Planning
Goals
Objectives
Outcomes
Stage
A goal without a plan is just a wish.
Planning involves envisioning the results you want to achieve, and determining the steps necessary to arrive at the intended destination—Success, defined uniquely by you.
3 overarching strategies that influence your plan design:
1. Talent Development
2. Leadership Transition
3. Organization Alignment
What skills do you need?
This Competency Builder is intended to serve as a flexible guide.
This section provides an overview of six competency categories, followed with 30 core competencies. Each competency provides a definition of its core function, management roles, behavioral indicators, and a leadership essential. Collectively, this is the competency framework.
The Competency Builder is formatted with Keywords to preface and qualify a topic, providing clues, which help to guide your understanding...
provides perspective on how a specific competency is (fundamentally) managed, at four levels and recommendations for development, transition, and mastery.
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Developing/Building a Competency framework provides clarification around the behaviors expected at different levels throughout the organization. There are two fundamental types of competencies: Behavioral and Functional. Developing a combination of both is required to be highly effective.
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Deep Dive
To get a better understanding of the many aspects of competency go to, More About Competency.
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Management Levels
Where do you start?
Management Levels references four broad categories of management, and provides perspective on how each specific competency is managed, including; management function, leadership style, development track, and a suggested competency builder.
Management Levels references four broad categories of management, and provides perspective on how each specific competency is managed, including; management function, leadership style, development track, and a suggested competency builder.
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Deep Dive
Take a deep dive into the many aspects of competency go to, More About Competency.
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Individual Talent takes personal responsibility, to operate effectively in their core function.
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Position: Staff
Status: Manage Self
Focus: Operational
Function: Core Competence
Capability: Standardize
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Individual Talent takes personal responsibility, to operate effectively in their core function.
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Development Track: Role Alignment
Align: Talent, ability, career goals, values; with Core mission, performance goals, skill requirements, culture.
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Competency Builder
Create a 'right-fit' skills enhancement initiative. Development strategies:
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Talent: Create a Development Strategy based on a Career Trajectory.
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Leadership: Create a Transition Strategy based on promotion readiness.​
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Organization: ​Create an Alignment Strategy to pursue a career opportunity.
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Foundational Competencies:
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Communication Skills
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Continual Learning
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Strategic Thinking
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Technical Credibility
The Transactional Level (also called managerial leadership), is where actual, routine tasks are accomplished. Managers ensure workers perform to preset standards, and provide corrective action, upon deviation.
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Position: Supervisory
Status: Manage Others
Focus: Compliance
Function: Productivity
Capability: Repeatable
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Management Function
First-Level Managers, must communicate performance standards and expectations, and give timely, constructive feedback on tasks and assignments.
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Leadership Style
Transactional leadership style is rooted in the value of order and structure, and typically relies on maintaining a status quo, in ensuring that everything goes as planned.
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Development Track: Goal Alignment
To achieve goal alignment, first-level managers need to effectively manage feedback, and conduct periodic reviews to ensure that performance goals remain SMART, and align with the overall vision.
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Competency Builder
Transactional Competency requires equal attention in Task and Behavior management, to effectively address supervision, organization and performance management.
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Transactional Competencies:
The Relational Level (Middle Management), is an intermediate position, reporting to the Executive Level and responsible for lower level staff. Their main duty is to implement company strategy in the most efficient way.
Position: Management
Status: Manage Process
Focus: Performance
Function: Measurement
Capability: Managed
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Management Function
Middle Managers:.drive an effective working environment; administer the work process; ensure compliance with organizational requirements; lead people, process and reporting to upper level management.
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Leadership Style
Relational Leadership is bringing people together to accomplish a common good. This style values ethical and inclusive practices, and acknowledges the diverse talents of team members.
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Development Track: Team Alignment
To achieve team alignment, mid-level management has to meet executive directives, through subordinates efforts. Their effectiveness hinges on the quality of relationships, actualized with Interpersonal Competency..
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Competency Builder
Relational Competency requires an ability to communicate, influence and negotiate at all levels of organization, expertise and interests, (with the intent to meet mission objectives).
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Relational Competencies:
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Adaptability
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Team Building
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Technical Credibility
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Influence & Negotiation.
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Transformational management is an approach to company leadership in which management leads the organization through a transformation in direction, processes or other critical elements of operation.
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Position: Executive
Status: Manage Organization
Focus: Improvement
Function: Administrative
Capability: Optimize
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Transformational leaders must not only guide the changes taking place in the organization but manage employee morale, which is often a challenge during times of change.
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Management Function
First-Level Managers, must communicate performance standards and expectations, and give timely, constructive feedback on tasks and assignments.
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Leadership Style
Transactional leadership style is rooted in the value of order and structure, and typically relies on maintaining a status quo, in ensuring that everything goes as planned.
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Development Track: Goal Alignment
To achieve goal alignment, first-level managers need to effectively manage feedback, and conduct periodic reviews to ensure that performance goals remain SMART, and align with the overall vision.
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Competency Builder
Transactional Competency requires equal attention in Task and Behavior management, to effectively address supervision, organization and performance management.
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Transformational Competencies:
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Visioning
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Developing Others
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Problem/Solution
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Business Acumen
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Coalitions
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What does success look like?
Behavior (objectively) demonstrates levels of proficiency, measured against the performance standard. Behavior Indicators are descriptions of how a (particular) competency is expected to performed. These guidelines provide a (clear) perspective of how to identify and assess performance effectiveness.
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Behavior Impacts Performance in three ways:
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Sustained: directed towards improving efficiency, getting things done right, organizing and standardizing, maintaining quality.
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Accelerated: directed at improving effectiveness, driving change and improvements, creating a vision and excitement.
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Hindered: reaction to a perceived threat (in the workplace). It accounts for all the wasted effort, the negative behaviors of people in their jobs.
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Four categories to guide understanding of how a competency should work:
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Mindset
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Discipline
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Teamwork
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Composure
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Aspirational to Inspirational!
Leadership is about influencing people to improve their performance and achieve better results. Leaders achieve this by influencing behaviour and effecting behaviour change. Leadership comes from all level in the organisation.
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An aspirational component, unique to each competency.
While the intent is not to minimize or downplay the importance of striving for excellence in all 28 leadership competencies, it is often difficult to focus on more than a few competencies at the same time. Attributes and Traits
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"...based on the idea that at different points in their development, potential leaders need to focus on excelling at different skills. For example, a lower-level manager should focus on driving for results while top executives should focus on developing a strategic perspective".
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Leadership is about influencing people to improve their performance and achieve better results. Leaders achieve this by influencing behaviour and effecting behaviour change. Leadership comes from all level in the organisation.
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Alignment: (Organization):
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Culture: (Savvy) Initiative, Interactive, Responsive, Diverse
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Maturity/Capability: (Team Build)
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Empower: (Develop Others)
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Transition (Adaptable)
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(Cognitive)Sensitive
Awareness
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