"But if we plan on creating an engaging career path for future Growth Leaders, we need a  process to provide objective feedback across the whole team. This is where the Growth Competency Model comes in."

"The Growth Competency Model provides a framework that can be used by Growth Leaders to identify and close gaps in their team, as well as to provide direct feedback and career development advice to their team members."

"Your goal as a leader is to build a well-rounded team that collectively avoids competency gaps."

"The best leaders deliver insightful feedback to team members in a way that shapes their entire organization and leads to maximum impact."

"Your ability to create individual Growth Loop Models as well as comprehensive, end-to-end Growth Models is paramount to shaping your Growth roadmap."

"in a Product role, you need to develop a deep understanding of the vision and roadmap of your product to solve customer problems in order to drive business impact."

"When a leader only focuses on the success of the end goal, they can reward the wrong people and end up hurting the entire team."

"Third, it helps you make the right personnel decisions that are informed by a consistent and structured rubric. Using a fixed rubric leads to more unbiased decision-making and feedback across the entire team."

"The second part of the Exponential Feedback Loop enabled by our Growth Competency Model is objectivity."

"Growth is multi-faceted and your team members will need to lean on different skills throughout the ascension of their careers."

"On a Growth team, the ability to mold your product and marketing to fit an ever-changing channel landscape is critical."

"The three competencies in this quadrant are Channel Fluency, Experimentation, and Productizing Learnings."

"The best Growth practitioners understand the full landscape of available channels – across viral, paid, content, and sales – to identify and build high-performing loops."

"It doesn’t matter what industry or niche your company falls into, your team should be experimenting all the time."

"This includes curiosity and hypothesis generation around the levers that drive your product’s growth, organizing and prioritizing those experiments to maximize learning, designing experiments, and analyzing results."

"The key to long-term success as a Growth practitioner is your ability to make permanent changes to the product based on new knowledge or data."

"Timing is an important part of this competency because moving from a minimum viable experiment (MVE) to a scaleable, production-ready change can be resource-intensive and costly."

"For example, according to Patrick Moran, EIR at Reforge and former Head of Growth Marketing at Spotify, Spotify’s Discover Weekly automated playlists actually came from a hackathon idea and insights that showed people wanted more ways to discover new music."

"However at the tutoring company WyzAnt, customers didn’t want to share that their kid is seeing a tutor because of the societal stigma. Not understanding this simple customer motivation pushed us in the wrong direction and led to an ineffective invite platform."

"Successful Growth practitioners have expert-level knowledge of data, both qualitative and quantitative, and the tools used to extract that data."

"qualitative data coupled with experimentation provides the “why.”"

"Quantitative data provides the knowledge of “what” is happening in your growth model."

"“Make data practical for the teams they work with by having a growth model and use cases modeled in a structured way that makes instrumentation and data fluency really shine.”"

"For example, the level of motivation to use a product is related to the depth of the customer’s problem that your product solves."

"He believes that the best Growth Leaders can navigate and leverage the difference between perceived and actual user psychology or motivations."

"Understanding how to talk to different audiences in a unique way builds on top of insights gained from other aspects of Customer Knowledge."

"Growth Strategy is a long-term view of how your company grows, invests in growth, and will need to adapt in the future to continue growing."

"The three Growth Strategy competencies are Growth Loop Modeling, Capital Allocation & Forecasting, and Prioritization & Roadmapping."

"Growth Loops, and your end-to-end Growth Model, are some of the most critical pieces of your growth strategy."

"Are we a marketing-driven growth organization, a product-driven organization, or something else entirely?"

"The Growth Model is one of the first areas I encourage companies to invest in building out and a key skill to build as a Growth practitioner."

"If they have other loops that need to be nurtured then it doesn’t make sense to focus energy on creating a new loop. This saves them time, focus, and most importantly: money."

"First, your ability to generate revenue is driven by how large you grow your userbase and how effectively you monetize them."

"Being adept at capital allocation and forecasting can help your company more than most Growth practitioners realize."

"Knowing how to build a plan that balances both long-term investments and short-term successes is a unique skill that Growth practitioners need to hone."

"The final quadrant of the Growth Competency Model is focused on organizational and functional alignment as well as rallying support across the company."

"The three competencies are Strategic Communication, Team Leadership, and Stakeholder Management."

"Communicating the strategic importance of Growth work can be challenging. This is because Growth is often less about big bets, which tend to be the “strategic” work of the company, and more about a systematic improvement of the levers in your Growth Model."

"“Being able to use data to make things feel clear and the ability to package experiments into a narrative of a strategic outcome sets the best growth professionals apart from those that are just transactionally owning a metric.”"

"Your job is to boost up your team when they win and learn something new, be their megaphone to the organization, and set them up for success with a clear strategy and goals."

"Stakeholder Management is all about leveraging those around you as allies and supporters in your team’s objectives."

"It’s important to identify the Growth team’s stakeholders early and work with them to ensure their needs and requirements are being considered in your growth process."

"The second step is to align expectations across the organization so that everyone understands what you’re doing, even if they’re not ready to implement the whole thing yet."

"You can bring the Growth Competency Model into this existing evaluation process by focusing on the skills you want the person to develop."

"It’s important that other leaders understand exactly what exceptional performance in Growth looks like. Especially those involved in decisions like promotions, re-alignments, and other cross-team operations."

"The Growth Competency Model provides a MECE view of how to build a powerful Growth team and give that team effective feedback"

"As a leader, your job is to “read the room” and implement the Competency Model in a way that is best suited for your company, culture, and leadership style."

"Employee tenure is another aspect that you should consider when adapting the Growth Competency Model."

"One way to reconcile this problem is by scoring the importance of various competencies across employee experience levels."

"Remember, the role of a Growth practitioner is multifaceted and often ambiguous. With the Growth Competency Model and the Exponential Feedback Loop, you now have a clear, specific rubric to build thriving, retentive, and enthusiastic Growth teams."