EXAMPLE: Jane was hired as a help desk rep and eventually became the CIO. As such, while she is now responsible for the help desk (among many other things), the need for her to be able to perform help desk tasks is no longer a priority or necessity.
In fact, the less time she spends dealing with the details of the help desk, the better she will perform for the business.
In short: the higher in the org chart she traveled, Jane evolved from a technologist to a business person.
Her focus is now on WHY the help desk needs to do what it does, more so than on WHAT the help desk actually does (that’s left to Directors, supervisors and managers).
Leveraging that example, Jane’s demonstration of her ability to grow her acumen of required skills as well as her ability to leverage those skills to enable the business helped her progress within the organization.
What truly provided Jane the opportunities for advancement were not just the results of what she was able to do, but how she was able to generate those results.
When discussing HOW, we’re really discussing #3, Behavior