ABSTRACT
Organization demand changes throughout a company’s history. The planned organizational demands of growing a national chain of clinical offices that had led to one set of leadership decisions had to be rapidly revised to create leadership skills requiring developing new product offerings, sales approaches, and program implementation. Translating strategy into competencies need not be a complex process. It begins by identifying a source of behavioral science knowledge within the organization or involving a third-party partner who can facilitate the process. A retiring CEO and his internal successor embarked the organization on creating a new strategy and business model. Lacking a background in behavioral science, the executives and their teams often end up creating a mashup of personality traits, values, and behaviors to try to define their success as leaders in their organizations. A foundational principle of strategy-driven leadership development is that different business strategies require different organization capabilities to be successful.
