Monthly Archives: January 2014
There are many competencies that are needed to be effective and just having these 6 does not mean you don’t have or need others. I have identified 17 that I try to work on and develop in myself. However, these six are the ones that I have identified as critical for leaders to have for long-lasting, high level leadership success.
The best leaders are people that work on developing themselves. This takes self-awareness to know what skills they need to work on to go to a new level of leadership. It’s similar in marriage or parenting, taking responsibility for yourself and working on your own issues and building on your strengths leads to better relationships.
I am a campus pastor for a church that currently has five campuses. I have been with this church for over thirteen years and previous to that I was a manager in the business of banking and accounting for 15 years. These competencies are important for mid-level to executive level leaders. I have tried to define each in practical ways so that you can evaluate yourself on how you are doing with that particular competency.
Here they are:
- Defines objectives and strategies to meet customer/member requirements and organizational goals and objectives.
- Manages performance to achieve expected results.
- Keeps informed of performance through face-to-face meetings, written communications, analytical reports, and performance measures.
- Keeps supervisor informed of progress, issues, and potential problems.
- Maintains a cost/effective balance of controls and risk-taking to ensure effective and efficient operation within budget.
- Identifies and addresses areas of weakness that may affect organizational performance.
- Freely shares information with team members and superiors
- Takes full responsibility for results.
- Communicates an understanding of the other person’s interests, needs and concerns.
- Makes and meets commitments that contribute to addressing the other person’s interests, needs, and concerns.
- Takes time to get to know people and genuinely cares about them.
- Identifies and communicates shared interests and goals.
- Identifies and communicates differences as appropriate.
- Addresses perceived harm to the other person by fully acknowledging any harm done, clarifying intentions, and finding a suitable remedy that affirms the value of the relationship.
- Is quick to admit mistakes and errors.
- Asks for and gives forgiveness.
- Uses a win-win approach to resolving conflicts or conducting negotiations.
- Develops, maintains, and strengthens partnerships with others inside or outside the organization who can provide information, assistance, and support.
- Demonstrates honesty, keeps commitments and behaves in a consistent manner.
- Shares thoughts, feelings, and rationale so that others understand personal positions.
- Remains open to others’ ideas and opinions even when they conflict with their own.
- Clarifies responsibilities, authority, and expectations.
- Provides timely guidance and feedback to help staff accomplish a task or solve a problem.
- Provides guidance in how to strengthen knowledge and skills to improve personal and organizational performance.
- Provides new assignments and experiences to develop the employee’s capability.
- Communicates clearly & effectively and develops subordinates.
- Conducts performance appraisal and feedback on a regular basis.
- Provides helpful, behaviorally specific feedback to others.
- Works with employee behavior problems.
- Shares information, advice, and suggestions to help others to be more successful.
- Gives people assignments that will help develop their abilities.
- Regularly meets with employees/leaders to review their development progress.
- Recognizes and reinforces people’s developmental efforts and improvements.
- Expresses confidence in others’ ability to be successful.
- Helps others learn new systems, processes, or programs.
- Collaboratively works with direct reports to set meaningful performance objectives and then holds them accountable.
- Demonstrates an ability to control and filter emotions in a constructive way.
- Exhibits consideration of the feelings of others when/before taking action.
- Demonstrates recognition of the various psychological and emotional needs of people.
- Expresses feelings clearly and directly.
- Understands ones own fears and unhealthy emotions
- Is willing to get help when needed.
- Exhibits humility and persistence.
- Balances feelings with reason, logic, and reality.
- Demonstrates an appreciation of the differences in how others feel about things.
Establishing Focus/Setting Direction
- Acts to align own campus/department goals with the strategic direction of the organization.
- Ensures that people in the campus/department understand how their work relates to the organization’s mission.
- Ensures that everyone understands and identifies with the overall mission and values.
- Ensures that the campus/department develops goals and a plan to help fulfill the organization’s mission.
- Uses effective techniques to define outcomes and expectations.
- Clearly identifies the target and then sets objectives to focus on.
- Sets goals for self, campus/department and expects the same from all direct reports.
- Reviews those goals and objectives in regular one-on-one meetings with direct reports.
- Considers and responds appropriately to the needs, feelings, and capabilities of different situations.
- Relates well with others.
- Maintains confidentiality.
- Is likeable and approachable.
- Communicates in a clear way.
- Demonstrates consistency and fairness.
- Anticipates and resolves confrontations, disagreements, and complaints in a win-win way.
- Is tactful, compassionate and sensitive, and treats others with respect
- Provides timely and honest feedback in a constructive and non-threatening way.
- Listens with the intent of trying to understand before being understood.