But there is a problem with this theory, too: it implies that some firms will grow faster than others over long periods, because they possess durable competencies that are difficult to imitate.But that is not so.
The X factors of high potentials not only don't show up in leadership competency models, but also are difficult to teach and learn, particularly in a classroom setting.
While many of these competencies may seem obvious, they are difficult for leaders to master because to do so would require them to act against their nature.
Furthermore, the amount of psychosocial elements such as neglect, family disturbance, the nature of preexisting and subsequent attachment patterns, special competencies, etc., is difficult to be assessed or taken into account.
First companies must identify core competencies, which provide potential access to a wide variety of markets, make a contribution to the customer benefits of the product, and are difficult for competitors to imitate.
The first step requires identifying core competencies, which meet these three requirements: they provide potential access to a wide variety of markets, make a contribution to the customer benefits of the product, and are difficult for competitors to imitate.
Wilkinson [ 49] maintains that without the right tools to assess competency it is difficult to know if nurses are safe to practice.
With regard to the development of competencies, it has been found that developing competencies is more difficult in completely virtual settings than in blended ones.
Acknowledging that the requirements on competency are very difficult to achieve, the Swiss guidelines reduced the minimum requirement to 15 extractions a year [ 20].
2. If you're struggling to answer competency questions, draw a mind map It can often be difficult to describe core competencies when put on the spot in an interview.
