Time For a New Definition of Competence?

At a program I recently attended, I heard a psychiatrist and performance coach say that the “system” (the work world) is designed to make people “appear competent” rather than, in my words, versatile or interesting or curious. He said that most people are not comfortable with their humanity and vulnerability, and are not ready when opportunity appears.

On balance, is this state of affairs emphasizing data and technical expertise a benefit or hindrance to successful professional services talent and business development? I see the positive side as emphasizing capabilities, depth of experience and a focused approach. However, the downside is that it discourages people from pursuing outside interests and making contributions that will fulfill them, leading to wanting to do and accomplish more. It makes them narrow individuals who don't have places to hang out and talk with prospective clients. And it makes it more difficult to develop trusting relationships, which tend to be based on the whole person.

Does the innate need to appear “competent” help or hinder a professional's ability to develop business, develop future talent and give superior service to clients? Competence is undoubtedly good, but do we need a new definition of “competence”? And do you think this is a discussion that young professionals and business executives would benefit from hearing and contributing to?

The Meaning of Competence

The business world is changing. “We used to believe that competence meant you knew all the answers relating to your craft, whatever that was,” said a Canadian law firm marketing director. “Over the years, however, the average consumer is realizing that it is a far more human condition to be expert, but not know it all,” she added. “This is because the world around us is extremely dynamic … circumstances can change in almost an instant.” The world's knowledge base is multiplying quickly. Under those conditions, how can anyone honestly say they have all the answers? And are all the necessary answers to be found in books or with a Google (Bing, Yahoo, YouTube, etc.) search? Of course not. Many competence components are human performance (also known as “soft”) skills.

Those who appreciate this reality, those who are not afraid to declare that they don't necessarily have all of the answers, but are willing to continue to learn and grow and make an educated guess, are more likely to be considered credible today by an increasingly skeptical marketplace. This shift in expectations is indicated by all the client surveys responses saying essentially “I wanted a trusted adviser ' someone who knows my business and understands the conditions in which I must seek solutions.” They don't necessarily expect all the technical answers to be in the head of one person. Knowing where to find the answers and being responsive is another aspect of competence.

Consider the example of Gen Y/Millennials (and Gen Xers in their mid-30s) who tend to turn to their “community” network for input when they don't have an answer at the ready. Between their collaborative education ' previous to law school ' and general digital orientation, this is the natural approach to them. They think they “know everything” because they draw on a network.

Changing Expectations

Another marketing director reported to me a conversation with the general counsel of her firm's largest client. He made an interesting observation. When he had been in private practice, he frequently did not call a client back immediately because he didn't know the “answer” and didn't want to appear incompetent. Now that he is on the other side, he said, “I just want the lawyers to call me and let me know they are working on it and when they expect to have the answer/recommendation for me so I can let my CEO and other executives know the status.” (He also made the observation that male attorneys are more likely to avoid/postpone the call until they know something than females. Are women more likely to admit they don't know something than men? Is it gender or personal style? That's another conversation!)

This self-need to “appear competent” is prevalent in all professions and can be traced back to education and compensation. Educating people in teams is relatively recent, especially for lawyers, and rewarding on the basis of teamwork is still pretty rare in the professions and academia. There is still a chasm between technical knowledge ' with which students are filled to the brim ' and learning empathy and sensitivity. Too many lawyers still act as if it's all about them. That's how they've been taught ' and they need to “unlearn” this.

Ruth J. Simmons, president of Brown University, said, “If I'm interviewing and if they never stop talking, I will never hire them, no matter how qualified they are. If you cannot listen, you can't be the site of welcoming, nurturing, facilitating new ideas, innovation, creativity.”

Perceptions of Professionalism

We assume that all professionals of all generations aspire to a reputation of professionalism as part of perceived competence. My firm, Practice Development Counsel, conducted a survey on professionalism through generational lenses in the fall of 2011. Findings (summary report available upon request) revealed the following top ranked components of professionalism:

• When asked to define the components of professionalism, the #1 component selected by all generations is work ethic. While work ethic definitions can vary, all generations believe diligent work is a requirement.
• Number 2 is communication and listening skills. Notably, Gen Y/Millennial respondents selected this factor the most of the four generations, although that is not known as one of their generation's strong points.
• Number three is integrity. This was the second highest choice of Boomers. Subject matter knowledge/technical expertise was ranked much lower than these by survey respondents. Perhaps that was because it was expected in order to be in the game, or perhaps they focused more on behavior than knowledge in their responses.
• The appearance and demeanor factor was selected most often by Gen X. Apparently the generation that was early on labeled the “slacker generation” noted for grunge is now concerned with appearance and professional demeanor. This reflects the importance of appearances to a generation striving for promotions and leadership. Respect and fairness for others was also ranked high by Gen Xers.

Feedback in discussions I've participated in ' clearly anecdotal, not a validated survey ' indicate that professionals with broader interests tend to more easily gain the confidence of their clients. There is a perception that those professionals take better care, are more responsive and go the extra mile. Competence in these instances included courage to show vulnerabilities, empathy, “soft skills,” and (diverse) cultural awareness and sensitivity.

Impact of Social Media

We see the “whole person” emphasis playing out in what's perceived to be successful on social media. There are people who post mostly about their accomplishments; and there are the more successful one in developing engagement and relationships who convey diverse interests or a strong passion, curiosity and generosity to educate others. This is also an effective formula for client-attracting website bios as well as social media profiles.

So how do we advise, coach, mentor, and train the professional rising stars? Let's go back to the mindset of how professionals and executives were perceived in “the good old days” before money became the dominant scorecard and “trusted adviser” became a new buzz phrase rather than an assumed main ingredient in a professional relationship. As the Canadian marketing director said, those who reach their potential “will be the ones who approach the world with a curious, rather than a pompous or overly confident nature.”

Different skill needs are rising to the top: communication in various media, new forms of problem-solving and critical thinking, cross-cultural (national, ethnic, generational, religious, gender and diversity of thought) and cross-functional skills and flexibility. These must be more than buzzwords, but rather, truly understood and embraced.

If senior partners and the leadership lack inspirational, role-playing, mentoring and coaching interest and capability, it will have to come from another level or outside the firm.

Those who coach junior professionals, whether the coaches are partners, managing directors, professional development or marketing staff or outside trained coaches, need to emphasize development of the whole person: interests, personality, behavior ' soft skills as well as facts, process, and strategic thinking. They need to shift the definition of competence from “knowing it all” to knowing how to provide what the client needs, whatever and whoever that entails. And they need to remember that “liking” or empathy is one of the six principles of effective persuasion or influence.

We can't expect an overnight epiphany or easy shift for people exhibiting some behavior styles. But with coaching and recognition mechanisms in place, significant strides can be made which will both take the pressure off individuals to put up a front of knowing it all and neglecting their personal side. The result will be serving clients better while more comfortably attracting new ones.

At a program I recently attended, I heard a psychiatrist and performance coach say that the “system” (the work world) is designed to make people “appear competent” rather than, in my words, versatile or interesting or curious. He said that most people are not comfortable with their humanity and vulnerability, and are not ready when opportunity appears.

On balance, is this state of affairs emphasizing data and technical expertise a benefit or hindrance to successful professional services talent and business development? I see the positive side as emphasizing capabilities, depth of experience and a focused approach. However, the downside is that it discourages people from pursuing outside interests and making contributions that will fulfill them, leading to wanting to do and accomplish more. It makes them narrow individuals who don't have places to hang out and talk with prospective clients. And it makes it more difficult to develop trusting relationships, which tend to be based on the whole person.

Does the innate need to appear “competent” help or hinder a professional's ability to develop business, develop future talent and give superior service to clients? Competence is undoubtedly good, but do we need a new definition of “competence”? And do you think this is a discussion that young professionals and business executives would benefit from hearing and contributing to?

The Meaning of Competence

The business world is changing. “We used to believe that competence meant you knew all the answers relating to your craft, whatever that was,” said a Canadian law firm marketing director. “Over the years, however, the average consumer is realizing that it is a far more human condition to be expert, but not know it all,” she added. “This is because the world around us is extremely dynamic … circumstances can change in almost an instant.” The world's knowledge base is multiplying quickly. Under those conditions, how can anyone honestly say they have all the answers? And are all the necessary answers to be found in books or with a Google (Bing, Yahoo, YouTube, etc.) search? Of course not. Many competence components are human performance (also known as “soft”) skills.

Those who appreciate this reality, those who are not afraid to declare that they don't necessarily have all of the answers, but are willing to continue to learn and grow and make an educated guess, are more likely to be considered credible today by an increasingly skeptical marketplace. This shift in expectations is indicated by all the client surveys responses saying essentially “I wanted a trusted adviser ' someone who knows my business and understands the conditions in which I must seek solutions.” They don't necessarily expect all the technical answers to be in the head of one person. Knowing where to find the answers and being responsive is another aspect of competence.

Consider the example of Gen Y/Millennials (and Gen Xers in their mid-30s) who tend to turn to their “community” network for input when they don't have an answer at the ready. Between their collaborative education ' previous to law school ' and general digital orientation, this is the natural approach to them. They think they “know everything” because they draw on a network.

Changing Expectations

Another marketing director reported to me a conversation with the general counsel of her firm's largest client. He made an interesting observation. When he had been in private practice, he frequently did not call a client back immediately because he didn't know the “answer” and didn't want to appear incompetent. Now that he is on the other side, he said, “I just want the lawyers to call me and let me know they are working on it and when they expect to have the answer/recommendation for me so I can let my CEO and other executives know the status.” (He also made the observation that male attorneys are more likely to avoid/postpone the call until they know something than females. Are women more likely to admit they don't know something than men? Is it gender or personal style? That's another conversation!)

This self-need to “appear competent” is prevalent in all professions and can be traced back to education and compensation. Educating people in teams is relatively recent, especially for lawyers, and rewarding on the basis of teamwork is still pretty rare in the professions and academia. There is still a chasm between technical knowledge ' with which students are filled to the brim ' and learning empathy and sensitivity. Too many lawyers still act as if it's all about them. That's how they've been taught ' and they need to “unlearn” this.

Ruth J. Simmons, president of Brown University, said, “If I'm interviewing and if they never stop talking, I will never hire them, no matter how qualified they are. If you cannot listen, you can't be the site of welcoming, nurturing, facilitating new ideas, innovation, creativity.”

Perceptions of Professionalism

We assume that all professionals of all generations aspire to a reputation of professionalism as part of perceived competence. My firm, Practice Development Counsel, conducted a survey on professionalism through generational lenses in the fall of 2011. Findings (summary report available upon request) revealed the following top ranked components of professionalism:

• When asked to define the components of professionalism, the #1 component selected by all generations is work ethic. While work ethic definitions can vary, all generations believe diligent work is a requirement.
• Number 2 is communication and listening skills. Notably, Gen Y/Millennial respondents selected this factor the most of the four generations, although that is not known as one of their generation's strong points.
• Number three is integrity. This was the second highest choice of Boomers. Subject matter knowledge/technical expertise was ranked much lower than these by survey respondents. Perhaps that was because it was expected in order to be in the game, or perhaps they focused more on behavior than knowledge in their responses.
• The appearance and demeanor factor was selected most often by Gen X. Apparently the generation that was early on labeled the “slacker generation” noted for grunge is now concerned with appearance and professional demeanor. This reflects the importance of appearances to a generation striving for promotions and leadership. Respect and fairness for others was also ranked high by Gen Xers.

Feedback in discussions I've participated in ' clearly anecdotal, not a validated survey ' indicate that professionals with broader interests tend to more easily gain the confidence of their clients. There is a perception that those professionals take better care, are more responsive and go the extra mile. Competence in these instances included courage to show vulnerabilities, empathy, “soft skills,” and (diverse) cultural awareness and sensitivity.

Impact of Social Media

We see the “whole person” emphasis playing out in what's perceived to be successful on social media. There are people who post mostly about their accomplishments; and there are the more successful one in developing engagement and relationships who convey diverse interests or a strong passion, curiosity and generosity to educate others. This is also an effective formula for client-attracting website bios as well as social media profiles.

So how do we advise, coach, mentor, and train the professional rising stars? Let's go back to the mindset of how professionals and executives were perceived in “the good old days” before money became the dominant scorecard and “trusted adviser” became a new buzz phrase rather than an assumed main ingredient in a professional relationship. As the Canadian marketing director said, those who reach their potential “will be the ones who approach the world with a curious, rather than a pompous or overly confident nature.”

Different skill needs are rising to the top: communication in various media, new forms of problem-solving and critical thinking, cross-cultural (national, ethnic, generational, religious, gender and diversity of thought) and cross-functional skills and flexibility. These must be more than buzzwords, but rather, truly understood and embraced.

If senior partners and the leadership lack inspirational, role-playing, mentoring and coaching interest and capability, it will have to come from another level or outside the firm.

Those who coach junior professionals, whether the coaches are partners, managing directors, professional development or marketing staff or outside trained coaches, need to emphasize development of the whole person: interests, personality, behavior ' soft skills as well as facts, process, and strategic thinking. They need to shift the definition of competence from “knowing it all” to knowing how to provide what the client needs, whatever and whoever that entails. And they need to remember that “liking” or empathy is one of the six principles of effective persuasion or influence.

We can't expect an overnight epiphany or easy shift for people exhibiting some behavior styles. But with coaching and recognition mechanisms in place, significant strides can be made which will both take the pressure off individuals to put up a front of knowing it all and neglecting their personal side. The result will be serving clients better while more comfortably attracting new ones.