
Permission TO COPY TALLY SHEETS AND POSTERS

To Whom It May Concern:
This document shall confirm that Lominger International: A Korn/Ferry Company is granting you the right to
make copies and enlargements of the tally sheets and posters located on pages 22-29 of the LEADERSHIP
ARCHITECT® Factor and Cluster Sort Cards Quick Reference Guide. Such copies are for the internal use of your
organization only.
All copies must retain the copyright notice located on the bottom of each page:
© Copyright 1992–2008 Lominger INTERNATIONAL: A Korn/Ferry Company. ALL RIGHTS RESERVED.
If you have any questions regarding the permissions granted in this letter, please contact the Lominger
International: A Korn/Ferry Company licensing department at 952-345-3681.
An electronic version (.pdf) of this Quick Reference Guide is available at no charge in the Download area of
www.lominger.com. Copies of the guide, as well as blowups of the tally sheets and posters into a poster-size
format, can be reproduced from this pdf file.
If you would like to order additional full-color copies of the LEADERSHIP ARCHITECT® Factor and Cluster Sort
Cards Quick Reference Guide, they can be ordered online at www.lominger.com, ”Quick Order.”
HOW TO USE THIS GUIDE
This guide provides a quick reference for commonly used card sorts and general information regarding the
LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards. Included in the guide are:
- Common uses for the Competency Clusters
- Descriptions of the Competency Cluster Sort Cards
- Instructions on conducting card sorts for various applications
- Tools for developing skill level in the Competency Clusters
- Reproducible tally sheets and posters to document sort results
Table of contents
Introduction to the LEADERSHIP ARCHITECT® Factors and Clusters........... ………………………………………..1
LEADERSHIP ARCHITECT® Competencies and Competency Clusters – Common Uses........................................2
LEADERSHIP ARCHITECT® Factor and Cluster Sort Card Deck............................................................................3
Rating Scale Divider Cards................................................................................................................................ 5
Types of Card Sorting Options
Flat Sort............................................................................................................................................... 7
Absolute Sort....................................................................................................................................... 7
Implementation Best Practices.......................................................................................................................... 8

Common Uses of Competency Cluster Sort Cards
Importance Sort................................................................................................................................... 9
Job Profile Sort................................................................................................................................... 11
Skill Level Sort.................................................................................................................................... 15
Staller and Stopper Sort..................................................................................................................... 17
Multiple Card Sort Results.................................................................................................................. 18
Group Results………………………………………………………………………………………….......... 19
Development Tools
Research and Interpretation Guide..................................................................................................... 20
FYI For Your Improvement™ 4th Edition Book....................................................................................... 21
CAREER ARCHITECT® Development Planner 4th Edition Book.............................................................. 21
Broadband Talent Management: Paths to Improvement Book............................................................ 21
Tally Sheets
21 Competency Clusters.................................................................................................................... 22
21 Competency Clusters & 5 Staller and Stopper Clusters.................................................................. 23
21 Competency Clusters & 7 Global Focus Areas............................................................................... 24
21 Competency Clusters, 5 Staller and Stopper Clusters, & 7 Global Focus Areas............................... 25
Posters
21 Competency Clusters.................................................................................................................... 26
21 Competency Clusters & 5 Staller and Stopper Clusters.................................................................. 27
21 Competency Clusters & 7 Global Focus Areas............................................................................... 28
21 Competency Clusters, 5 Staller and Stopper Clusters, & 7 Global Focus Areas………........ ……… 29
introduction to the LEADERSHIP ARCHITECT® FACTORS AND CLUSTERS
The Factor and Cluster Sort Cards are a portion of the LEADERSHIP ARCHITECT® Suite. The 26 Clusters and 8
Factors are a roll-up from the 67 LEADERSHIP ARCHITECT® Competencies and 19 Career Stallers and Stoppers
and are statistically supported from the ongoing LEADERSHIP ARCHITECT® normative studies.
LEADERSHIP ARCHITECT® LIBRARY STRUCTURE
8
FACTORS
26
CLUSTERS
86
COMPETENCIES
Users can work with the Library at any level; however, some applications are more appropriate at certain levels
than others. This guide addresses applications at the Cluster level.
COMPETENCIES AND COMPETENCY CLUSTERS

R S
TO
Competencies are observable and measurable characteristics of a person that include using knowledge
8 FA
C
and demonstrating skills, behaviors, and abilities that contribute to performing well. A competency can
be a behavioral skill, a technical skill, an attribute (such as intellectual horsepower), or an attitude (such as
compassion).
Competency Clusters are statistically-supported groupings of related competencies.

R S
S TE
U
CL
26 NC
I ES
T E
PE
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C OM
LEADERSHIP ARCHITECT® COMPETENCIES AND COMPETENCY CLUSTERS
COMMON USES
The table below illustrates some common uses for both the Competencies and the Competency Clusters.
Users can select which set of cards to work with (LEADERSHIP ARCHITECT® Sort Cards for Competencies
or LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards for Competency Clusters) based on the level of
assessment desired.
Competency Clusters Competencies

LEADERSHIP ARCHITECT® LEADERSHIP ARCHITECT®
Factor and Cluster Sort Cards Sort Cards
Selection Provides a broad initial assessment of skill Provides in-depth skill assessment and validates
level. Ideas for how to apply: skills previously assessed. Ideas for how to apply:
• Use for first-round interviewing • Use when there is a need to probe for more
• Use with less experienced interviewers information in particular skill areas
• Use when there is a need to validate assessed
skills from initial interview
Job Profiling Creates a broad, high-level profile of the Creates a comprehensive, detailed profile of the
competency clusters that lead to success in competencies that lead to success in a given job
a given job role. Ideas for how to apply: role. Ideas for how to apply:
• Incorporate into a general job • Incorporate into a listing of job responsibilities
description (e.g., for job postings) and success criteria for a given role
Skill Provides a rough assessment of the current Provides an in-depth assessment of the current
Assessment skill level of an individual. Ideas for how to skill level of an individual. Ideas for how to apply:
apply: • Use for comprehensive skill assessment over
• Use as an initial assessment of an an extended period of close observation
employee’s current skill level (newer to • Use to determine readiness for next
job, role, etc.) assignment (e.g., promotability)
360° Recommended for more frequent 360° Recommended for thorough, detailed 360°
Feedback evaluation or “first look” 360°s. evaluation conducted less frequently.
Ideas for how to apply: Ideas for how to apply:
Assessment
• Organization conducts 360° feedback • Organization conducts 360° feedback
assessments on an annual basis assessments every 2–3 years
• Organization wants to assess how a new • Organization is implementing 360° feedback
employee has been initially perceived assessments for a targeted subset of the
• Organization is implementing 360° employee population
feedback assessments for a large
percentage of the employee population
Coaching for Provides guidance to coach around Provides guidance for focused coaching.
Development developmental themes. Ideas for how to Ideas for how to apply:
apply: • Coach to close current skill gaps
• Pre-promotion: Coach to prepare • Coach to increase a current skill from ”good
employees for promotion by identifying to great”
which clusters to develop to ready for • Coach to use compensator skills to offset
next position ”noise” from unskilled areas
• Post-promotion: Coach to identify best
targets for quick development
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LEADERSHIP ARCHITECT® FACTOR AND CLUSTER Sort Card Deck
The LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards can be used in a variety of ways. Some of the most
common uses include performing personal assessments of individual strengths and weaknesses and creating
competency-based job or success profiles.
The 21 Competency Cluster Sort Cards

The 21 Competency Cluster Sort Cards can be identified by their white color and black lettering on the front of
the card and factor-specific color with white lettering on the back of the card (1). The front of each card contains
a description of the skilled use of a particular cluster and lists the competencies associated with the cluster (2).
On the back of the card you will find overused (3) and unskilled (4) descriptions of the competency cluster. In the
upper right corner of the card you will find the competency cluster letter (5).
5
3
1 4
2
The 5 Staller and Stopper Cluster Sort Cards

The 5 Staller and Stopper Cluster Sort Cards can be identified by their yellow background and black lettering
(6). The front of each card contains a description of how a particular staller and stopper causes a problem (7).
The color on the back of the card matches the corresponding staller and stopper factor. On the back of the card
you will find a description of when it is not a problem (8) and the staller and stopper factor associated with the
cluster (9).
6
8
7
The 7 Global Focus Area Sort Cards
The 7 Global Focus Area Sort Cards can be identified by their light green color (10). The front of the card
contains a description of the skilled use of a particular global focus area (11). On the back of the card you will
find overused (12) and unskilled (13) descriptions of the global focus area. On the bottom of the card you will
find the competency equivalence codes that are most related to the global focus area (14).
10
12
11 13

14
The 8 Factor Sort Cards

The 8 Factor Sort Cards can be identified by their various solid colors with white lettering (15). The front of the
card contains a description of the skilled use of a particular factor (16) and a listing of the competency or staller
and stopper cluster that corresponds to the factor (17). On the back of the card you will find overused (18) and
unskilled (19) descriptions of the factors.
15
18
16
19
17
RATING SCALE Divider Cards
There are 16 Rating Scale Divider Cards included with each deck of LEADERSHIP ARCHITECT® Factor and Cluster
Sort Cards. These cards are dark green in color with white lettering. Rating Scale Divider Cards list the rating
scale on the front of each card with a corresponding reference letter in the upper right corner. The back of each
card lists a definition for each of the ratings. The Rating Scale Divider Cards are intended to guide and organize
sorts of the 21 Competency Clusters, 5 Staller and Stopper Clusters, and 7 Global Focus Areas. The following
two sets of Rating Scale Divider Cards are the most commonly used.
Set 1 – General/Universal Categories – Cards A, B, & C

General/Universal cards can be used for three-way Flat or Absolute sorts. Common applications include skill
assessment, team, and organization sorts.
Card A Card B Card C

Example - Back of Card
Set 2 - Importance Categories – Cards D, E, & F
Importance cards are used for three-way Flat or Absolute sorts. A common application includes job profiling.
Card D Card E Card F

Example - Back of Card
Types of Card sorting options
There are two principal ways you can sort LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards. The first is a
Flat sort, the second is an Absolute sort.
Flat Sort
A Flat sort, also referred to as an even or a forced sort, refers to placing an even number of cards into each
sorting pile. For example, in a three-way sort, 7 cards (4 or 5 in a five-way sort) are placed into each pile. In
situations where multiple people are performing a sort, everyone will have the same number of strengths (7)
and weaknesses (7).
Sort bias – A Flat sort tends to decrease biases that can seep into sorts, such as being overly generous on
strengths or too hard on weaknesses.

7 Cards 7 Cards 7 Cards
Absolute Sort
In an Absolute sort, sorters can place as many or as few cards in a pile as they see fit. For example,
the individual being rated may possess more strengths than weaknesses, or more middle skills than
strengths and/or weaknesses.
Sort bias – An Absolute sort is more susceptible to sorting biases—sorts can result in too many cards
in one pile and too few in another.

X Number of Cards X Number of Cards X Number of Cards
IMPLEMENTATION BEST PRACTICES
1. Shuffle the deck. When you first open a deck of LEADERSHIP ARCHITECT® Factor and Cluster Sort Cards,
you will notice they are in alpha-numeric order. Before conducting a card sort, shuffle the applicable cards
three times so they fall into a random order.
Note: Without shuffling, card sorts can result in an “order effect,” meaning that as people sort the cards, if
they notice a pile getting too large, they adjust by putting fewer cards in that pile toward the end of a sort.
2. Space. When setting up the room for a card sort workshop, keep in mind that people need a 36” by 24”
(61 cm by 91 cm) space to comfortably (or privately) sort a deck of LEADERSHIP ARCHITECT® Factor and
Cluster Sort Cards.
3. Number of sorts. Most people can effectively create (and tolerate) up to three different sorts in one
sitting.
4. Time requirements. There are quick sorters and reflective sorters. In larger groups, there will be a
significant time gap between those who finish first (taking 5 minutes) and those who finish last (taking up
to 20 minutes). It helps to set sort times and have a clock in clear view. Caution early finishers to refrain
from disturbing those who are still sorting. Have them take a break or read ahead on course literature
while others are finishing. On average, you need to allow at least 15 minutes to sort.
5. Proctored sorts. We have noticed more success with proctored or assisted sorts than isolated or remote
sorts. Sending people the cards with sort instructions without having someone there to manage the sort
and answer questions is often less successful and more risky.
6. Decide later. Some sorters like to have a “Decide Later” (Divider Card X) pile off to the side while doing a
Flat sort.
Card A Card B Card C Card X
7. Flat vs. Absolute sorts. Guided by the feeling that they can be fair and objective, most people will prefer
an Absolute sort, and will question or resist a Flat sort. Our experience points to the Flat sort as being
more accurate and fair.
8. Sort questions. It is important that everyone understands and agrees on the question they are sorting
against. We recommend placing the sort question on a flipchart or whiteboard that is easily viewable by all
sorters.
Common Uses of COMPETENCY CLUSTER Sort Cards
NAME: importance sort – COMPETENCY CLUSTERS ONLY
FORMAT: Three-Way Flat Sort
GOAL: Determining what is important for success
An Importance sort helps identify what is important for success and can be used at several levels—organizational,
work group, or individual. It can also be used to identify a current or future state. A Flat sort is recommended if
your organization does not have a standard competency profile regarding the skills that are most important.
1. Shuffle the 21 Competency Cluster (white with black lettering) Sort Cards three times to randomize the
cards. Place all other cards to the side.
2. Access green Divider Cards A, B, and C, and place them in front of you to label piles.
3. Post the sorting question in front of you, or the group, so you can easily refer to it. For example, ”What
are the most important competency clusters for success?”
4. Using the white (front) side of the cards, sort them into three piles:
7 cards in pile A, 7 cards in pile B, and 7 cards in pile C.

5. When you finish the card sort, record the results on the 21 Competency Clusters Tally Sheet found on
page 22. Under column A:

q Mark the 7 cards in your A pile (High) as a 3

q Mark the 7 cards in your B pile (Moderate) as a 2 (optional)

q Mark the 7 cards in your C pile (Low) as a 1
LEADERSHIP ARCHITECT® 21 COMPETENCY CLUSTERS & 5 STALLER/STOPPER CLUSTERS TALLY SHEET
CLUSTERS A B C D E F CLUSTERS A B C D E F
3
A UNDERSTANDING THE BUSINESS ______ _____ _____ _____ _____ _____ N RELATING SKILLS ______ _____ _____ _____ _____ _____
B MAKING COMPLEX DECISIONS

3
______ _____ _____ _____ _____ _____ O CARING ABOUT OTHERS ______ _____ _____ _____ _____ _____
C CREATING THE NEW

AND DIFFERENT
1
______ _____ _____ _____ _____ _____
P MANAGING DIVERSE
RELATIONSHIPS ______ _____ _____ _____ _____ _____
D KEEPING ON POINT
2
______ _____ _____ _____ _____ _____ Q INSPIRING OTHERS ______ _____ _____ _____ _____ _____
E GETTING ORGANIZED
2
______ _____ _____ _____ _____ _____
R ACTING WITH HONOR
AND CHARACTER ______ _____ _____ _____ _____ _____
F GETTING WORK DONE

THROUGH OTHERS
3
______ _____ _____ _____ _____ _____ S BEING OPEN AND RECEPTIVE ______ _____ _____ _____ _____ _____
T DEMONSTRATING PERSONAL
G MANAGING WORK PROCESSES ______ _____ _____ _____ _____ _____ FLEXIBILITY ______ _____ _____ _____ _____ _____
Tally sheet example
H DEALING WITH TROUBLE ______ _____ _____ _____ _____ _____ U BALANCING WORK/LIFE ______ _____ _____ _____ _____ _____
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WWW.LOMINGER.COM
CLUSTERS 9
V DOESN’T RELATE WELL
I MAKING TOUGH PEOPLE CALLS ______ _____ _____ _____ _____ _____ TO OTHERS ______ _____ _____ _____ _____ _____
Common Uses of COMPETENCY CLUSTER Sort Cards – GLOBAL PERSPECTIVE
NAME: importance sort – COMPETENCY CLUSTERS & Global focus areas
GOAL: Determining what is important for global success
An Importance sort helps identify what is important for success and can be used at several levels—organizational,
work group, or individual. It can also be used to identify a current or future state. A Flat sort is recommended if
your organization does not have a standard competency profile regarding the skills that are most important. The
7 Global Focus Area Sort Cards can be used together with the 21 Competency Cluster Cards, or separately. If
used separately, a three-way Flat sort would result in 3 cards in the A pile, 2 in the B pile, and 2 in the C pile.
1. Shuffle the 21 Competency Cluster (white with black lettering) Sort Cards and the 7 Global Focus Area
(light green color) Sort Cards three times to randomize the cards. Place all other cards to the side.
are the most important competency clusters for our group’s global success?”
4. Using the white (light green for Global Focus Areas) side of the cards, sort them into three piles:
LEADERSHIP ARCHITECT® 21 COMPETENCY CLUSTERS & 7 GLOBAL FOCUS AREAS TALLY SHEET
A UNDERSTANDING THE BUSINESS ______ _____ _____ _____ _____ _____ O CARING ABOUT OTHERS ______ _____ _____ _____ _____ _____
P MANAGING DIVERSE
B MAKING COMPLEX DECISIONS ______ _____ _____ _____ _____ _____ RELATIONSHIPS ______ _____ _____ _____ _____ _____
C CREATING THE NEW

AND DIFFERENT ______ _____ _____ _____ _____ _____ Q INSPIRING OTHERS ______ _____ _____ _____ _____ _____
R ACTING WITH HONOR
D KEEPING ON POINT ______ _____ _____ _____ _____ _____ AND CHARACTER ______ _____ _____ _____ _____ _____
5. When you finish the card sort, record the results on the 21 Competency Clusters & 7 Global Focus
Areas Tally Sheet found on page 24. Under column A:
E GETTING ORGANIZED ______ _____ _____ _____ _____ _____ S BEING OPEN AND RECEPTIVE ______ _____ _____ _____ _____ _____

DONE
F GETTING WORK q Mark the 9 cards in yourT BDEMONSTRATING
pile (Moderate)
PERSONAL as a 2 (optional)
THROUGH OTHERS ______ _____ _____ _____ _____ _____ FLEXIBILITY ______ _____ _____ _____ _____ _____
G MANAGING WORK PROCESSES ______ _____ _____ _____ _____ _____ U BALANCING WORK/LIFE 2
______ _____ _____ _____ _____ _____
7 GLOBAL FOCUS AREAS
H DEALING WITH TROUBLE ______ _____ _____ _____ _____ _____ 1

161 GLOBAL BUSINESS KNOWLEDGE ______ _____ _____ _____ _____ _____
I
global Tally sheet
MAKING TOUGH PEOPLE CALLS ______ _____ _____ _____ _____ _____
162 CROSS-CULTURAL
RESOURCEFULNESS 2
______ _____ _____ _____ _____ _____
example
J FOCUSING ON THE BOTTOM LINE ______ _____ _____ _____ _____ _____ 163 CROSS-CULTURAL AGILITY 1
______ _____ _____ _____ _____ _____
K BEING ORGANIZATIONALLY
SAVVY ______ _____ _____ _____ _____ _____ 164 ASSIGNMENT HARDINESS 1
______ _____ _____ _____ _____ _____
165 ORGANIZATIONAL
L COMMUNICATING EFFECTIVELY ______ _____ _____ _____ _____ _____ POSITIONING SKILLS 3
______ _____ _____ _____ _____ _____
M MANAGING UP ______ _____ _____ _____ _____ _____ 166 CROSS-CULTURAL SENSITIVITY ______ _____ _____ _____ _____ _____
N RELATING SKILLS ______ _____ _____ _____ _____ _____ 167 HUMILITY ______ _____ _____ _____ _____ _____
Common Uses of COMPETENCY CLUSTER Sort Cards
NAME: jOB profile sort – competency clusters only
GOAL: Building a job profile
A Profile sort enables you to create a job profile for a position or update existing positions where job demands
have changed.
q Convene
a panel of 6–10 subject-matter experts. Experts can be current job incumbents, past incumbents,
bosses, or HR. The key is to include people who are examples of or are ”in-the-know” about the
competency clusters that differentiate superior performers.
q Spend
30 minutes recording current and future critical challenges/demands of the position.
(a) What are the strategic goals of the organization or function?
(b) What are the deliverables/expectations of the job?
(c) What differentiates high performers?
(d) What are the challenges incumbents will face?
q Capture
the critical needs and then list the high-level skills or capabilities that are most important in
meeting the previously listed job demands.
2. Access green Divider Cards D, E, and F, and place them in front of you to label piles.
skills do HR Generalists need to support the business?”
7 cards in pile D, 7 cards in pile E, and 7 cards in pile F.

5. When you finish the card sort, record the results on the 21 Competency Clusters Tally Sheet found on page 22.
Under column A:

q Mark the 7 cards in your D pile (Essential) as a 3

q Mark the 7 cards in your E pile (Middle) as a 2 (optional)

q Mark the 7 cards in your F pile (Least) as a 1
2
B MAKING COMPLEX DECISIONS 3

C CREATING THE NEW

AND DIFFERENT 2
______ _____ _____ _____ _____ _____
P MANAGING DIVERSE
RELATIONSHIPS ______ _____ _____ _____ _____ _____
D KEEPING ON POINT 3
E GETTING ORGANIZED 1
______ _____ _____ _____ _____ _____
R ACTING WITH HONOR
AND CHARACTER ______ _____ _____ _____ _____ _____
F GETTING WORK DONE

THROUGH OTHERS 1
______ _____ _____ _____ _____ _____ S BEING OPEN AND RECEPTIVE ______ _____ _____ _____ _____ _____
Tally sheet example
5 STALLER/STOPPER CLUSTERS

I MAKING TOUGH PEOPLE CALLS ______ _____ _____ _____ _____ _____ TO OTHERS ______ _____ _____ _____ _____ _____
J FOCUSING ON THE BOTTOM LINE ______ _____ _____ _____ _____ _____ W SELF-CENTERED ______ _____ _____ _____ _____ _____
K BEING ORGANIZATIONALLY X DOESN’T INSPIRE OR

SAVVY ______ _____ _____ _____ _____ _____ BUILD TALENT ______ _____ _____ _____ _____ _____
L COMMUNICATING EFFECTIVELY ______ _____ _____ _____ _____ _____ Y TOO NARROW ______ _____ _____ _____ _____ _____
M MANAGING UP ______ _____ _____ _____ _____ _____ Z DOESN’T DELIVER RESULTS ______ _____ _____ _____ _____ _____
© COPYRIGHT 1992–2008 LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. VS 04.1B2-INTL • 01082
Common Uses of COMPETENCY CLUSTER Sort Cards–GLOBAL PERSPECTIVE
NAME: jOB profile sort – competency clusters and global focus areas
GOAL: Building a job profile for a global position
A Profile sort enables you to create a job profile for a position or update existing positions where job demands
have changed. The 7 Global Focus Area Sort Cards can be used together with the 21 Competency Cluster Sort
Cards, or separately. If used separately, a three-way Flat sort would result in 3 cards in the D pile, 2 in the E pile,
and 2 in the F pile.
q Convene
a panel of 6–10 subject-matter experts. Experts can be current job incumbents, past incumbents,
bosses, or HR. The key is to include people who are examples of or are ”in-the-know” about the
competency clusters that differentiate superior performers.
q Spend
30 minutes recording current and future critical challenges/demands of the position.
(a) What are the strategic goals of the organization or function globally?
(b) What are the deliverables/expectations of the job?
(c) What differentiates high performers?
(d) What are the challenges (cultural, etc.) incumbents will face?
q Capture
the critical needs and then list the high-level skills or capabilities that are most important in
meeting the previously listed job demands.
2. Access green Divider Cards D, E, and F, and place them in front of you to label piles.
skills do HR Generalists need to support the business globally?”
4. Using the white (or light green for Global Focus Areas) side of the cards, sort them into three piles:
10 cards in pile D, 9 cards in pile E, and 9 cards in pile F.

P MANAGING DIVERSE
5. When you finish the card sort, record the results on the 21 Competency Clusters & 7 Global Focus Areas Tally
C
Sheet found on page 24. Under column A:
CREATING THE NEW
AND DIFFERENT ______ _____ _____ _____ _____ _____ Q INSPIRING OTHERS ______ _____ _____ _____ _____ _____

q Mark the 10 cards in your D pile (Essential) as a 3
q Mark the 9 cards in your E pile (Middle) as a 2 (optional)
R ACTING WITH HONOR
q Mark the 9 cards in your F pile (Least) as a 1
E GETTING ORGANIZED ______ _____ _____ _____ _____ _____ S BEING OPEN AND RECEPTIVE ______ _____ _____ _____ _____ _____
F GETTING WORK DONE

THROUGH OTHERS ______ _____ _____ _____ _____ _____
FLEXIBILITY
1
______ _____ _____ _____ _____ _____
______ _____ _____ _____ _____ _____
H DEALING WITH TROUBLE ______ _____ _____ _____ _____ _____ 1

I MAKING TOUGH PEOPLE CALLS ______ _____ _____ _____ _____ _____
162 CROSS-CULTURAL
RESOURCEFULNESS 3
______ _____ _____ _____ _____ _____
______ _____ _____ _____ _____ _____
______ _____ _____ _____ _____ _____
L COMMUNICATING EFFECTIVELY ______ _____ _____ _____ _____ _____

165 ORGANIZATIONAL
POSITIONING SKILLS
1
______ _____ _____ _____ _____ _____
M MANAGING UP ______ _____ _____ _____ _____ _____ 2

166 CROSS-CULTURAL SENSITIVITY ______ _____ _____ _____ _____ _____
N RELATING SKILLS ______ _____ _____ _____ _____ _____

global Tally sheet
167 HUMILITY
example
______ _____ _____ _____ _____ _____
Common Uses of competency cluster Sort Cards
NAME: skill level sort – competency clusters only
GOAL: Assessing your or another’s skills
A Skill Level sort allows you to assess your own or someone else’s skill level. Skill Level sorts are often applied
in a two-step process. A Personal Skill sort is done first, followed by an Importance sort. Results from the two
separate sorts can then be used to analyze existing skill gaps. When used this way, the Personal Skill sort should
always be conducted first to avoid any biases stemming from the Importance sort.
3. Post the sorting question in front of you, or the group, so you can easily refer to it. For example, ”How
would you rank yourself, or another, on the following competency clusters?”

5. When you finish the sort, record the results on the 21 Competency Clusters Tally Sheet found on
page 22. Under column A:



Tally sheet example CLUSTERS A B C D E F CLUSTERS A B C D E F
2
B MAKING COMPLEX DECISIONS

3
C CREATING THE NEW

AND DIFFERENT
1
______ _____ _____ _____ _____ _____
P MANAGING DIVERSE
RELATIONSHIPS ______ _____ _____ _____ _____ _____
D KEEPING ON POINT
3
Development Resources E GETTING ORGANIZED ______ _____ _____ _____ _____ _____
R ACTING WITH HONOR
AND CHARACTER ______ _____ _____ _____ _____ _____
Information regarding use of the Lominger development tools—FYI For Your Improvement™ 4th Edition book,
Career Architect® Development Planner 4th Edition book, and Broadband Talent Management: Paths to
F GETTING WORK DONE
THROUGH OTHERS ______ _____ _____ _____ _____ _____ S BEING OPEN AND RECEPTIVE ______ _____ _____ _____ _____ _____
Improvement book—is found on page 21.

Common Uses of competency cluster Sort Cards – GLOBAL PERSPECTIVE
NAME: skill level sort – competency clusters & global focus areas
GOAL: Assessing your or another’s skills – global perspective
A Skill Level sort allows you to assess your own or someone else’s skill level. Skill Level sorts are often applied
in a two-step process. A Personal Skill sort is done first, followed by an Importance sort. Results from the two
separate sorts can then be used to analyze existing skill gaps. When used this way, the Personal Skill sort should
always be conducted first to avoid any biases stemming from the Importance sort. The 7 Global Focus Area
Sort Cards can be used together with the 21 Competency Cluster Sort Cards, or separately. If used separately, a
three-way Flat sort would result in 3 cards in the A pile, 2 in the B pile, and 2 in the C pile.
3. Post the sorting question in front of you, or the group, so you can easily refer to it. For example, ”How
would you rank yourself, or another, on the following competency clusters and global focus areas?”
4. Using the white (or light green for Global Focus Areas) side of the cards, sort them into three piles:
LEADERSHIP ARCHITECT® 21 COMPETENCY CLUSTERS & 7 GLOBAL FOCUS AREAS TALLY SHEET
A UNDERSTANDING THE BUSINESS ______ _____ _____ _____ _____ _____ O CARING ABOUT OTHERS ______ _____ _____ _____ _____ _____
P MANAGING DIVERSE

C CREATING THE NEW

AND DIFFERENT
10 Cards
______ _____ _____ _____ _____ _____ Q INSPIRING OTHERS
9 Cards
______ _____ _____ _____ _____ _____
9 Cards
5. When you finish the sort, record theR results on the 21 Competency Clusters & 7 Global Focus Areas
ACTING WITH HONOR
Tally Sheet found on page 24. Under column A:

q
E GETTING ORGANIZED
Mark the 10 cards in your
______ _____ _____ _____ _____ _____
A pile (High) as
S BEING OPEN AND RECEPTIVE
a3
______ _____ _____ _____ _____ _____

q
F GETTING WORK DONE
THROUGH OTHERS
Mark the 9 cards in yourT DEMONSTRATING
______ _____ _____ _____ _____ _____
C pile (Low)
FLEXIBILITY
as ______
PERSONAL
a 1_____ _____ _____ _____ _____
______ _____ _____ _____ _____ _____
H DEALING WITH TROUBLE

global Tally sheet
______ _____ _____ _____ _____ _____
2
example
162 CROSS-CULTURAL
RESOURCEFULNESS 1
______ _____ _____ _____ _____ _____
______ _____ _____ _____ _____ _____
______ _____ _____ _____ _____ _____
L COMMUNICATING EFFECTIVELY ______ _____ _____ _____ _____ _____

165 ORGANIZATIONAL
POSITIONING SKILLS 2
______ _____ _____ _____ _____ _____
M MANAGING UP © Copyright 1992–2008

______ Lominger
_____ _____ _____ _____ _____ International: A Korn/Ferry
166 CROSS-CULTURAL SENSITIVITY Company.
______ _____ All _____
_____ _____ _____ rights reserved. Vs 04.1b2-INTL • 01082
N RELATING SKILLS ______ _____ _____ _____ _____ _____ 167 HUMILITY ______ _____ _____ _____ _____ _____
Common Uses of competency cluster Sort Cards
STALLER AND STOPPER CLUSTERS
NAME: Staller and Stopper cluster sort

FORMAT: Three-Way ABSOLUTE SORT
GOAL: Determining behaviors that can put careers at risk
A Staller and Stopper cluster sort helps identify career derailment information at the individual, group, or
organizational level. Similar to an Importance sort, this card sort illustrates the things most likely to stall careers
or get people into trouble.
1. Shuffle the 5 Staller and Stopper Cluster (yellow with black lettering) Sort Cards three times to randomize
the cards. Place all other cards to the side.
2. Access green Divider Cards A, B, and C, and place them on a table in front of you to label your piles.
gets people into trouble in your organization?”
4. Using the yellow (front) side of the cards, sort them into three piles. There is not a cards-per-pile
A requirement.
UNDERSTANDING THE BUSINESS ______ _____ _____ _____ _____ _____ N RELATING SKILLS ______ _____ _____ _____ _____ _____
B MAKING COMPLEX DECISIONS ______ _____ _____ _____ _____ _____ O CARING ABOUT OTHERS ______ _____ _____ _____ _____ _____
C CREATING THE NEW P MANAGING DIVERSE

AND DIFFERENT ______ _____ _____ _____ _____ _____ RELATIONSHIPS ______ _____ _____ _____ _____ _____
D KEEPING ON POINT ______ _____ _____ _____ _____ _____ Q INSPIRING OTHERS ______ _____ _____ _____ _____ _____

Card A Card B
R ACTING WITH HONOR
Card C
E GETTING ORGANIZED ______ _____ _____ _____ _____ _____ AND CHARACTER ______ _____ _____ _____ _____ _____
5. When you finish the sort, record the results on the 21 Competency Clusters & 5 Staller and Stopper
Clusters Tally Sheet found on page 23. Under column A:
F GETTING WORK DONE
q Mark the cards in your A pile (High) as a______3 _____ _____ _____ _____ _____
THROUGH OTHERS S BEING OPEN AND RECEPTIVE
______ _____ _____ _____ _____ _____

q Mark the cards in your B pile (Moderate) as a 2 (optional)
PROCESSES
G MANAGING WORK Mark the cards in your FLEXIBILITY
q ______ _____ _____ _____ _____ _____ C pile (Low) as a______
1 _____ _____ _____ _____ _____
TO OTHERS 2
______ _____ _____ _____ _____ _____
J FOCUSING ON THE BOTTOM LINE ______ _____ _____ _____ _____ _____
staller/Stopper Tally sheet
W SELF-CENTERED
2
______ _____ _____ _____ _____ _____
example
SAVVY ______ _____ _____ _____ _____ _____
X DOESN’T INSPIRE OR
BUILD TALENT
1
______ _____ _____ _____ _____ _____

L COMMUNICATING EFFECTIVELY ______ _____ _____ _____ _____ _____ Y TOO NARROW
3
______ _____ _____ _____ _____ _____
M MANAGING UP ______ _____ _____ _____ _____ _____ Z DOESN’T DELIVER RESULTS
3
______ _____ _____ _____ _____ _____
MULTIPLE CARD SORT RESULTS
COMPARING SEPARATE SORTS
Various individual sorts can be compared to one another using the tally sheets found on pages 22-25. Tally
sheets contain six columns listed A through F where individual sort card results can be recorded and then
compared.
Example: Comparing Personal Skill Level and Job Importance Sorts
You will need:
• A LEADERSHIP ARCHITECT® 21 Competency Clusters Tally Sheet (found on page 22.)
Steps:
• Provide each person with a LEADERSHIP ARCHITECT® 21 Competency Clusters Tally Sheet.
• Have individuals complete a Skill Level sort (directions on page 15) and record their results in
column A of the tally sheet.
• Next, have individuals complete an Importance sort (directions on page 9) and record their results in
column B of the tally sheet.
• In column C, place a check mark on any line where a 3 appears in both columns A and B.
These checks represent a clear connection between skill and importance.
• Also in column C, place a box on any line where a 3 appears in column B and a 1 appears in column
A. These boxes represent a mismatch between skill and importance and illustrate target areas for
development.
LEADERSHIP ARCHITECT® 21 COMPETENCY CLUSTERS & 5 STALLER/STOPPER CLUSTERS TALLY
CLUSTERS A B C D E F CLUSTERS A B C D
2 3
A UNDERSTANDING THE BUSINESS ______ _____ _____ _____ _____ _____ N RELATING SKILLS ______ _____ _____ ____
21 competency
B MAKING COMPLEX DECISIONS 3 3 √
______ _____ _____ _____ _____ _____ O CARING ABOUT OTHERS ______ _____ _____ ____
Clusters
comparison
Tally sheet example C CREATING THE NEW
AND DIFFERENT 1 1
______ _____ _____ _____ _____ _____
P MANAGING DIVERSE
RELATIONSHIPS ______ _____ _____ ____
D KEEPING ON POINT 3 2
______ _____ _____ _____ _____ _____ Q INSPIRING OTHERS ______ _____ _____ ____
E GETTING ORGANIZED 2 2
______ _____ _____ _____ _____ _____
R ACTING WITH HONOR
AND CHARACTER ______ _____ _____ ____
F GETTING WORK DONE

THROUGH OTHERS
1 3
______ _____ _____ _____ _____ _____ S BEING OPEN AND RECEPTIVE ______ _____ _____ ____
G MANAGING WORK PROCESSES ______ _____ _____ _____ _____ _____ FLEXIBILITY ______ _____ _____ ____
H DEALING WITH TROUBLE ______ _____ _____ _____ _____ _____ U BALANCING WORK/LIFE ______ _____ _____ ____
group results – posters
Group results can be formulated by enlarging and displaying a poster (found on pages 26-29).
• Provide each person with two colors of stick-on dots, preferably green and orange (available at business
supply stores).
• Have individuals place dots on the posters for each of their highest ranked items (items marked as 3 in
green) and their least/lowest ranked items (items marked as 1 in orange).
FORMULATING GROUP RESULTS

Group results can be formulated when several individuals complete the same sort and have recorded their High
(3s) Middle (2s) and Low (1s) cards on tally sheets (step 5 of card sort examples on pages 9-17).
Example: Formulating a Job Profile
You will need:
• An enlarged LEADERSHIP ARCHITECT® 21 Competency Clusters Poster (found on page 26).*
• Two colors of 1/2" stick-on dots, preferably green and orange (available at business supply stores).
Steps:
• Post the enlarged LEADERSHIP ARCHITECT® 21 Competency Clusters Poster on a wall so everyone can
see and access it.
• Provide each person with two colors of stick-on dots (green and orange).
• Have individuals write the competency cluster numbers of their 7 High cards on the green dots, and their
7 Low cards on the orange dots.
• Next, have individuals place their green dots on the poster next to the same competency cluster numbers
(flush left).
• Then, have individuals place their orange dots on the poster next to the same competency cluster
numbers (flush right).
• Discuss group results and finalize the competency clusters to include in the job profile.
LEADERSHIP ARCHITECT® 21 COMPETENCY CLUSTERS AND 5 STALLER/STOPPER CLUSTERS POSTER

CLUSTERS Ex CLUSTERS Ex
• UNDERSTANDING
CLUSTER A —
•••••• •••••• • RELATING
CLUSTER N —
THE BUSINESS SKILLS
• MAKING
CLUSTER B —
••••
COMPLEX
DECISIONS
• • CARING
CLUSTER O —
ABOUT OTHERS
• CLUSTER
•• • MANAGING
C— CLUSTER P —
CREATING THE NEW
AND DIFFERENT
••• DIVERSE
RELATIONSHIPS
• CLUSTER D—
KEEPING ON POINT
••••• ••••••• • CLUSTER Q—
INSPIRING OTHERS
Diagram
• GETTING
CLUSTER E— of poster with dots • CLUSTER R—
ACTING WITH HONOR
ORGANIZED AND COURAGE
*A permission form document allowing you to have tally sheets and posters copied and enlarged via an
external vendor is located on the •
copyright
CLUSTER F —page in the front of this guide. • CLUSTER S —
GETTING WORK DONE BEING OPEN
THROUGH OTHERS AND RECEPTIVE
• DEMONSTRATING
CLUSTER T —
• MANAGING
CLUSTER G —
19
WORK PROCESSES PERSONAL FLEXIBILITY
CLUSTER H — CLUSTER U —
DEVELOPMENT TOOLS
Research and interpretation guide
When you have recorded your sort results on a tally sheet, you can transfer that data onto our two-page
Research and Interpretation Guide (sometimes referred to as the ”placemat”).
Example: Skill Level Sort
You will need:

• A black-and-white Research and Interpretation Guide set.
• Two different-colored highlighting pens (green and orange).
For a Flat sort, column A of your tally sheet will have 7 competency clusters marked as a 3 (from your High sort
pile) and 7 marked as a 1 (from your Low sort pile).
On page D of the Research and Interpretation Guide, highlight the competency clusters from your High pile (the
3s) in green, and then highlight your Low pile (the 1s) in orange.
Note: Factor areas that contain predominantly green or orange depict a visual representation of your areas
of strengths and development needs. Any areas not containing strengths, or containing a multitude of
development needs without a balance of strengths, are areas to consider for additional development.
RESEARCH AND INTERPRETATION GUIDE (Page D)
TO ORDER THIS LEADERSHIP ARCHITECT PLACEMAT CALL 952-345-3610 • WWW.LOMINGER.COM ®
Library Structure
Factor I: STRATEGIC SKILLS Factor III: COURAGE Factor VI: PERSONAL AND INTERPERSONAL SKILLS FACTOR VII (S1): — TROUBLE WITH PEOPLE
Cluster A — Understanding the Business Cluster H — Dealing with Trouble Cluster N — Relating Skills Cluster V — Doesn’t Relate Well to Others
5. Business Acumen 9. Command Skills 3. Approachability 101. Unable to Adapt
24. Functional/Technical Skills 12. Conflict Management 31. Interpersonal Savvy to Differences
61. Technical Learning 13. Confronting Direct
Cluster O — Caring About Others 106. Blocked Personal Learner
Cluster B — Making Complex Decisions Reports
7. Caring About Direct Reports 108. Defensiveness
17. Decision Quality 34. Managerial Courage
57. Standing Alone 10. Compassion 112. Insensitive to Others
30. Intellectual Horsepower
32. Learning on the Fly Cluster I — Making Tough People Calls Cluster P — Managing Diverse Relationships Cluster W — Self-Centered
51. Problem Solving 25. Hiring and Staffing 4. Boss Relationships 103. Overly Ambitious
Cluster C — Creating the New and Different 56. Sizing Up People 15. Customer Focus 104. Arrogant
2. Dealing with Ambiguity 21. Managing Diversity 105. Betrayal of Trust
14. Creativity 23. Fairness to Direct Reports 107. Lack of Composure
28. Innovation Management 42. Peer Relationships 109. Lack of Ethics and Values
46. Perspective Factor IV: ENERGY AND DRIVE 64. Understanding Others (groups) 119. Political Missteps
58. Strategic Agility Cluster J — Focusing on the Bottom Line Cluster Q — Inspiring Others Cluster X — Doesn’t Inspire or Build Talent
1. Action Oriented
36. Motivating Others 110. Failure to Build a Team
43. Perseverance
53. Drive for Results 37. Negotiating 111. Failure to Staff
Factor II: OPERATING SKILLS 60. Building Effective Teams Effectively
Cluster D — Keeping on Point 65. Managing Vision and Purpose 117. Overmanaging
16. Timely Decision Making
Cluster R — Acting with Honor and Character
50. Priority Setting
Factor V: ORGANIZATIONAL POSITIONING 22. Ethics and Values
Cluster E — Getting Organized
39. Organizing SKILLS 29. Integrity and Trust
47. Planning Cluster K — Being Organizationally Savvy Cluster S — Being Open and Receptive FACTOR VIII (S2): — TROUBLE WITH RESULTS
62. Time Management 38. Organizational Agility 11. Composure Cluster Y — Too Narrow
Cluster F — Getting Work Done Through 48. Political Savvy 26. Humor 113. Key Skill
Others Cluster L — Communicating Effectively Deficiencies
33. Listening
18. Delegation 49. Presentation Skills
41. Patience 114. Non-Strategic
19. Developing Direct 67. Written Communications
44. Personal Disclosure 115. Overdependence on
Reports and Others Cluster M — Managing Up
20. Directing Others 6. Career Ambition Cluster T — Demonstrating Personal Flexibility an Advocate
27. Informing 8. Comfort Around 40. Dealing with Paradox 116. Overdependence
35. Managing and Higher Management 45. Personal Learning on a Single Skill
Measuring Work 54. Self-Development Cluster Z — Doesn’t Deliver Results
Cluster G — Managing Work Processes 55. Self-Knowledge 102. Poor Administrator
52. Process Management 118. Performance
Cluster U — Balancing Work/Life
59. Managing Through
66. Work/Life Balance Problems
Systems
63. Total Work Systems
© 2005-2006 Lominger International: A Korn/Ferry Company, Version 04.1b2 111506. Item number 01031. ALL RIGHTS RESERVED. • www.lominger.com • Tel.: 952-345-3600 • Fax: 952-345-3601 • [email protected] • PAGE D
DO NOT DUPLICATE, COPY OR CREATE DERIVATIVES, IN ANY FORM, WITHOUT EXPRESS WRITTEN PERMISSION FROM LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY.
DEVELOPMENT TOOLS
FYI For Your Improvement™ 4th Edition Development Book (left)

Once you have identified an area or areas of development, FYI For Your Improvement™ 4th Edition book can
be used as a guide for development and self-paced coaching. FYI contains unskilled, skilled and overuse
definitions of each competency, some causes why a development need has occurred, a map explaining why each
competency is important, and several tips for building each competency.
CAREER ARCHITECT® Development Planner 4th Edition Book (middle)

Based on the same development content as the FYI For Your Improvement™ book, the Career Architect®
Development Planner 4th Edition book contains four additional learning sections that focus on long-term
individual development. The four learning sections contain information on learning from feedback, from
develop-in-place assignments, from full-time jobs, and learning more from your personal development plan.
Broadband Talent Management: Paths to Improvement Book (right)

Broadband Talent Management introduces numerous strategies for development, along with mini-case studies,
in a readable brief book that will help coaches and individuals find and implement the appropriate feedback and
development responses. This book presents a variety of ways to look at development planning beyond the IDP
(Individual Development Plan—primarily focused on weaknesses) and illustrates how simple it is to incorporate a
variety of performance improvement options throughout an organization.
leadership architect® 21 competency Clusters Tally Sheet
A Understanding the business _______0______ ______ ______ ______ ______ l communicating effectively _______0______ ______ ______ ______ ______
b Making complex decisions _______0______ ______ ______ ______ ______ m managing up _______0______ ______ ______ ______ ______
c creating the new

and different _______0______ ______ ______ ______ ______ n relating skills _______0______ ______ ______ ______ ______
d keeping on point _______0______ ______ ______ ______ ______ o caring about others _______0______ ______ ______ ______ ______
p managing diverse
e getting organized _______0______ ______ ______ ______ ______ relationships _______0______ ______ ______ ______ ______
f getting work done

through others _______0______ ______ ______ ______ ______ q inspiring others _______0______ ______ ______ ______ ______
r acting with honor

g managing work processes _______0______ ______ ______ ______ ______ and character _______0______ ______ ______ ______ ______
h dealing with trouble _______0______ ______ ______ ______ ______ s being open and receptive _______0______ ______ ______ ______ ______
t demonstrating personal
I making tough people calls _______0______ ______ ______ ______ ______ flexibility _______0______ ______ ______ ______ ______
j focusing on the bottom line _______0______ ______ ______ ______ ______ u balancing work/life _______0______ ______ ______ ______ ______
k being organizationally
savvy _______0______ ______ ______ ______ ______
leadership architect® 21 competency clusters & 5 staller/stopper clusters Tally Sheet
clusters A B C D E F clusters A B C D E F
A Understanding the business _______0______ ______ ______ ______ ______ n relating skills _______0______ ______ ______ ______ ______
b Making complex decisions _______0______ ______ ______ ______ ______ o caring about others _______0______ ______ ______ ______ ______
c creating the new p managing diverse

and different _______0______ ______ ______ ______ ______ relationships _______0______ ______ ______ ______ ______
d keeping on point _______0______ ______ ______ ______ ______ q inspiring others _______0______ ______ ______ ______ ______
r acting with honor

e getting organized _______0______ ______ ______ ______ ______ and character _______0______ ______ ______ ______ ______
f getting work done

through others _______0______ ______ ______ ______ ______ s being open and receptive _______0______ ______ ______ ______ ______
g managing work processes _______0______ ______ ______ ______ ______ flexibility _______0______ ______ ______ ______ ______
h dealing with trouble _______0______ ______ ______ ______ ______ u balancing work/life _______0______ ______ ______ ______ ______
v doesn’t relate well

I making tough people calls _______0______ ______ ______ ______ ______ TO OTHERS _______0______ ______ ______ ______ ______
j focusing on the bottom line _______0______ ______ ______ ______ ______ W SELF-CENTERED _______0______ ______ ______ ______ ______
k being organizationally X DOESN’T INSPIRE OR

savvy _______0______ ______ ______ ______ ______ BUILD TALENT _______0______ ______ ______ ______ ______
l communicating effectively _______0______ ______ ______ ______ ______ Y TOO NARROW _______0______ ______ ______ ______ ______
m managing up _______0______ ______ ______ ______ ______ Z DOESN’T DELIVER RESULTS _______0______ ______ ______ ______ ______
leadership architect® 21 competency clusters & 7 global focus areas Tally Sheet
A Understanding the business _ _____0______ ______ ______ ______ ______ o caring about others _ _____0______ ______ ______ ______ ______
p managing diverse
b Making complex decisions _ _____0______ ______ ______ ______ ______ relationships _ _____0______ ______ ______ ______ ______
c creating the new

and different _ _____0______ ______ ______ ______ ______ q inspiring others _ _____0______ ______ ______ ______ ______
r acting with honor

d keeping on point _ _____0______ ______ ______ ______ ______ and character _ _____0______ ______ ______ ______ ______
e getting organized _ _____0______ ______ ______ ______ ______ s being open and receptive _ _____0______ ______ ______ ______ ______
f getting work done
flexibility _ _____0______ ______ ______ ______ ______
through others _ _____0______ ______ ______ ______ ______
u balancing work/life _ _____0______ ______ ______ ______ ______

g managing work processes _ _____0______ ______ ______ ______ ______
7 GLOBAL focus areas

161 GLOBAL BUSINESS Knowledge _ _____0______ ______ ______ ______ ______
h dealing with trouble _ _____0______ ______ ______ ______ ______
162 CROSS-CULTURAL
RESOURCEFULNESS _ _____0______ ______ ______ ______ ______
I making tough people calls _ _____0______ ______ ______ ______ ______
163 CROSS-CULTURAL AGILITY _ _____0______ ______ ______ ______ ______

j focusing on the bottom line _ _____0______ ______ ______ ______ ______
k being organizationally 164 ASSIGNMENT HARDINESS _ _____0______ ______ ______ ______ ______
savvy _ _____0______ ______ ______ ______ ______
165 ORGANIZATIONAL
POSITIONING SKILLS _ _____0______ ______ ______ ______ ______
l communicating effectively _ _____0______ ______ ______ ______ ______
166 cross-cultural sensitivity _ _____0______ ______ ______ ______ ______

m managing up _ _____0______ ______ ______ ______ ______
167 humility _ _____0______ ______ ______ ______ ______

n relating skills _ _____0______ ______ ______ ______ ______
leadership architect® 21 competency clusters, 5 staller/stopper clusters & 7 global focus areas Tally Sheet
clusters A B C D E F clusters A B C D E F
r acting with honor

A Understanding the business _______0______ ______ ______ ______ ______ and character _______0______ ______ ______ ______ ______
b Making complex decisions _______0______ ______ ______ ______ ______ s being open and receptive _______0______ ______ ______ ______ ______
c creating the new t demonstrating personal

and different _______0______ ______ ______ ______ ______ flexibility _______0______ ______ ______ ______ ______
d keeping on point _______0______ ______ ______ ______ ______ u balancing work/life _______0______ ______ ______ ______ ______
5 staller/stopper clusters
v doesn’t relate well

e getting organized _______0______ ______ ______ ______ ______ TO OTHERS _______0______ ______ ______ ______ ______
f getting work done

through others _______0______ ______ ______ ______ ______ W SELF-CENTERED _______0______ ______ ______ ______ ______
X DOESN’T INSPIRE OR
g managing work processes _______0______ ______ ______ ______ ______ BUILD TALENT _______0______ ______ ______ ______ ______
h dealing with trouble _______0______ ______ ______ ______ ______ Y TOO NARROW _______0______ ______ ______ ______ ______
I making tough people calls _______0______ ______ ______ ______ ______ Z DOESN’T DELIVER RESULTS _______0______ ______ ______ ______ ______
j focusing on the bottom line _______0______ ______ ______ ______ ______
7 global focus
7 GLOBAL areas
focus areas
k being organizationally
savvy _______0______ ______ ______ ______ ______ 161 GLOBAL BUSINESS KNOWLEDGE _______0______ ______ ______ ______ ______
162 CROSS-CULTURAL
l communicating effectively _______0______ ______ ______ ______ ______ RESOURCEFULNESS _______0______ ______ ______ ______ ______
m managing up _______0______ ______ ______ ______ ______ 163 CROSS-CULTURAL AGILITY _______0______ ______ ______ ______ ______
164 ASSIGNMENT HARDINESS _______0______ ______ ______ ______ ______

n relating skills _______0______ ______ ______ ______ ______
165 ORGANIZATIONAL
o caring about others _______0______ ______ ______ ______ ______ POSITIONING SKILLS _______0______ ______ ______ ______ ______
p managing diverse
relationships _______0______ ______ ______ ______ ______ 166 cross-cultural sensitivity _______0______ ______ ______ ______ ______
q inspiring others _______0______ ______ ______ ______ ______ 167 humility _______0______ ______ ______ ______ ______
leadership architect® 21 competency clusters POSTER
Example
clusters clusters Example

• CLUSTER A —
UNDERSTANDING
THE BUSINESS
• cluster L —
communicating
Effectively
• CLUSTER B —
MAKING COMPLEX
DECISIONS
• CManaging
luster M —
up
• CCREATING
LUSTER C —
THE NEW
AND DIFFERENT
• Cluster N —
Relating Skills
• CKEEPING
LUSTER D —
ON POINT
• CCaring
luster O —
about others

• CLUSTER E —
• Cmanaging
luster p —
diverse
GETTING ORGANIZED Relationships
• CGETTING
LUSTER F —
WORK DONE
THROUGH OTHERS
• CLUSTER Q —
INSPIRING OTHERS
• CLUSTER G —
• CACTING
LUSTER R —
WITH HONOR
MANAGING WORK PROCESSES AND Character

• CLUSTER H —
• CBeing
luster s —
open
DEALING WITH TROUBLE and receptive
• Cluster I —
Making Tough
• CDemonstrating
luster T —

People Calls Personal Flexibility
• CFOCUSING
LUSTER J —
ON
THE BOTTOM LINE
• CBalancing
luster U —
Work/life
• CBEING
LUSTER K —
ORGANIZATIONALLY
SAVVY
leadership architect® 21 competency clusters & 5 staller/stopper clusters poster
Example

• CLUSTER A —
UNDERSTANDING
THE BUSINESS
• Cluster N —
Relating Skills
• CLUSTER B —
MAKING COMPLEX
DECISIONS
• Cluster O —
Caring about others
• CCREATING
LUSTER C —
THE NEW
• Cmanaging
luster p —
diverse
AND DIFFERENT Relationships
• CKEEPING
LUSTER D —
ON POINT
• CINSPIRING
LUSTER Q —
OTHERS
•

CLUSTER E —
• CACTING
LUSTER R —
WITH HONOR
GETTING ORGANIZED AND Character
• CGETTING
LUSTER F —
WORK DONE
• CBeing
luster s —
open
THROUGH OTHERS and receptive
• CLUSTER G —
• CDemonstrating
luster T —

MANAGING WORK PROCESSES Personal Flexibility
• CDEALING
LUSTER H —
WITH TROUBLE
• CBalancing
luster U —
Work/life
• Cluster I —
Making Tough
• CDoesn’t
luster V —
relate well
People Calls to others
• CFOCUSING
LUSTER J —
ON
THE BOTTOM LINE
• cluster W —
Self-centered
• CBEING
LUSTER K —
ORGANIZATIONALLY
• CDoesn’t
luster X —
inspire
SAVVY or Build talent
• cluster L —
communicating
Effectively
• CToo
luster Y —
Narrow
• luster M —
C • Cluster
Doesn’t
z —
Managing up deliver results
leadership architect® 21 competency Clusters & 7 global focus areas POSTER
Example

• CLUSTER A —
UNDERSTANDING • Cluster O —
THE BUSINESS Caring about others
• CLUSTER B —
MAKING COMPLEX
• Cmanaging
luster p —
diverse
DECISIONS Relationships
• CCREATING
LUSTER C —
THE NEW

• CLUSTER Q —
AND DIFFERENT INSPIRING OTHERS
• CLUSTER R —
• CLUSTER D —
KEEPING ON POINT
ACTING WITH HONOR
AND Character
• CLUSTER E —
• Cluster s —
Being open
GETTING ORGANIZED and receptive
• CGETTING
LUSTER F —
WORK DONE • CDemonstrating
luster T —

THROUGH OTHERS Personal Flexibility
• CLUSTER G —
MANAGING WORK PROCESSES
• CBalancing
luster U —
Work/life
7 GLOBAL focus
7 GLOBAL areas
focus areas
• CDEALING
LUSTER H —
WITH TROUBLE
• 161

Global Business
Knowledge
• Cluster I —
Making Tough • 162 Cross-Cultural
People Calls Resourcefulness
• CFOCUSING
LUSTER J —
ON • 163

Cross-Cultural
Agility
THE BOTTOM LINE
• CBEING
LUSTER K —
ORGANIZATIONALLY • 164 Assignment
SAVVY Hardiness
• cluster L — • 165

Organizational
Positioning Skills
communicating ( From Remote
Effectively L ocations)
• CManaging
luster M —
up
• 166

Cross-Cultural
Sensitivity
• Cluster N — • 167 Humility (Mostly

Asian and Northern
Relating Skills European Context)
leadership architect® 21 competency clusters, 5 staller/stopper clusters & 7 global focus areas poster
Example

• CLUSTER A —
UNDERSTANDING
• CLUSTER R —
ACTING WITH HONOR
THE BUSINESS AND Character
• CLUSTER B —
MAKING COMPLEX
• Cluster s —
Being open
DECISIONS and receptive
• CCREATING
LUSTER C —
THE NEW
• CDemonstrating
luster T —

AND DIFFERENT Personal Flexibility
• CKEEPING
LUSTER D —
ON POINT
• CBalancing
luster U —
Work/life

• CLUSTER E —
GETTING ORGANIZED • Cluster V —
Doesn’t relate well
• CGETTING
LUSTER F —
WORK DONE
to others
THROUGH OTHERS
• cluster W —
Self-centered
• CLUSTER G —
MANAGING WORK PROCESSES • CDoesn’t
luster X —
inspire
• CDEALING
LUSTER H —
WITH TROUBLE
or Build talent
• CToo
luster Y —
• Cluster I —
Making Tough
Narrow
People Calls • Cluster

Doesn’t
z —
• CFOCUSING
LUSTER J —
ON
deliver results
THE BOTTOM LINE 7 GLOBAL focus areas
• CBEING
LUSTER K —
ORGANIZATIONALLY
• 161

Global Business
Knowledge
SAVVY
• cluster L —
communicating • 162

Cross-Cultural
Resourcefulness
Effectively
• CManaging
luster M —
up
• 163

Cross-Cultural
Agility
• 164 Assignment
• Cluster N — Hardiness
Relating Skills
• 165 Organizational
• Cluster O —
Caring about others
Positioning Skills
( From Remote
L ocations)
• Cmanaging
luster p —
diverse • 166

Cross-Cultural
Sensitivity
Relationships
• CINSPIRING
LUSTER Q —
• 167 Humility (Mostly
Asian and Northern
OTHERS European Context)

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What is the purpose of intellectual property licenses?

What is the purpose of intellectual property licenses?

What are the two types of intellectual property licenses mentioned?

What are the two types of intellectual property licenses mentioned?

The LEADERSHIP ARCHITECT® FACTOR AND CLUSTER Sort Cards

QUICK REFERENCE GUIDE

- Integrate parts of competency cluster definitions into your job descriptions.

Lominger offers two types of intellectual property licenses:

Permission TO COPY TALLY SHEETS AND POSTERS

© Copyright 1992–2008 Lominger INTERNATIONAL: A Korn/Ferry Company. ALL RIGHTS RESERVED.

Implementation Best Practices.......................................................................................................................... 8

LEADERSHIP ARCHITECT® LIBRARY STRUCTURE

COMPETENCIES AND COMPETENCY CLUSTERS

Competency Clusters are statistically-supported groupings of related competencies.

Competency Clusters Competencies

The 21 Competency Cluster Sort Cards

The 5 Staller and Stopper Cluster Sort Cards

The 8 Factor Sort Cards

Set 1 – General/Universal Categories – Cards A, B, & C

Card A Card B Card C

Card D Card E Card F

Card A Card B Card C

Card A Card B Card C

Card A Card B Card C Card X

Card A Card B Card C

B MAKING COMPLEX DECISIONS

C CREATING THE NEW

F GETTING WORK DONE

C CREATING THE NEW

q Mark the 10 cards in your A pile (High) as a 3

7 GLOBAL FOCUS AREAS

H DEALING WITH TROUBLE ______ _____ _____ _____ _____ _____ 1

Card D Card E Card F

LEADERSHIP ARCHITECT® 21 COMPETENCY CLUSTERS & 5 STALLER/STOPPER CLUSTERS TALLY SHEET

B MAKING COMPLEX DECISIONS 3

C CREATING THE NEW

F GETTING WORK DONE

V DOESN’T RELATE WELL

K BEING ORGANIZATIONALLY X DOESN’T INSPIRE OR

Card D Card E Card F

F GETTING WORK DONE

7 GLOBAL FOCUS AREAS

H DEALING WITH TROUBLE ______ _____ _____ _____ _____ _____ 1

L COMMUNICATING EFFECTIVELY ______ _____ _____ _____ _____ _____

M MANAGING UP ______ _____ _____ _____ _____ _____ 2

N RELATING SKILLS ______ _____ _____ _____ _____ _____

Card A Card B Card C

LEADERSHIP ARCHITECT® 21 COMPETENCY CLUSTERS & 5 STALLER/STOPPER CLUSTERS TALLY SHEET

Tally sheet example CLUSTERS A B C D E F CLUSTERS A B C D E F

B MAKING COMPLEX DECISIONS

C CREATING THE NEW

Improvement book—is found on page 21.

Tally Sheet found on page 24. Under column A:

q Mark the 9 cards in your B pile (Moderate) as a 2 (optional)

H DEALING WITH TROUBLE

L COMMUNICATING EFFECTIVELY ______ _____ _____ _____ _____ _____

M MANAGING UP © Copyright 1992–2008

NAME: Staller and Stopper cluster sort

C CREATING THE NEW P MANAGING DIVERSE

H DEALING WITH TROUBLE ____ _ _ _ _ ___ 1

H DEALING WITH TROUBLE ____ _ _ _ _ ___ 1

L COMMUNICATING EFFECTIVELY ____ _ _ _ _ ___

M MANAGING UP ____ _ _ _ _ ___ 2

N RELATING SKILLS ____ _ _ _ _ ___

L COMMUNICATING EFFECTIVELY ____ _ _ _ _ ___

u balancing work/life _ _0 __

163 CROSS-CULTURAL AGILITY _ _0 __

166 cross-cultural sensitivity _ _0 __

167 humility _ _0 __

j focusing on the bottom line _0

164 ASSIGNMENT HARDINESS _0