Andrew Luxem
FREESKILL v1.0UPDATED 2026-08

Values & Competencies

Values and Competencies turns abstract principles into observable, job-relevant behavior, then calibrates how that behavior changes by role and context.

Values fail when they describe personality, similarity, or a slogan instead of work. People cannot apply a label such as excellence consistently unless the model shows what a person does, what evidence demonstrates it, and where the useful boundary sits.

This playbook separates values, competencies, behavior, and evidence. It defines examples for individual contributors and people managers, names underused and overused expressions, tests productive tensions, and keeps approval visible before the model enters hiring or reviews.

A value becomes operational only when two people can recognize the same behavior without judging personality or fit.

SIGNALS YOU NEED THIS
The value list is mostly abstract nouns and adjectives.
Hiring or review conversations rely on culture fit instead of job-relevant evidence.
Managers agree with the principles but apply different standards to the same behavior.
REPLACES
Poster values, personality labels, and people criteria that change with the reviewer.
PAIRS WITH
Think Big, Goals, Annual Reviews, and Making Great Hiring Decisions.