Let’s be real for a second. Most professional development books are fluffy garbage. They’re filled with "visionary" platitudes that look great on a LinkedIn post but fall apart the moment you actually have to manage a difficult employee or fix a failing project. That’s why the FYI For Your Improvement book is such a weird, enduring anomaly in the corporate world. It isn't a book you sit down and read by a fireplace with a latte. It’s a massive, technical manual. It’s basically the "Diagnostic and Statistical Manual of Mental Disorders" but for your career.
If you’ve ever sat through a performance review at a Fortune 500 company and heard your manager use phrases like "Action Oriented" or "Conflict Management," they weren’t just pulling those terms out of thin air. They were likely quoting the Lominger Competencies, the backbone of the FYI system. Created by Michael M. Lombardo and Robert W. Eichinger, this book has survived decades of management fads because it doesn't care about your feelings. It cares about whether you can actually do the job.
What is the FYI For Your Improvement book actually trying to do?
Basically, the book breaks down professional human behavior into 67 distinct "competencies." Think of these as the building blocks of a successful executive. But here is the kicker: it also includes "Career Stallers and Stoppers." These are the things that get you fired or stuck in middle management forever.
It’s brutal.
Most people stumble upon the FYI For Your Improvement book when they’ve been told they have a "developmental need." That’s corporate-speak for "you're annoying your coworkers" or "you're great at numbers but terrible at leading people." The book doesn't just say "be nicer." It breaks down exactly what "skilled" looks like, what "unskilled" looks like, and—this is the part that actually helps—what "overused" looks like.
Yeah, you can be too good at something. You can be so "Results Oriented" that you leave a trail of burned-out bodies behind you. The book identifies that as a problem. It’s that level of nuance that makes it a staple for HR professionals and executive coaches worldwide.
The weird history of the Lominger Model
Lombardo and Eichinger weren't just guessing. They spent years at the Center for Creative Leadership (CCL) researching what actually makes a leader successful. They found that most people learn through the 70-20-10 rule.
- 70% of your learning comes from tough jobs and on-the-job experiences.
- 20% comes from people (mentors, bosses, feedback).
- 10% comes from actual courses and reading.
This is why the FYI For Your Improvement book is organized the way it is. It doesn’t just give you a list of books to read. For every competency, it gives you a list of "Development Remedies." These are specific, real-world assignments. It might tell you to "volunteer to lead a task force of people who don't report to you" to practice your "Motivating Others" skills. It’s about doing, not just knowing.
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Honestly, the first time you open it, it feels overwhelming. It’s thick. The layout is dense. It looks like a textbook from 1994. But that's because it's a reference tool. You don't read it cover to cover unless you're a masochist. You go to the index, find the thing you suck at, and read those four pages.
Why everyone talks about "Competency 1" or "Competency 53"
In certain corporate circles, these numbers are shorthand. If a recruiter says someone "lacks 53," they mean "Strategic Agility." If they say someone is "strong on 1," they mean "Action Oriented." It’s a coded language for the C-suite.
But there’s a downside. Because the book is so ubiquitous, it can lead to "cookie-cutter" leadership. Some critics argue that by trying to check all 67 boxes, leaders lose their unique edge. You end up with "beige" managers who are moderately good at everything but spectacular at nothing.
However, Eichinger and Lombardo would argue that you don't need to be skilled in all 67. Nobody is. The goal is to ensure your weaknesses aren't "deal-breakers" that stop your career in its tracks.
How to actually use FYI without losing your mind
If you’ve just been handed a copy, or you bought one because you’re tired of being passed over for promotions, don't try to fix everything at once. That's a recipe for burnout.
Pick two things. Just two.
Maybe you’re great at the work but you struggle with "Command Skills." Or maybe you’re a genius who is "Non-Strategic." Open the FYI For Your Improvement book to those specific sections. Look at the "Unskilled" descriptions. If they make you feel a little bit attacked, you’re in the right place.
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- Read the "Causes" section. It lists why you might be struggling with that trait. Is it lack of experience? A personal blind spot? Arrogance?
- Look for the "Substitution" strategies. If you’re never going to be great at "Detail Orientation," the book might suggest you find a partner who is, rather than trying to change your DNA.
- Choose one "Action" every week. If the book suggests "asking more open-ended questions" to improve "Listening," do that in every meeting for five days.
It’s about incremental changes. It’s boring work. It’s not as sexy as "disrupting the industry," but it’s how people actually get better at their jobs.
The "Overused" trap that most high-achievers fall into
This is probably the most insightful part of the entire FYI For Your Improvement book. It’s the idea that your greatest strength can become your biggest weakness.
Take "Ethics and Values." You’d think you can’t have too much of that, right? Wrong. The book points out that if you overuse this, you can become "judgmental," "self-righteous," or "rigid." You might spend so much time moralizing that you can't make a pragmatic business decision.
Or look at "Intellectual Horsepower." If you overuse it, you might come across as arrogant or someone who "talks down" to people who aren't as fast as you. This nuance is why the book is still relevant in 2026. It recognizes that leadership is a balancing act, not a destination.
Is the book still relevant in the age of AI?
You might think that a book written decades ago wouldn't matter in a world of generative AI and remote work. But human nature hasn't changed. "Managing Through Ambiguity" is a competency in the book that is arguably more important now than it was in the 90s.
Whether you are leading a team in person or via Zoom, the fundamentals of "Building Effective Teams" or "Drive for Results" remain the same. The tools change, the humans don't.
Actually, as technical skills become more automated, these "soft" competencies—the stuff the FYI book specializes in—become the only real competitive advantage left for human workers. You can't ask a chatbot to "Navigate Organizational Politics" for you. You have to do that yourself.
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A word of caution on the "Stoppers"
The back of the book contains the "Career Stallers and Stoppers." These are things like "Betrayal of Trust," "Defensiveness," or "Overdependence on an Advocate."
If you find yourself in this section, pay attention. These aren't just "areas for improvement." These are "career killers." The book treats these with a different level of urgency. It’s the difference between having a cold and having a structural leak in your house. One is an inconvenience; the other will bring the whole thing down.
Real-world application: A quick example
Imagine a mid-level manager named Sarah. Sarah is brilliant at tech but her team hates her because she micromanages. In FYI terms, she is likely overusing "Detail Orientation" and is unskilled in "Delegation" and "Developing Direct Reports."
The FYI For Your Improvement book wouldn't just tell Sarah to "trust more." It would give her a specific plan. It might suggest she "assign a task and don't check in for 48 hours" or "ask the employee how they would solve the problem before giving the answer."
It’s practical. It’s tactical. It’s like a workout plan for your professional personality.
Actionable Steps for Your Career
If you want to take this seriously, don't just leave the book on your shelf to look smart.
- Get a 360-feedback report. You cannot accurately judge your own competencies. You have blind spots. We all do.
- Identify your "Top 5" and "Bottom 5." Know what you're world-class at and what might get you fired.
- Focus on the "Stoppers" first. If you have a "Staller," nothing else matters until that is fixed.
- Use the 70-20-10 rule. Stop taking "Leadership 101" webinars. Go find a project that scares you and use the FYI book as your field guide while you navigate it.
The FYI For Your Improvement book isn't a fun read. It’s work. But if you're serious about moving up the ladder, it’s the most honest map you’re ever going to find. Most people will never do the hard work of looking in the mirror that this book requires. That’s exactly why doing it gives you such a massive advantage.