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Appendix A

Developmental difficulty matrix
All competencies are not created equal. Some are harder for people to develop than others. The following
charts show, on a five-point scale, how difficult it would be for a typical professional person to develop
any of the 38 Competencies. The charts also show the average skill rating of the average population for
each competency. This information lets you know what you’re up against so you can adjust your
development plan, remedies, and time line accordingly. As you put your plan together:

• Take into account how difficult it is to develop the competencies you are considering building into your
plan. As you prioritize, keep in mind that focusing on several competencies that are harder or hardest
to develop could mean you are overloading yourself. Try to strike a balance between difficulty and the
importance to your role.
• Also consider the skill rating of the general population. If you focus on developing a competency that,
on average, has a low skill rating in the general population, then developing your strength in this area
could help to differentiate you.
The data is provided for six levels:

Entry level individual Individuals who perform predefined responsibilities or deal with
contributor technical/functional problems according to established standards and
processes with limited discretionary performance or decision-making
authority.

Mid-senior level Functional and/or technical experts given the authority to develop tools
individual contributor and processes or provide specialized skills; may often serve as
advisors or project leaders, though they have no direct reports to
manage.

First level leader or Those in first-line management positions who have individual
supervisor contributors reporting to them.

Mid-level leader Managers and directors who lead other managers within a business or
corporate function, product line, or region.

Business unit leader Leaders with full responsibility for a P&L unit, a function, or managing
multiple functions (e.g., general manager, managing director).

Senior executive Executives responsible for enterprise-wide leadership of a business
group or function (e.g., senior corporate functional executives).

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