The BRM Competency Model
The BRM Competency Model lists the competencies and traits that can be expected from people who perform the role of a business relationship manager, regardless of their title. This version of the model shows the competencies that BRMs should aspire to. To see the full model, complete with traits, competency levels, and information about how to effectively use the model, access the full article here.
Evolves culture through sharing a purposeful narrative and storytelling
Identifies and designs desirable, reinforceable behaviors
Cultivates a network of influential relationships
Commits to continuous personal growth and learning
Understands and effectively applies organizational development techniques
Understands the organization, politics, influencer(s), energy sources, and culture
Builds and nurtures trusting, authentic, and meaningful relationships
Leverages, expands, and connects internal and external relationships
Understands and effectively applies appropriate interpersonal and interaction techniques
Understands the Value Framework and how to utilize it within the organization
Discovers opportunities and shapes demand to increase organizational value
Realizes results through value-driven decision making and execution
Defines, gathers, reports, and analyzes metrics and measurements
Communicates and celebrates the accomplishments and learnings
Understands the organization’s industry and environment it operates in
Advances the organizational model, strategy, capabilities, and operations
Understands and makes use of how decisions and priorities are made
Influences strategies based on shifts in the industry and organization
Encourages others to demonstrate leadership to satisfy personal and organizational purpose
Validates and drives actions that reinforce strategies to satisfy purpose
Click on a column to expand
What is a Competency Model?
A competency model is a tool used to describe, assess, and develop the knowledge, skills, and behaviors generally needed for someone to perform effectively in a given role. Organizations use competency models in many ways. They may use them to help describe the type of competencies they want in candidates they are considering hiring, or they may use them to assess the performance of employees and provide them a framework for future development. Other uses include considering what type and level of ability are needed from someone to effectively perform in a specific level of job function, perform a process, or contribute to a project. It is also useful for an individual to benchmark where they are currently in their career, identify areas of growth, make a plan, and track their progress.
The competencies in the framework are categorized by the four BRM capabilities:
- Evolve Culture
- Build Partnerships
- Drive Value
- Satisfy Purpose
There are two types of content that serve as the building blocks of the BRM Competency Model – competencies and traits:
- A competency is an identifiable and standardized set of traits an individual needs to effectively perform a specific role – in this case, the BRM role. A competency can be broken down into a set of traits.
- A trait is an identifiable, measurable quality that a person can improve with effort and perseverance.
There are three types of traits:
- Knowledge – These are concepts and facts that an individual gains through experience and/or education.
- Skills – These are expressed as expertise or abilities to do something well.
- Mindsets – These are mental attitudes or beliefs that guide and influence how people handle growth and learning situations.
Every competency has a collection of traits and the BRM Competency Model uses four levels when describing the continuum of every trait – Explorer, Beginner, Practitioner, and Master. The table below defines how an individual operates at each of the levels.
An individual who has significant exposure to and experience in the BRM role that applies, influences, and educates others on the concepts. Seen as a master, expert, and/or guru.
Focus | Influences and Educates | Shows How
Knowledge & Expertise | Solid organizational and industry acumen; shaping initiatives
Complexity of Challenges | Collaborates and Solves Complex Problems
Freedom to Act/Autonomy | Coaches, Shares Ownership, and Leads
Scope / Impact / Exposure | Vital
Triple Bottom Line (3BL) | Drives Inverse Purpose
Education / Aspiration | Achieve MBRM
An individual who has moderate exposure to and experience in the BRM role that applies the concepts. Seen as advanced, intermediate, and/or certified.
Focus | Applies Concepts | Does
Knowledge & Expertise | Solid organizational and industry acumen; leading initiatives
Complexity of Challenges | Collaborates on Complex Problems
Freedom to Act/Autonomy | Shares Ownership and Leads
Scope / Impact / Exposure | High
Triple Bottom Line (3BL) | Shapes Organization Evolution
Education / Aspiration | Achieve CBRM
An individual who has minor exposure to and experience in the BRM role that comprehends how to implement the concepts. Seen as an apprentice, basic, and/or foundational.
Focus | Comprehends and Understands | Knows How
Knowledge & Expertise | Good organizational and industry acumen; actively participate in initiatives
Complexity of Challenges | Collaborates and Solves Simple Problems
Freedom to Act/Autonomy | Requires Coaching
Scope / Impact / Exposure | Moderate
Triple Bottom Line (3BL) | Shapes and Ensures 3BL
Education / Aspiration | Achieve BRMP
An individual with minimal exposure to and experience in the BRM role, who is aware of the concepts. Seen as an explorer, novice, and/or rookie.
Focus | Aware of Facts | Knows
Knowledge & Expertise | Basic understanding of organizational and industry acumen; listens to initiatives
Complexity of Challenges | Collaborates on Simple Problems
Freedom to Act/Autonomy | Requires Training and Direct Guidance
Scope / Impact / Exposure | Low
Triple Bottom Line (3BL) | Basic Knowledge 3BL
Education / Aspiration | Take BRM Fundamentals
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