Competency Development Guide for Leaders

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Competency Development Guide for Leaders

The following guide provides a list of LeadershipCompetencies and their definitions and suggesteddevelopment activities

Strategic Excellence

Operational Excellence

Interpersonal Excellence Personal Excellence

Team Building


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Development Guide

As you develop a competency you should move through the following steps:

Step 1. Recognizing and Understanding the Competency

look for the competency in other people, in books, in films

study the competency target level descriptions and the developmental suggestions in this guide

Step 2. Seeing the Relevance to your Job

think of examples when you have demonstrated the competency in the past, think about what you havedone and what you could have done differently

ask your manager or other experienced people how you could apply the competency

get feedback on your own performance

Step 3. Planning & Experimentation

plan ahead: think of opportunities where you can practice the competency, if necessary look outside yourusual role/responsibilities for opportunities

consider if there is any knowledge or skill you need to gain or modify to deliver successfully on your currentaccountabilities

Step 4. Skill Practice

competencies are acquired through practice and perseverance, so be patient with yourself and practice


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Strategic Excellence

Develops and expresses a compelling and thoughtfulvision of the future based upon a thoroughunderstanding of customer needs, the competitivelandscape, internal linkages, systems, resources andsynergies and the innovation pipeline


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Competency: Exhibits Customer and Competitor Focus

Definition: Aggressively monitors the business environment to gather client and competitor information and usesthis intelligence to inform business decisions

Development Activities:

Formal Training Study competitive advantage in the global marketplace with a focus on marketing strategy ... behavioral aspects such as customer orientation,

competitor orientation

Study how the military strategy development to determine that anticipates competitor responses to your actions. One of them is not to get sofocused on your competitors that you lose sight of what's most important -- understanding and giving customers what they want.

Reading Competitive Strategy by Michael E. Porter (Jan 19, 2004)

Crafting and Executing Strategy : The Quest for Competitive Advantage - Concepts and Cases (Strategic Management: Concepts and Cases)by Jr., Arthur A Thompson, A. J. Strickland III, and John E Gamble (Jun 24, 2005)

Becoming a Customer-Focused Organization by Craig Cochran (Jan 2006) Trust-Based Selling: Using Customer Focus and Collaboration to Build Long-Term Relationships by Charles H. Green (Hardcover - Nov 17,

2005)

Built for Growth: Expanding Your Business Around the Corner or Across the Globe (Hardcover)by Arthur Rubinfeld (Author), Collins Hemingway

Customer Mania!, It's Never Too Late to Build a Customer-Focused Company, Ken Blanchard, KenBlanchard.com.

Work Related

Understand the customer, define your customer base, recognize the customers needs, and listen to the customer Recognize the competitors position and value proposition

Use competitor information to define a customer focus, develop a strategy, deliver on customer commitments, remove barriers to deliveringquality customer services

Determine how to focus on customer satisfaction that can unify the entire supply chain. Many global competitors are conquering markets onexactly that basis

Improve your customer service team, hire the right people who are customer oriented, train and reward for delivering superior customer service


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Definition: Uses a broad understanding of key business processes an inter-relationships to generatebusiness opportunities


Formal Training: Applying Systems Thinking and Common Archetypes to Organizational Issues,

http://www.iseesystems.com/Store/training/ApplySysThink.aspx. Online learning.

Systems Thinking Seminar. Linkage Incorporated

Reading: Johan Wallin, Business Orchestration: Strategic Leadership in the Era of Digital Convergence, John Wiley & Sons 2006 (Chichester,

England) Rafael Ramirez & Johan Wallin, Prime Movers: Define Your Business or Have Someone Define it Against You, John Wiley & Sons

2000 (Chichester, England)

Internal Linking: Thinking Inside The Box, Contributed by Wayne Hurlbert, 2005-01-10, http://www.seochat.com.

Applied Systems Thinking, Curt McNamara ([email protected]) Based on a paper presented at the 1998, International Society forthe Systems Sciences Conference, ISSS Home Page. http://www.tc.umn.edu/~ahler002/tft~1.htm

http://www.pegasuscom.com/aboutst.html

Work Related: Practice using the mental tools and mental models

Use systems thinking to examine a current process or work project

Observe someone else using systems thinking models

Receive coaching from someone with expertise in systems thinking

Competency: Recognizes Internal Linkages and Uses Systems Thinking
http://www.iseesystems.com/Store/training/ApplySysThink.aspxhttp://www.iseesystems.com/Store/training/ApplySysThink.aspxhttp://www.seochat.com/mailto:[email protected]://www.tc.umn.edu/~ahler002/tft~1.htmhttp://www.tc.umn.edu/~ahler002/tft~1.htmhttp://www.tc.umn.edu/~ahler002/tft~1.htmhttp://www.tc.umn.edu/~ahler002/tft~1.htmmailto:[email protected]://www.seochat.com/http://www.iseesystems.com/Store/training/ApplySysThink.aspx


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Competency: Fosters Innovation

Definition: Actively seeks out and encourages new ideas then visibly champions those ideas


Formal Training How can you turn your organization into an innovator? John Winsor, author of Spark: Be More Innovative Through Co-Creation, and

Marshall Van Alstyne, associate professor at Boston University and visiting professor at MIT, Published on: February 2007. WEBINAR,Adobe Acrobat (.pdf) http://solutionfinder.modernhealthcare.com/modernhealthcare/search/viewabstract/87357/index.jsp

Growth and Renewal: The 10 Faces of Innovation, Kelley, Tom, http://www.tenfacesofinnovation.com/thebook/index.htm

Reading

Making Innovation Work: How to Manage It, Measure It, and Profit from It by Tony Davila, Marc J Epstein, Robert Shelton -Business & Economics - 2005

Open Innovation: The New Imperative for Creating and Profiting from Technology, by Henry William Chesbrough - Business &Economics - 2006

Innovation and Organizing for Results by Frances Hesselbein - Business & Economics - 2001

Return on Ideas: A Practical Guide to Making Innovation Pay, by David Nichol, 13 April 2007.

Work Related Practice using innovation tools - www.debonogroup.com

Create some fresh ideas with innovative thinking - www.ideacrossing.com

Create innovative competitive advantage and differientation through innovation - www.innovationlabs.com

Increase your mental flexibility to use creative thinking

Approach problems with an open mind, avpid making quick decisions

Generate innovative ideas and solutions in self and others
http://solutionfinder.modernhealthcare.com/modernhealthcare/search/viewabstract/87357/index.jsphttp://www.innovationlabs.com/http://www.innovationlabs.com/http://solutionfinder.modernhealthcare.com/modernhealthcare/search/viewabstract/87357/index.jsp


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Competency: Expresses a Compelling Vision of the Future

Definition: Creates and communicates a persuasive picture of the future and the critical path to that future


Formal Training CEO Leadership Workshop: Driving sustainable innovation and revenue growth, http://www.turnaroundip.com/workshopceo.html

Strategic Change Workshop, http://iru.ingersollrand.com/instructorled/58530/58524.html

Reading Transforming the Company, Manage Change, Compete and Win by Colin Coulson-Thomas, published by Kogan Page, Tel. 01903

828800; Fax. 020 7837 6348; E-mail: [email protected] or on-line at www.ntwkfirm.com/bookshop

Full Steam Ahead! Unleash the Power of Vision in Your Work and in Your Life, Dr. Jesse Stoner, coauthor with Dr. Ken Blanchard.http://www.kenblanchard.com/ignite/ignite_volume12_2005.html#30436

Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations by Ken Blanchard, Publisher: PrenticeHall: September 29, 2006, ISBN-10: 0-13-144390-9.

A Guide to Getting It: A Clear, Compelling Vision by Aziam Teresa

Work Activities Practice creating clear compelling visions for success and how to communicate a compelling vision

Identify a process for developing the scope of the vision;

Demonstrate how to think about the future of the organization in a systematic fashion;

Recognize how to formulate alternative visions and then how to pick the one that is right for the organization and all its constituencies

Define a process of implementing the vision and translate the vision into reality
http://www.turnaroundip.com/workshopceo.htmlhttp://www.ntwkfirm.com/bookshophttp://www.kenblanchard.com/ignite/ignite_volume12_2005.html#30436http://www.kenblanchard.com/ignite/ignite_volume12_2005.html#30436http://www.ntwkfirm.com/bookshophttp://www.turnaroundip.com/workshopceo.html


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Operational Excellence

Recognizes what needs to be done, creates

alignment across the organization, remove obstaclesthat impede progress, simplifies operationalprocesses and drives results that can be

benchmarked, measured and improved upon.


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Competency: Operationalizes Strategy

Definition: Translates high-level strategy into meaningful tasks and activities.


Formal Training Services Operations Strategy, http://www.mgmt.purdue.edu/academics/operations Supply Chain Management, http://www.apics.org/Education/Workshops/nationalworkshops.htm

Balanced Scorecard, http://www.balancedscorecard.org

Lean Six Sigma, http://www.6sigma.us/six-sigma-orlando.php, http://www.leanadvisors.com/Lean/tools/six_sigma.cfm

Operations Modeling, http://www.training-classes.com/programs/00/66/6688_object_and_data_modeling_workshop.php

Reading A strategic supply chain simulation model, Ritchie-Dunham, J.; Morrice, D.J.; Scott, J.; Anderson, E.G., Simulation Conference Proceedings, 2000.

Winter, Volume 2, Issue , 2000 Page(s):1260 - 1264 vol.2.

Operations Strategy: Competing in the 21st Century by Sara L. Beckman, Donald B. Rosenfield, Donald Barry Rosenfield, Donald Barry Rosenfield,May 2007

Operations Strategy by Nigel Slack, Mike Lewis, Pub. Date: October 2007.

Managing Business Process Flows: Principles of Operations Management (2006, 2nd ed.) Rav Anupindi, University of Michigan, Sunil Chopra,Northwestern University, Sudhakar Deshmukh, Northwestern University, Jan A. Van Mieghem, Northwestern University, Eitan Zemel, New YorkUniversity, Prentice Hall, 2006.

Operations Strategy: Practices and Principles, Jan Van Mieghem

Work Activities Identify the enterprise's direction and understands why this knowledge is important.

Align Personal Behavior With Organization's Strategy: Consciously adapts own behavior to organizational strategy to demonstrate a model of what theappropriate behavior looks like and to ensure consistency (i.e., if the customer is king, then models "customer first" behavior).

Set Strategic Direction: Ensures that the goals, priorities, and key activities of self and others in the organization align with the strategic direction.

Operationalizes Strategy for Others: Communicates to personnel at all levels of the organization about what strategic direction means for their work,and how it should help them set priorities on a day-to-day basis.

Addresses Organizational Forces: Anticipates and addresses organizational forces that may support or inhibit the implementation.
http://www.6sigma.us/six-sigma-orlando.phphttp://www.6sigma.us/six-sigma-orlando.php


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Competency: Manages Results

Definition: Executes plans by managing people and resources to consistently exceed expectations


Formal Training Managing for Results Workshop

Reading

Managing for Results (Paperback) by Peter F. Drucker Getting a Project Done on Time: Managing People, Time, and Results by Paul B. Williams

Supply Chain Cost Management: The Aim & Drive Process for Achieving Extraordinary Results by Jimmy Anklesaria (Hardcover - Nov30, 2007)

Work Activities

Develop an action plan for each of your key initiatives.

Review the performance measures currently used in your division Develop a clear picture of your own personal standards of excellence in your job.

Measure each accomplishment versus your goals.

Challenge yourself by taking part in a strategic project that goes beyond your usual areas of responsibility/expertise.

Analyze the effectiveness of your organization to determine if the structure and processes facilitate or hinder getting work done.

Create a task force to come up with new ways of increasing productivity, quality, etc.

Take a calculated approach to evaluating possible initiatives and anticipating potential obstacles.

Schedule a planning session with your management team to develop challenging goals in key success areas and develop a plan torealize the goals.

Set a long-term strategic goal and outline a business plan to achieve it.

Clarify your priorities in terms of the costs and the payoffs.

Evaluate the relative risks of a number of approaches.

Continually look for ways to change and improve processes to create sustained system improvements.


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Competency: Exercises Judgment & Decision-Making

Definition: Uses critical thinking and knowledge of the business to develop plans, solve problems, takedecisions, and manage risks


Formal Training

http://www.thethinkingcoach.com/seminars_programs.htm

Decisive Leadership: Using Creativity, Experimentation, and Data in Decision Making, Linkage.

Reading

Harvard Business Review on Decision Making by Peter Ferdinand Drucker, John Hammond, Ralph Keeney, and HowardRaiffa (Paperback - May 2001)

Decisions, Decisions: The Art of Effective Decision Making by David A. Welch (Paperback - Nov 2001)

Business Strategy: A Guide to Effective Decision-Making (The Economist Series) by Jeremy Kourdi (Hardcover - Oct 29,2003)

Communicating in Groups: Building Relationships for Effective Decision Making by Joann Keyton (Paperback - Jan 22,2002)

Work Activities

Know your biases and check your common errors in thinking

Define the problem and determine the root cause, use the 5 Whys.

Look for patterns and causes to determine alternatives

Conduct an historical analysis

Study decision makers - find someone who makes decisions effectively.

Define decision making models, and practice using them and get feedback
http://www.thethinkingcoach.com/seminars_programs.htmhttp://www.thethinkingcoach.com/seminars_programs.htm


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Interpersonal Excellence

Enrolls people in a collaboration that inspiresand engages their best efforts both as

individuals and teams, challenges people todevelop to their full potential, encouragesdebate, affirms the value of working together,

and sustains a thrilling and rewarding workenvironment that advances the corporateagenda.


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Competency: Communicates With Influence

Definition: Uses appropriate methods and strategies to communicate with and motivate others


Formal Training http://www.trainingclasses.com/programs/00/52/5221_communicating_with_influence_building_successful_interperson.php

Influence Strategies- http://www.trainingregistry.com/influence_training.html Influencing Others -http://www.trainingregistry.com/influence_training.html

Reading Power Talk: Using Language to Build Authority and Influence (Hardcover) by Sarah Myers McGinty (Author), Sarah Myers McGinty Ph.D

Guide to Managerial Persuasion and Influence (Guide to Series in Business Communication) by Jane P. Thomas (Paperback - Jul 16,2003)

Influence: Gaining Commitment, Getting Results, CCL Press, 2004, David Baldwin and Curt Grayson

Work Activities Increase your leadership impact by command attention of others

Ask for feedback on your influencing effectiveness and ask what you can do to improve

Use a variety of techniques to influence others. View influencing as a problem to be solved.

Seek assignments that give you an opportunity to lead a group or influence others

Be the first to ask questions or offer ideas in a meeting

Encourage your employees to come to you with ideas and then support the implementation of ideas you feel are viable

Dont back down quickly when you are challenged

Observe people in your organization who are highly influential, and model their behavior

Practice being more forceful in situations such as community events where the costs, risks, and implications are not as great as at work

Initiate new ideas, objectives, and projects with your manager and with your people and give compelling reasons for ideas

Gain support from others, before presenting your ideas to a group, explain it to a few colleagues and get their buyin and support

Be aware of your speaking style and your ability to be convincing especially senior leaders
http://www.trainingclasses.com/programs/00/52/5221_communicating_with_influence_building_successful_interperson.phphttp://www.trainingclasses.com/programs/00/52/5221_communicating_with_influence_building_successful_interperson.php


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Competency: Collaborates & Partners with Others

Definition: Works effectively with others from diverse disciplines, divisions and cultures to achieve Avaya goals andobjectives


Formal Training

Leadership Networking: Connect, Collaborate, Create - http://www.ccl.org/leadership Active Listening: Improve Your Ability to Listen and Lead - http://www.ccl.org/leadership

Gaining Clarity About Political Organizations: Dispelling the Negativity of Organizational Politics - http://www.ccl.org/leadership

Reading Leadership Networking: Connect, Collaborate, Create, CCL Press, 2007, Curt Grayson, David Baldwin

Active Listening: Improve Your Ability to Listen and Lead, CCL Press, 2006, Michael H. Hoppe

Leading Through Collaboration: Guiding Groups to Productive Solutions, by John P. Glaser

The Culture of Collaboration, by Evan Rosen

Work Activities Build effective relationships with others

Treat people fairly with respect

Develop effective relationships with your employees, be more approachable, take a personal interest in them

Develop effective relationships with colleagues in other departments and other areas of the organization, understand their business andwhat they do

Be aware of others cultures preferences and seek their buy-in before making decisions

Seek win/win solutions, adopt a more accepting view of others

Develop an effective relationship with senior management

Foster an environment of openness and trust

Be objective and nonevaluative in your day to day dealings with people


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Personal Excellence

Expresses and demonstrates unwaveringintegrity, professionalism, adaptability and a

personal commitment to Avayas sharedgoals and values while, at the same time,representing the company in a manner thatearns the respect and admiration ofcustomers, suppliers, employees, colleagues,

stockholders, the community and even thecompetition.


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Competency: Exhibits Integrity

Definition: Acts in a professional and ethical manner under all circumstances


Formal Training

Business Ethics Training Provides video training in business ethics, customer service, management, team building, and HR issues,www.media-partners.com

Business Ethics Training, Provides video training in business ethics, customer service, management, team building, and HR issues. Free

online previews, www.media-partners.com

Reading Credibility: How Leaders Gain and Lose It, Why People Demand It (Jossey-Bass Management) (Paperback), by James S. Kouzes, Barry Z.

Posner

Inspiring Leadership: Character and Ethics Matter by R. Stewart Fisher, Perry J. Martini

Integrity: The Courage to Meet the Demands of Reality by Henry Cloud, - Feb 7, 2006)

Work Activities Evaluate your own integrity and ethical behavior, model your beliefs through your behavior

Use honest communication to enhance your integrity

Make realistic promises and keep them Model ethical behavior

Keep confidential information private, dont promise confidentiality if you can keep it!

Make ethical decisions

Protect the organizations reputation

Protect confidential information

Stand up for others, especially your people when they need your support - avoid shooting the messenger

Resist the urge to rationalize poor ethical behavior

Follow your organizations code of ethics and apply it judiciously Hold yourself and others accountable for ethical behavior inside and outside the organization


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Competency: Demonstrates Adaptability

Definition: Effectively adapts to change; displays flexibility in dealing with people and situations


Formal Training Managing Chaos: Tools to Set Priorities and Make Decisions under Pressure Seminar - American-Management-Association.org

Change Management: Adapting to Change, http://www.bizhotline.com/html/change_management__adapting_to.html

Reading Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change, Chris Argyris

What Got You Here Won't Get You There: How Successful People Become Even More Successful by Marshall Goldsmith and Mark Reiter(Jan 9, 2007)

A Leader's Legacy by James M. Kouzes and Barry Z. Posner (Hardcover - Aug 18, 2006)

Work Activities

Reduce stress though adequate preparation and managing your time

Reduce your emotional involvement in stressful situations and address and deal with conflict

Reduce stress by using physical and emotional coping strategies such as breathing, exercise, diet, positive self talk, mental imagery andmeditating

Demonstrate self confidence, overcome reasons for lack of self confidence

Use your strengths to build on your success, deal constructively with failures and setbacks

Accept criticism openly and nondefensively Increase your flexiblity when interaction with others, listen to what they have to say, try to see their point of view.

Increase your adaptability to alternative solutions, when you approach a problem, remember there are many possible solutions

Learn to deal with ambiguous situations effectively, be ready to think on your feet when the situation calls for it.

Handle crises situations effectively

Recognize how to manage change effectively, address your own reactions to change, understand others resistance to change, andaddress their issues to overcome them.

Create a plan for change, gain commitment of key individuals, determine the readiness for change, implement systems and structuresneeded to make change happen efficiently

Involve others in the change process, communicate the change, and follow up to ensure the change has been successful


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Competency: Demonstrates Functional Expertise

Definition: Demonstrates and shares job knowledge and skills pertinent to his/her role at Avaya


Formal Training

Leadership for Technical Managers, Center for Creative Leadership

Reading

Execution: The Discipline of Getting Things Done by Larry Bossidy, Ram Charan, and Charles Burck (Jun 15, 2002)

Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't by Ram Charan (Hardcover - Jan 2, 2007)

Good to Great: Why Some Companies Make the Leap... and Others Don't, by Jim Collins

Work Activities

Use self assessment and self management skills to identify developmental needs, and continuously learn and develop yourself

Keep update on job knowledge and areas that impact his/her area

Develop self to demonstrate functional and technical knowledge and skills to do his or her job at a high level of accomplishment

Develop a strategic mindset, recognize broad implications of issues, analyze factors outside the business and apply strategic thinkingskills to opportunities

Demonstrate the ability to be innovative, increase your mental flexibilty, make use of existing information, challenge the way it hasalways been done philosophy, use logical and intuitive approaches, approach problems with curiosity and openness


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Competency: Exhibits Executive Presence

Definition: Displays maturity, confidence and composure in even the most challenging situations


Formal Training

Emotional Intelligence for Leadership Development, www.instituteod.com The Power of Executive Presence - developing your personal impact and influence, http://www.successtalks.com/power.html

Reading

Sixteen Characteristics To Help You Advance Up The Corporate Ladder Quickly And Effectively Through Increased Exposure, Visibility,And Self-Promotion, Joe Garfinkle.

Lions Don't Need to Roar: Using the Leadership Power of Personal Presence to Stand Out, Fit in and Move Ahead by D. A. Benton (Aug1, 1993)

Making Great Leaders, Daniel Goldman, www.haygroup.com/books_resources.

Work Activities

Be Aware That Gestures and Mannerisms Either Support or Sabotage What You Say

Become Conscious of What Your Body Language Says When You're in Front of a Group

Add Volume to Increase Authority

Identify Vocal Qualities That May Detract From an Overall Positive Impression

Recognize how others respond to you when you talk to them

Actively listen to others and ask questions, use silence to let them speak, take notes, fully listen.

Ask others opinions, use their suggestions and ideas, and give them the credit.

Act dont react in difficult situations, show respect, listen with understanding, and ask for help, summarize what was discussed, clarifyconcerns, and close for agreement.

In the challenging situations, size up the situation, get feedback from others who are closest to the situation, determine what is needed,define a plan of action, communicate the action, and implement the action with confidence. Be involved, and observe how effectively theaction plan is working, making adjustments to the plan along the way.
http://www.institute/http://www.haygroup.com/books_resourceshttp://www.haygroup.com/books_resourceshttp://www.institute/


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Builds Team Performance

Expresses and demonstrates a commitment to

creating a work environment that builds oncollective talents, leverages collective resources,

encourages self-examination and debate, forges

alliances and team-work and creates the synergiesacross the company necessary to implement the

strategic vision of the future.


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Competency: Builds High Performance Teams

Definition: Create a positive work environment that leverages talent and resources, and demonstrates leadership greatness toachieve success.


Formal Training Building Effective High Performance Teams - Ken Blanchard

Building High Performance Teams - David Sibbet, Grove Consultants International

Reading

A Manager's Guide to Improving Workplace Performance - Page 73, by Roger Chevalier - Business & Economics - 2007

Leading at a Higher Level: Blanchard on How to Be a High Performing Leader by Ken Blanchard - Business & Economics -

2006 The Manager's Pocket Guide to Organizational Learning by Stephen J. Gill - Business & Economics - 2000, THE

DREXLER/SIBBET TEAM PERFORMANCE MODEL

Work Activities

Develop work when needed, assign meaningful goals and projects, and encourage others to take responsibility and definessuccess in terms of the whole team

Actively take on a team leadership role and lead the team through stages of team development Learn effective team building tools and incorporate them into team meetings

Develop a high performance team assessment tool and evaluate the teams development process

Facilitate high performance team development and build team competence

Participate in Action Learning Teams to solve critical business challenges and learn new areas of the business

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Competency Development Guide for Leaders

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