LEADERSHIP
DEVELOPMENT
INITIATIVE
REPORT
2 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 2 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
EXECUTIVE SUMMARY I OVERVIEW Recommendations, Background, Leadership Imperative & Rationale II METHODOLOGY Terms, Process, Leadership Sessions & Leadership Survey III LEADERSHIP MODEL Themes, Clusters & Competencies IV LEADERSHIP PROFILES Core & Role Competencies V LEADERSHIP MAP Success Indicators, Skills & Knowledge VI NEXT STEPS Leadership Learning Guides, Curriculum & Strategies
APPENDIX 1. RFR LEADERSHIP QUESTIONNAIRE
2. RFR LEADERSHIP SURVEY SUMMARY
3. RFR LEADERSHIP MAP
Prepared by Dr. Gordon A. McIntosh Canadian Association of Fire Chiefs
[email protected] July, 2010
3 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 3 of 63
LEADERSHIP DEVELOPMENT INITIATIVE
EXECUTIVE SUMMARY
The effectiveness of Richmond Fire-Rescue (RFR) today and in the future depends on the capabilities and depth of its leadership capacity. In partnership with Human Resources, the RFR Leadership Model is part of RFR‟s Leadership Development Initiative (LDI). The purpose of the LDI is to ensure that RFR has the leadership capacity to deal with the challenges facing the Fire and Rescue industry today and into the future.
Some of the overarching leadership challenges in the fire and rescue services that are facing the Department include:
Resource Challenges
Officer Attrition
Workplace Culture
Changing Technology
Community Expectations
Workplace Dynamics
The development of the RFR Leadership Model is based on the Canadian Association of Fire Chiefs (CAFC) Leadership Framework and the City of Richmond‟s competencies. Throughout the development of the Model it became very evident that a shift towards the people-focused competencies versus the task-focused competencies was required. This initiative is intended to assist the City and RFR to achieve the Vision, Missions and Values and to:
transform the workplace culture to on that is inclusive and values diversity position the city and RFR to provide exemplary services help employees realize their career potential be responsive, resilient and find opportunity in the challenges
The Model was developed with input, through a questionnaire completed by RFR employees and a series of meetings with a voluntary team of employees who are committed to the success of RFR and improving the leadership capacity. The components of the LDI include:
4 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 4 of 63
LEADERSHIP MAP
-application of the model to different leadership roles
LEADERSHIP
PROFILES -details to define, assess & develop individual competence
LEADERSHIP
MODEL -desired leadership competencies
LEADERSHIP PROGRAM
-recommendations for implementation
RFR LEADERSHIP DEVELOPMENT INITIATIVE
In order for the model to be successfully implemented, have impact and achieve the desired results the following next steps are recommended:
1. Leadership Assessment – individual assessments personal leadership capacity through the H.R. program
2. Leadership Learning – individuals develop actions for personal learning aims
3. Leadership Program – deliver a leadership program to operationalize the above guides.
Attention to top ranked leadership training needs would demonstrate the Department‟s commitment to the Leadership Development Initiative
4. Leadership Curriculum – integrated approach for training with Human Resources
5 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 5 of 63
LEADERSHIP MODEL
The RFR Leadership Model was developed with input from members throughout the Department. It has four themes, eight leadership clusters and 24 competencies.
Interpersonal Relationships COMMUNICATES CLEARLY Listens actively to others Articulates ideas and information Develops successful relations LEADS SELF Is credible Takes initiative for emerging issues Has an adaptive leadership style
Dynamic Groups
POWER OF TEAMS Builds group consensus Solves Problems Creates a shared vision
BELIEF IN PEOPLE Delegates responsibility to others Provides feedback (& recognition) Values differences among others
Strategic Direction
PLANNING AND ORGANIZATION Understands core business Sets priorities and goals Simplifies processes to achieve efficiencies
ACHIEVES RESULTS Allocates resources efficiently Works within the team Gets things done in a timely manner
Service Delivery SERVICE EXCELLENCE Builds public relations Assesses client / public needs Ensures sustainability of efforts
CONTINUOUS INNOVATION Acts ethically Coaches others to realize their potential Seeks continuous improvement
6 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 6 of 63
LEADERSHIP PROFILES Every position (role) in RFR has responsibilities for leadership, whether it is a Fire Fighter at a public education event, a Fire Prevention Officer conducting an inspection or more formal leaders positions such as the Captains, Battalion Chiefs, Deputy Chiefs or Fire Chief. Leadership profiles were generated through a Department-wide survey and validated by focus groups and management for the following positions/role:
Chief (C), Battalion Chief (BC) Fire Prevention Officer (FPO) Deputy Chief (DC) Captain (CA) Fire Fighters (FF)
RFR LEADERSHIP PROFILE CHART Ten core competencies were identified as the overall most important competencies for all profiles. “Role‟ competencies emerged for each leadership role (X). The Leadership Profile Chart presents immediate (O) and longer term career pathing „development‟ competencies (<). Some core compet-encies are displaced by positional competencies and are assumed (>) while others were simply not short listed (-). The significance of people-focused (versus task) competencies (underlined) is evident.
LEADERSHIP MAP
RFR Leadership Competencies CORE C DC BC CAP FPO FF
Listens actively to others X X X X X X X
Is Credible (believable and capable) X X X X X X X
Acts ethically (conforms to accepted standards) X > > X X X X
Articulates ideas and information X X X X > X >
Develops successful interpersonal relations X X X > X > X
Allocates resources effectively X O X O X O
Works within the team X O < X O X
Values differences among others - X O X O X
Seeks continuous improvement > X O X O X
Builds public relations X O < < X X
Provides feedback - - X X O <
Solves problems > > X O X O
Coaches others - X O X O <
Gets things done in a timely manner - - - - X X
Assess client needs - X O < X O
Sets priorities and goals - - X O X O
Delegates responsibilities to others - _ X X O < <
Understands core business - X X O < <
Has an adaptive leadership style (situational) - - - X O X
Takes initiative for emerging issues X O < < < <
Ensures sustainability of efforts X O < < < <
Creates a shared vision X O < < < <
Builds group consensus
Simplifies processes to achieve efficiencies
7 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 7 of 63
The RFR Leadership Map (see extract below) describes exemplary performance in every competency along with key training terms for each RFR Leadership Role to:
align the Department‟s leadership capacity with its strategic directions guide personnel in assessing their personal development needs help supervisors provide feedback and coaching facilitate development of organizational succession planning inform the development of training curriculum and courses RFR LEADERSHIP MAP (extract)
LEADERSHIP PROGRAM Some follow-up suggestions for the RFR Leadership Development Initiative include:
develop RFR Leadership Assessment Guides for personnel to conduct a personal leadership review to identify personal strengths and areas for development
develop RFR Leadership Learning Guide for employees with supervisors to develop a personal learning plan as part of the annual performance appraisal process
conduct a Department-wide basic leadership development program whereby individuals conduct a personal assessment and develop a personal learning plan
identify priority leadership development needs based on the outcomes of the leadership program above and develop a 2011 in-service training program
identify existing opportunities for development of each competency to prepare a fire service-specific leadership training calendar in partnership with Human Resources
If you have any questions regarding the RFR Leadership Development Initiative please contact Deputy Chief Kim Howell at [email protected] or (604) 303-2762. For inquires concerning the CAFC Leadership Framework please contact Gordon McIntosh at [email protected] or (250) 655-7455.
COMPETENCY CHIEF CAPTAIN FIRE FIGHTER
1. Influences Others
To persuade, convince or impress others in order to obtain support.
Seeks opportunities to collaborate with others to transmit important messages to the community
Assesses circumstances and tailors method of communication for maximum effectiveness
Hears both what is said and what is not said. Picks up on other side’s perspective quickly
Training Options: Interpersonal relations, Human Psychology, Active listening, Presentations, Public Speaking & Debating Skills
8 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 8 of 63
I. OVERVIEW This report highlights the efforts of the Richmond Fire-Rescue (RFR) to develop a leadership model as part of its Leadership Development Initiative (LDI). RFR retained Gordon A. McIntosh PhD, Leadership Development Coordinator of the Canadian Association of Fire Chiefs (CAFC) to undertake the leadership modeling process. The report includes:
I. OVERVIEW – recommendations, background and rationale II. METHODOLOGY – competency defined, CAFC Framework, process and steps III. LEADERSHIP MODEL – themes, clusters and competencies IV. LEADERSHIP PROFILES – leadership roles and positional competencies V. NEXT STEPS – suggestions for follow-up
SUMMARY OF RECOMMENDATIONS The RFR Leadership Model is simply the foundation for the RFR Leadership Development Initiative. Some follow-up suggestions include:
Develop RFR Leadership Assessment Guides for personnel to conduct a personal leadership review to identify personal strengths and areas for development. This resource will enable everyone to immediately use the RFR Leadership Model.
Develop a RFR Leadership Learning Guide for employees with (or without) supervisors to develop a learning plan as part of their annual performance appraisal. This will focus employee and supervisor attention on leadership development.
Conduct a Department-wide introductory leadership development program for individuals to conduct a personal assessment and develop a learning plan. A one day program would get everyone on the same page with the Leadership Development Initiative. A complementary RFR Mentor program would enhance senior officer support for member leadership development.
Identify priority leadership development needs based on the outcomes of the introductory leadership program and develop a 2011 in-service training program. Attention to top ranked leadership training needs would demonstrate the Department’s commitment to the Leadership Development Initiative.
Identify existing training opportunities for each competency to prepare a fire service-specific leadership training calendar in partnership with Human Resources. This on-line inventory would enable members to take advantage of existing opportunities to pursue their learning aims.
9 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 9 of 63
PROJECT BACKGROUND The future effectiveness of fire and rescue services is dependent on the appropriate leadership abilities of officers to deal with a rapidly changing and complex environment. The identification of the contemporary leadership qualities of outstanding officers is needed to:
Provide strategic directions to guide leader and organizational actions
Develop a system to recruit and retain quality staff
Clarify expectations to effectively coach for performance excellence
Ensure value for money in training and development efforts A leadership model specific to Richmond Fire and Rescue leaders would help to:
identify the changing leadership requirements at all levels of the Department
assess current and future member and Department leadership capacity
assist members and Department determine leadership training priorities
design leadership support to enhance member leadership potential The purpose of the RFR leadership Development Initiative is to: “Ensure that RFR has the leadership capacity to deal with the challenges facing the Fire and Rescue industry today and into the future.” Gordon McIntosh PhD, of the Canadian Association of Fire Chiefs (CAFC) was retained to facilitate a leadership modeling process to produce:
A RFR Leadership Model of the desired competencies of an effective member
RFR Leader Profiles for different leadership roles
RFR Leadership Map of criteria to assess competence in each RFR competency
RFR Leadership Program to implement the Leadership Development Initiative The key considerations for developing the RFR Leadership Model included:
Seeking Department-wide awareness and input to the modelling process
Linking leadership competencies with corporate/department strategic directions
Aligning the outputs with the City of Richmond’s leadership development efforts
Ensuring the practicality of products for implementation by the Department
Contributing to the body of knowledge concerning fire service leadership
Adhering to I.A.F.F.- Local 1286 Collective Agreement and policies The RFR Leadership Development Initiative Committee is comprised of:
Name Position
Chair - Kim Howell Deputy Chief
Jim Wishlove Deputy Chief
Carol Hama Manager, People Development Human Resources
Dianne Malone Manager, Human Resources
Cory Parker I.A.F.F. Local 1286 President
10 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 10 of 63
THE LEADERSHIP IMPERATIVE
Department members at all levels play a pivotal role in achieving the Department‟s strategic and service delivery success. Some of the overarching leadership imperatives in the fire and rescue services that are facing the Department include:
Resource Challenges – the Department must maximize its use of resources and constantly enhance its access to scarce funding. All RFR members need to be contributing to continuous improvement efforts for maximize operational efficiency.
Officer Attrition – the Department must deal with an unprecedented turn-over of senior officers and loss of operational knowledge due to retirements. The Department and members require a road map for career development and eligible officer readiness.
Workplace Culture – the traditions of the service are changing with dynamic societal influences and new member values. The Department requires a leadership capacity to embrace and respond to changing and competing values.
Changing Technology – the way we do business is rapidly changing communications, strategies and operations. The Department and officers require skills and strategies to strategically responding the rapid and complex changes.
Community Expectations – the high regard for fire and rescue services is constantly subject to public scrutiny. All members need to recognize their leadership contribution to and accountability for the reputation and performance of the Department.
Workplace Dynamics – different cultures and generations make for a diversity of interests and needs in the hall and at an incident. Everyone requires skills and tools to work effectively with other people and in teams.
These leadership challenges require attention to equipping all members to:
Know Expectations – clearly articulated criteria which guide member actions and their performance. People want to know, not guess what is expected of them to generate less personal stress and reinforce their value to the Department.
Receive Feedback – shared success indicators to facilitate performance feedback and celebrate achievements. Validated criteria based on role, not subjective, expectations generate more meaningful feedback.
Have a road map – defined requirements for different leader roles to guide individual career pathing and Department succession planning. Members require tools to assess their personal strengths and areas for improvement in current and future leader roles.
Have a tool bag – skills combined with experience effectively respond to different leadership situations. Members need to be able to adapt their leadership approach to different situations just as they would adjust their tactics for various incidents.
The leadership imperative is not unique to RFR and its members, but an effective response by the Department requires a defined approach specific to RFR needs.
11 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 11 of 63
RATIONALE for RFR LEADERSHIP DEVELOPMENT
Leadership and professional competencies are different. A leadership competency model establishes a shared understanding of the qualities critical for leadership performance. It complements tactical or technical skills required of members and officers. The RFR Leadership Development Initiative (LDI) Committee established the following rationale for conducting a leadership modelling process as the foundation for the Leadership Development Initiative:
Providing strategic directions to guide exemplary service
Promoting a positive work environment for employee retention and recruitment
Developing criteria to promote performance excellence
Ensuring consistent attention to leadership development
The LDI Committee was guided by the following statements:
The purpose of the Leadership Development Initiative is to ensure that RFR has the leadership capacity to deal with the challenges facing the Fire and Rescue industry today and into the future.
The Leadership Development Initiative was established: To address the leadership and diversity components of the cultural transformation plan (previously objectives defined in RFR’s 2007-2008 Strategic plan)
RFR LEADERSHIP MODEL RATIONALE
1. EXEMPLARY SERVICE
Link leadership requirements to strategic goals Embrace global best practices Align personal and Department needs Increase self and Department confidence Maximize effectiveness & efficiency
2. RECRUITMENT & RETENTION Clarify position expectations
Criteria to recognize exemplary leadership Identify suitable candidates
Steps for succession planning Requirements to be leader in Fire Services‟
3. PERFORMANCE EXCELLENCE
Establish indicators of competence Basis for providing meaningful feedback Set benchmarks for comparative analysis Identify member strengths & weaknesses Systemic requirements for good leadership
4. LEADERSHIP DEVELOPMENT
Develop an overall leadership curriculum Tools for self-assessment Guides for coaching others Priorities for in-service training Assessing the relevance of existing programs
ELEMENTS of the LEADERSHIP MODELING PROCESS
The RFR Leadership modelling process produced the following outputs:
Leadership Model – desired qualities of any RFR member – see III
Leadership Profiles – application of the model to different leader roles – see IV
Leadership Map – details to define, assess and develop competence – see V
Leadership Program – suggestions for the Leadership Development Initiative – see VI
12 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 12 of 63
KNOWLEDGE
KNOWS IT
Has understanding
Depth of awareness
COMPETENCY
CHARACTERISTICS
SKILL
CAN DO IT
Acts proficiently
Quality of outcomes
BEHAVIOUR
LIVES IT
Modeling the way
Consistency of actions
ABILITY
DOES IT
Adapts to situations
Willingness to act
II. METHODOLOGY
This section defines the terms, process steps and survey methods employed to develop and validate the RFR Leadership Model, Profiles and Map during 2009 and 2010.
TERMS - COMPETENCY DEFINED
Competency-based models can be used to determine leadership requirements and development opportunities. The term „competency‟ is used to capture a particular combination of - knowledge, skills, abilities and behaviours of exemplary leaders:
Knowledge – understands key concepts (for example – a problem solving model)
Skill – uses techniques to apply the concept – (convergent thinking strategies)
Ability – adapts techniques to a variety of situations – (group dynamics)
Behaviour – displays competence and mentors others – (teaches facilitation)
Display 1 COMPETENCY DEFINED
Other terms used in the RFR leadership modelling process include:
Success Indicators – exemplary performance in observable or measurable terms
Competence – degree to which a person is assessed to achieve the success
13 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 13 of 63
CAFC
LEADERSHIP
LONG LIST
RFR
LEADERSHIP SHORT LIST
RFR LEADERSHIP
MODEL
PROCESS STEPS
A „reductionist‟ approach was used to develop a customized leadership model RFR using the CAFC Leadership Framework. The steps include:
Competency Long List – identifying relevant knowledge, skills, abilities and behaviours of outstanding fire and rescue leaders
Competency Short List – determining the key (24) leadership competencies of an effective RFR leader
Competency Model – determining key leadership clusters to generate the general structure of the RFR Leadership Model and organize the short listed competencies
Display 2
RFR LEADERSHIP MODEL DEVELOPMENT
1. CAFC Competency Long List to RFR Short List
A fire service leadership competency menu developed by the Canadian Association of Fire Chiefs (CAFC) based on nation-wide input contains a list of 240 competencies categorized into 8 clusters. It was used as the starting point to generate the RFR Leadership Model
Twenty-two people from different levels throughout RFR attended a May 28/29, 2009 Leadership Modeling Workshop. Participants selected 10 items from each cluster to describe ideal RFR leaders and produced a long list of 80 competencies (8 clusters X 10 competencies). Participants agreed to 3 items for each cluster to produce a short list of 24 leadership competencies to describe desired RFR leadership qualities.
14 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 14 of 63
2. RFR Leadership Model
Workshop participants ranked their highest preferences from the short list of 24 competencies. The top 8 items established the „leadership cluster‟ titles of a draft leadership model. Each leadership cluster was discussed and three competencies were selected from the short list for each (3 competencies X 8 clusters). The resulting 24 competencies and 8 themes represented the „draft‟ RFR Leadership Model.
The „draft‟ RFR Leadership Model was compared to the leadership framework used by the City. With the help of Human Resources, some RFR terminology was adjusted for competency areas that were similar. It was acknowledged that some competencies were the same as other leaders throughout the City while others were distinct to fire services. This observation reinforced the value of developing the RFR-specific leadership model.
The „draft‟ RFR Leadership Model was also compared to the national fire service leadership model created by the Canadian Association of Fire Chiefs. Some wording was adjusted, where appropriate, for similar competencies. 75% of the competencies were similar. This observation validates the fire service nature of the Leadership Modelling Workshop output while supporting the merits of customizing a leadership model specific to the needs of RFR.
Most importantly, the RFR Leadership Model must be relevant to the RFR context. Validation by members was viewed as critical to its potential application.
LEADERSHIP SESSIONS
The Leadership Development Committee and Management Team felt it was important to inform members of the Leadership Development Initiative to hear any concerns, gain their support and solicit member involvement in the leadership modeling process. Several sessions were conducted with over 80 members in attendance during June 2009 that included:
An overview of leadership imperatives in fire services to substantiate the importance and relevance of the Leadership Development Initiative
An exercise for people to appreciate the value of having a variety of leadership skills to deal with different leadership situations
A summary of the CAFC leadership modeling process and products as an illustration of the process to be undertaken by RFR
Generally there was an interest among participants in the Leadership Development Initiative as a life-learning opportunity, means to deal with current challenges and a road map for career development.
15 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 15 of 63
LEADERSHIP SURVEY
A „RFR Leadership Questionnaire’ (see Appendix 1) solicited perceptions of members towards the content of the RFR Leadership Model by asking them to rate the importance of each competency on a scale of 1-5 (5 = high) and to select 8 critical competency choices for their current leader role. The cumulative importance ranking of items is used to validate the content of the leadership model. The critical choice frequencies provide a consensus view of the „core‟ RFR leadership competencies and establish profiles for various leader roles.
Importance Ratings - „cumulative importance means‟ range from 3.65 to 4.60 indicating all competencies are relevant and should be retained in the RFR Leadership Model.
Critical Choices – „cumulative frequencies‟ range from 23 to 137 indicating all competencies are significant and should be kept in the RFR Leadership Model.
The RFR Leadership Survey generated 242 complete questionnaires (see display below). 95 respondents completed a questionnaire for their own position. 147 people filled it out for another position to obtain various vantage points – subordinates and supervisors for each position.
Display 3
RFR LEADERSHIP SURVEY RESPONSE
TARGETED ROLE RESPONDENTS
Incumbents Other TOTAL
CHIEF 1 2 3
DEPUTY CHIEF 2 7 9
BATTALION CHIEF 3 28 31
CAPTAIN 27 79 106
FIRE FIGHTER 53 25 78
FIRE PREV. OFFICER 9 6 15
TOTAL 95 147 242
16 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 16 of 63
III. LEADERSHIP MODEL
LEADERSHIP THEMES
The RFR Leadership Model (see next page) revolves around 4 key leadership themes:
Interpersonal Relationships – dealing effectively with others
Dynamic Groups – facilitating team effectiveness and harmony
Service Delivery – maximizing effectiveness and efficiency
Strategic Direction – balancing competing demands and expectations
Display 4 RFR LEADERSHIP MODEL
The „Interpersonal Relationships‟ and „Dynamic Groups‟ themes highlight the importance of people-approach to leadership in fire services while Service Delivery and Strategic Direction indicate more of a task approach. Together, the task and people approach reflect the duality of effective situational leadership. The effective leader must have a variety of leadership approaches to deal with diverse conditions and human dynamics.
INTERPERSONAL RELATIONS SERVICE DELIVERY
COMMUNICATES CLEARLY
Listens actively to others Articulates ideas and information Develops successful relations
SERVICE EXCELLENCE
Builds public relations Assesses client / public needs Ensures sustainability of efforts
LEADS SELF
Is credible Takes initiative for emerging
issues Has an adaptive leadership style
CONTINUOUS INNOVATION
Acts ethically Coaches others to realize their
potential Seeks continuous improvement
DYNAMIC GROUPS STRATEGIC DIRECTION
POWER OF TEAMS
Builds group consensus Solves problems Creates a shared vision
PLANNING AND ORGANIZATION Understands core business Sets priorities and goals Simplifies processes to achieve
efficiencies
BELIEF IN PEOPLE
Delegates responsibility to others Provides feedback (&
recognition) Values differences among others
ACHIEVES RESULTS
Allocates resources efficiently Works within the team Gets things done in a timely manner
17 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 17 of 63
IV. LEADERSHIP PROFILES
This section describes the leadership competencies for 6 leader roles within RFR. It describes the competencies for each leadership role based on the input of:
the RFR Leadership Survey – the importance ranking and critical choice results of incumbent and others created the base profiles
Focus Group Reviews conducted in May 2010 with a cross section of members confirmed the content of the base profile
Management reviewed the base profiles in June, 2010 to finalize the RFR Leader Profiles.
LEADERSHIP ROLES
A single leadership model cannot reflect the distinct leadership functions of different RFR positions. Six leader roles were established by the Leadership Development Committee to reflect the common RFR leadership responsibilities. These leader roles can be captured for comparative purposes to the four CAFC Fire Service Leader Roles:
Display 5
CAFC/RFR LEADER ROLES
RFR DUTIES LEADERSHIP ROLE
CHIEF
Budget Overall Oversight Strategic Plan Political Liaison Public Relations Spokesperson
STRATEGIC PERSPECTIVE DEPARTMENT/CORPORATE CONTEXT EFFECTIVENESS (Priority) FOCUS
DEPUTY CHIEF BATTALION CHIEF
Information Flow Incident Command Personnel Matters Resource Allocation Strategic Priorities Work Programs
OPERATIONAL PERSPECTIVE MULTI-TEAMS (District) CONTEXT EFFICIENCY (Resource) FOCUS
CAPTAIN
Work Plans Supervision Customer Service Staff Safety Staff Training Resource Deployment
TACTICAL PERSPECTIVE TEAM (Station) CONTEXT SERVICE (Delivery) FOCUS
FIRE PREVENTION OFFICER & FIRE FIGHTER
Daily Schedules Team Work Service Delivery Peer Support Personal Relations Customer Service
SERVICE PERSPECTIVE SERVICE (Team) CONTEXT TECHNICAL (Response) FOCUS
18 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 18 of 63
LEADERSHIP COMPETENCIES
Leader profiles enable a leadership model to be translated into more meaningful expectations for different positions. The survey frequency of top ranked competencies among incumbents, subordinates and supervisors created a short list of competencies for each leader role. The Management Group‟s review of survey data and its expectations for leadership in each role resulted in the final RFR Leader Profiles containing core and positional competencies.
Core Competencies
The leadership competencies that have a frequency greater than four among the six emerging leader profiles are deemed to be the core competencies. The five resulting core leadership competencies reinforce the notion that some leadership qualities are significant across all or numerous leader roles. They also indicate common areas for training among all members albeit with different applications. For example, a Fire Fighter needs to be aware of personal accountability while a Chief must develop systems to ensure everyone Is Credible.
Display 6
RFR CORE LEADERSHIP COMPETENCIES
Assumed Competencies
Positional competencies can displace core competencies. The displaced competencies are labelled „assumed‟ competencies and are noted because it should not be assumed that incumbents or candidates for a leader role have these leadership foundations.
Positional Competencies
The positional competencies are non-core competencies that provide insights to the distinct leadership requirements of the six RFR leader roles. In some cases the positional competencies are unique to a role such as the Chief. In other instances, they may be shared with another adjacent position such as the Deputy Chief with the Battalion Chief because they have a similar operational oversight focus. Some positional competencies are shared with several other leader roles but from a different organizational (Chief), operational (Deputy & Battalion Chiefs), tactical (Captain) or service (Fire Fighter) context.
Listens actively to others
Is Credible (believable and capable)
Acts ethically (conforms to accepted standards)
Articulates ideas and information
Develops successful interpersonal relations
19 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 19 of 63
LEADER PROFILES
Chief
The Chief is responsible for strategic planning, political liaison, operational oversight, and budgeting of the entire Department. The survey data for this position came from the incumbent and 5 subordinates. All top incumbent ranked competencies were the same (*) as subordinates indicating a high degree of agreement regarding the Chief leadership role.
This profile has the most (3) positional competencies - Ensures sustainability of efforts, Takes initiative for emerging issues and Creates a shared vision that parallel the essence of the CAFC Strategic Leader Profile. Builds Public Relations are shared with Captain and Fire Firefighter from a community rather than client context. Works within the team and Allocates Resources Effectively are shared with others from an organizational versus operational viewpoint.
The Chief Profile contains four of the five core competencies and the assumed competencies Acts Ethically should not be ignored in mastering Chief leadership readiness and success. 70% of the profile reflects a people leadership bias reflecting the importance of the Chief‟s interaction with others within and outside the Department.
Display 7 CHIEF LEADER PROFILE
Creates a shared vision among different interest *
Is Credible (believable and capable) *
Listens actively to others *
Builds Public Relations *
Takes initiative for emerging issues or opportunities *
Allocates resources efficiently *
Works within the team *
Articulates ideas and information *
Develops successful interpersonal relations *
Ensures sustainability of efforts *
Note: This Profile could benefit form obtaining more input from other vantage points such as members and other people that the Chief interacts with such as Department Heads, City Manager and Council members.
People-focused competency & _____ = Core Competency
20 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 20 of 63
Deputy Chief
The Deputy Chief is responsible for the coordination of resources, business planning and oversight of assigned functions of the Department. The survey data for this position came from 2 incumbents, 6 subordinates and 1 supervisor. Eight top incumbent ranked competencies were the same as subordinates (*) indicating a high degree of agreement regarding the Deputy Chief leadership role. The Management Group replaced Builds group consensus, Creates a shared vision and Has an adaptive leadership from the survey-based profile with (+) Understands core business, Seeks continuous improvement and Assess client/public needs to reflect more of its Departmental oversight leadership expectations.
Positional competencies– Understands Core Business and Delegates responsibility are shared with Battalion Chief and overall the Deputy Chief Leader Profile parallels the systems operation nature of the CAFC Operational Leader Profile, similar to the Battalion Chief. Several other positional competencies - Assess client needs, Coaches Others, Seeks continuous improvement and Values differences among others are shared with others from an operational versus service context.
The Deputy Chief Leader Profile contains four core competencies and the assumed competencies Acts Ethically should not be ignored in mastering Deputy Chief Leadership readiness and success. 80% of the Deputy Chief profile reflects a people-focused leadership approach indicating the importance of this position‟s internal and external relationships.
Display 8
DEPUTY CHIEF LEADER PROFILE
Is Credible (believable and capable)
Delegates responsibility to others *
Values differences among others *
Coaches others to realize their potential *
Seeks continuous improvement + *
Listens actively to others *
Articulates ideas and information + *
Develops successful interpersonal relations *
Understands core business +
Assesses client/public needs + *
Battalion Chief
People-focused competency & _____ = Core Competency
21 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 21 of 63
The Battalion Chief (Chief Fire Prevention Officer and Chief Training Officer) is responsible coordinating resources to and overseeing the operation of a number of halls in one area to achieve strategic directions. The survey data for this position came from 4 incumbents, 26 subordinates and 2 supervisors. Eight of the top incumbent ranked competencies were the same as subordinates (*) indicating a high degree of agreement. Six competencies were the same as supervisor perceptions (^) indicating less alignment. Four competencies were added (+) – Listens actively to others, Articulates ideas and information, Understands core business, Provides feedback and Acts Ethically in place of the survey-based competencies - Takes initiative for emerging issues, Values Differences Among Others, Works within the team and Develops successful interpersonal relations during the Management Group review to better reflect its operational leadership expectations.
Positional competencies – Understands Core Business and Delegates responsibility are shared with Deputy Chief. The Battalion Chief Leader Profile parallels the systems focus of the CAFC Operational Leader Profile, similar to the Deputy Chief. Other positional competencies – Allocates Resources efficiently, Solves problems, Sets priorities and goals and Provides feedback are shared with others from an operational versus service context.
The Battalion Chief Leader Profile contains four of the five core competencies and the assumed competency - Develops Interpersonal relations should not be ignored in mastering Battalion Chief Leadership readiness and success. 70% of the Battalion Chief Leader Profile reflects a people-focused leadership approach indicating the importance of this position‟s interaction with senior officers and members or “acting in the middle!”
Display 9 BATTALION CHIEF LEADER PROFILE
Listens actively to others + *
Is Credible (believable and capable) * ^
Articulates ideas and information + *
Understands core business + *
Solves problems ^
Delegates responsibility to others * ^
Provides feedback (& recognition) + * ^
Allocates resources efficiently * ^
Acts ethically (conforms to accepted standards) + *
Sets priorities and goals + ^
People-focused competency & _____ = Core Competency
22 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 22 of 63
Captain
The Captain is responsible for the supervisor of staff, service delivery and resources of a station. The survey data for this position came from 27 incumbents, 70 subordinates and 9 supervisors. Seven of the top incumbent ranked competencies were the same as subordinates (*) and 8 were the same as supervisor perceptions (^) indicating a high degree of agreement regarding the Captain Leadership role. The Management Group inserted (+) Values differences among others in place of Solves problems to better reflect the team building expectations for this position.
The positional competency – Provides feedback is shared with the Battalion Chief, Six other positional competencies are shared with others from a tactical versus organizational (supervisor) or service (subordinate). Overall the Captain Profile parallels the coordinating nature of the CAFC Tactical Leader Profile.
The Captain Leader Profile contains four of the five core competencies and the assumed competency - Articulates ideas of Information should not be ignored in mastering Captain leadership readiness and success. 90% of the Captain Leader Profile reflects a people-focused leadership approach reflecting the team building nature of this position in motivating fire fighters to provide effective and efficient services.
Display 10 CAPTAIN LEADER PROFILE
Is Credible (believable and capable) * ^
Acts ethically (conforms to accepted standards) * ^ Has an adaptive leadership style (situational) * ^
Coaches others to realize their potential * ^
Provides feedback (& recognition) * Seeks continuous improvement ^
Listens actively to others * ^
Works within the team * ^
Values differences among others + ^ Develops successful interpersonal relations ^
People-focused competency & _____ = Core Competency
23 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 23 of 63
Fire Prevention Officer (FPO)
The Fire Prevention Officer is responsible for the delivery of services and program to prevent fires. The survey data for these positions was obtained through the input of 5 incumbents and 1 supervisor. Nine of the top incumbent ranked competencies were the same as the supervisor (^) indicating a high degree of agreement regarding the Fire Prevention Officer leadership role. Two competencies were added (+) – Builds public relations, and Sets priorities and goals in place of Seeks continuous improvement, and Coaches Others during the Management Group review to better reflect its service delivery leadership expectations.
The positional competencies – Gets things done and Builds public relations are shared with Fire Fighters. Four other positional competencies are shared with others from a service versus organizational (supervisor) context. Overall this profile parallels the front line program and service delivery focus of the CAFC Service Leader Profile, similar to the Fire Fighter.
The Fire Prevention Officer Leader Profile contains four of the five core competencies and the assumed competency - Develops Interpersonal relations should not be ignored in mastering FPO leadership readiness and success. The FPO Leader Profile reflects a balanced task/people-focused leadership approach. Consequently, its leadership expectations appear more task-oriented than any other RFR position
Display 11 FIRE PREVENTION OFFICER LEADER PROFILE
Is Credible (believable and capable) ^
Acts ethically (conforms to accepted standards) ^
Articulates ideas and information
Listens actively to others ^
Allocates resources efficiently ^
Gets things done in a timely manner ^
Solves problems ^
Sets priorities and goals + ^
Assesses client/public needs ^
Builds Public Relations + ^
People-focused competency & _____ = Core Competency
24 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 24 of 63
Fire Fighter
A Fire Fighter is responsible for ensuring they are ready along with peers and operational equipment to respond to emergency situations. The fire fighter is also responsible to provide other services that contribute to harm prevention such as public education initiatives and conduct inspections. The survey data for this position came from 53 incumbents and 77 supervisors. Nine of the top incumbent ranked competencies were the same as the supervisor (^) indicating a high degree of agreement regarding the Fire Fighter leadership role. One competency – Values differences among others was inserted (+) by the Management Group in place of Solves problems to better reflect the team player expectations of this position.
The positional competency – Gets things done is shared with Fire Prevention Officers to parallel the front line program and service delivery focus of the CAFC Service Leader Profiles, similar to the FPO. Five other positional competencies are shared with others from a service delivery versus tactical (supervisor) context.
The Fire Fighter Leader Profile contains four of the five core competencies and the assumed competency – Articulates ideas and information should not be ignored in mastering FPO leadership readiness and success. 70% of the Fire Fighter Profile reflects a people-focused leadership approach reflecting the interpersonal relations as team player to deliver services with others.
Display 12 FIRE FIGHTER LEADER PROFILE
\
Works within the team ^
Is Credible (believable and capable) ^
Gets things done in a timely manner ^
Acts ethically (conforms to accepted standards) ^
Listens actively to others ^
Develops successful interpersonal relations ^
Seeks continuous improvement ^
Builds Public Relations ^
Has an adaptive leadership style (situational)
Values differences among others + ^
People-focused competency & _____ = Core Competency
25 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 25 of 63
LEADERSHIP INSIGHTS
It is important to note that all leadership competencies are relevant to each leadership role. The RFR Leader Profiles merely attempt to get at the critical competencies for success. The RFR Leadership Profile Chart also reveals „positional‟ competencies that are distinct to a leader role.
Display 13 RFR LEADERSHIP PROFILE CHART
People-focused competency Core Competency
CODES: X = Top ten leadership competency; O= area for succession development; > assumed core competency; < development competency for longer term career
enhancement; & - non-core competency that is not short listed
RFR Leadership Competencies CORE C DC BC CAP FPO FF
Listens actively to others X X X X X X X
Is Credible (believable and capable) X X X X X X X
Acts ethically (conforms to accepted standards) X
> > X X X X
Articulates ideas and information X X X X > X >
Develops successful interpersonal relations X X X > X > X
Allocates resources effectively X O X O X O
Works within the team X O < X O X
Values differences among others - X O X O X
Seeks continuous improvement > X O X O X
Builds public relations X O < < X X
Provides feedback - - X X O <
Solves problems > > X O X O
Coaches others - X O X O <
Gets things done in a timely manner - - - - X X
Assess client needs - X O < X O
Sets priorities and goals - - X O X O
Delegates responsibilities to others - _ X X O < <
Understands core business - X X O < <
Has an adaptive leadership style (situational) - - - X O X
Takes initiative for emerging issues X O < < < <
Ensures sustainability of efforts X O < < < <
Creates a shared vision X O < < < <
Builds group consensus
Simplifies processes to achieve efficiencies
26 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 26 of 63
Some RFR Leader Profile comparison highlights include:
The Chief Leader Profile has the most (six) positional competencies primarily related to the overall strategic nature of the position.
The Deputy Chief Leader Profile reflects both some strategic elements of the Chief Profile and operational oversight of the Battalion Chief Profile. The Deputy Chief Profile comparison to the Chief profile reveals six development competencies that would require attention to achieve the competence required to be a successful Chief.
The Battalion Chief Profile has leader qualities that are shared both with the Deputy Chief and the Captain. This observation highlights the „managing in the middle‟ challenge revealed in the CAFC study of fire service leadership. The Battalion Chief Profile analysis highlights four development competencies required to advance to the Battalion Chief position.
The Captain Leader Profile shares four positional leadership competencies with Fire Fighter suggesting a closer alignment of leader expectations with front line service providers than more senior officer positions. This observation is consistent with the CAFC leadership study finding that the shift from Fire Fighter to Captain can be a difficult transition – in particular to be less hands on. The Captain Profile analysis highlights four development competencies required to advance to the Captain position.
The Fire Prevention Officer Leader Profile has leader qualities that are shared with the Fire Fighter. All these positions deliver programs and services directly to the public.
The Fire Fighter Leader Profile reflects both some strategic elements of the Chief Profile and operational oversight of the Battalion Chief Profile. The Fire Fighter Profile comparison to the Captain profile reveals two development competencies that would require attention to achieve the competence required to be a successful Captain.
All RFR leadership competencies are required to be a well rounded RFR leader and competencies that were not short listed (-) for a profile should still be considered within individual personal and Department leadership development efforts.
A significant overall observation is the dominance of people-leadership competencies within all the profiles. There is an equal number of people and task-focused RFR competencies and it is evident that both incumbents and others perceive a high degree of relevance for a people over a task-leadership approach. That is not to say that task aspect of current fire service training should be reduced, but rather that skills and tools to deal with the human element should be enhanced. Just as there is a checklist for tactical training, a road map is required for effective leadership development.
27 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 27 of 63
V. LEADERSHIP COMPETENCY MAP
The RFR Leadership Competency Map (see appendix 5) is a comprehensive chart of the expectations for each RFR leadership competency in each of the RFR leadership roles. Specific, observable behaviours were developed at a September 2009 workshop with a cross-section of RFR staff with some Human Resource people. The success indicators describe exemplary performance along with requisite knowledge and skills.
Success indicators were developed for some leader roles:
Chief - for this position and is relevant to the Deputy Chief
Battalion Chief for this position and is relevant to the Deputy Chief
Captain for this position with some relevance to Battalion Chief
Fire Fighter which is split into Junior and Senior levels
Display 14 RFR LEADERSHIP MAP (Extract)
PROVIDES FEEDBACK
Sr. Fire Fighter Captain Battalion Chief Chief
Provides feedback that they understand
Seeks feedback to ensure understanding
Provides two-way constructive feedback on performance that is delivered to promote success
Provides two-way constructive feedback on performance that is delivered to promote success
Provides two-way constructive feedback on performance to promote success
The Draft RFR Leadership Map has potential to be an important development and performance management tool. It can be used to:
define competence for different leadership roles
guide performance objectives to enhance personal performance plans
help supervisors provide feedback and coaching
facilitate development of an organizational succession plan
assist people to develop personal learning plans
The RFR Leadership Map requires more work to reflect the six RFR Leader Profiles
28 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 28 of 63
VI. NEXT STEPS
Implementation tools are required for individuals and supervisors use the RFR leadership Model in the workplace. The following briefly describes how the RFR Leadership Model, Profiles and Map can be further developed and/or implemented as part of the Leadership Development Initiative.
1. RFR Leadership Model and Profiles should be reviewed with competencies of this model be reviewed for compatibility with the I.A.F.F. - Local 1286 Collective Agreement. Afterwards, it should be widely promoted as the hall mark of the leadership Development Initiative. It should be reviewed every five years or when the government agenda changes.
2. RFR Leadership Map - Provides success indicators each RFR leader role based on the input of the Leadership Development Committee, leadership Modeling Workshop participants and cross referencing to the CAFC Leadership Competency Map and the City‟s leadership criteria. It requires further work to ensure all RFR leader roles are represented.
The TPS Leadership Profiles combined with the TPS Leadership Map enable individuals and supervisors to clarify job expectations, assess leadership performance, develop career paths, establish coaching relationships and target personal leadership learning opportunities. Some tools for development consideration include:
3. A Leadership Assessment Guide would facilitate the identification and assessment of leadership expectations for each leadership roles. For example, a Fire Fighter would review their profiles to understand the essential leadership competencies for their position. These could be reviewed with a supervisor to ensure a shared view of leadership success. The incumbent can assess their performance with or without input from subordinates, supervisors and peers to determine:
improvement areas for attention to increase current leadership performance
development areas for performance enhancement and future leadership roles
Display 15 LEADERSHIP ASSESSMENT GUIDE
COMPETENCY/ Success Indicators
ASSESSMENT - Develop or Improve
YOU OTHER
1. LISTENS ACTIVELY Seeks to understand others‟ frame
of reference Creates a work environment that
supports the open exchange of ideas
Takes proactive efforts to hear the ideas of staff and clients
IMPROVE Ability to ask questions to better understand others DEVELOP Make an effort to ask subordinates to restate instructions
29 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 29 of 63
This self-evaluation tool can be used by individuals to:
clarify leadership expectations with their supervisor or subordinates
complement the performance planning and appraisal process
identify leadership learning and career advancement objectives
The Leadership Assessment Guide is a personal leadership tool that requires department support for its successful use by integrating it with the performance management system and training supervisors to be effective coaches for its use.
3. A RFR Leadership Learning Guide would enable individuals with or without input from others to develop learning objectives for development or improvement areas identified in their personal leadership assessment. The learning plan facilitates the development of more specific positional leadership expectations. It also serves as a follow-up action plan with target dates and requirements for action.
This self-directed tool can be used by individuals to:
identify leadership learning and career advancement objectives
seek formal and informal leadership development opportunities
initiate coaching arrangements for managers with supervisors or mentors
The leadership Learning Guide is a personal leadership tool that requires Departmental support for its successful use by integrating it with the performance management system and training supervisors to be effective coaches for its use
Display 16
LEADERSHIP LEARNING PLAN (Example)
4. A RFR Leadership Development Curriculum would provide an integrated framework to guide the training efforts of the Department while taking advantage of the City‟s Human Resource services and programs as well as other institutions. A curriculum would enable RFR to:
Link training to „real time‟ workplace challenges and the government‟s strategies
Assess current programs to identify areas for adjustment
Determine program gaps that should be addressed
Identify program gaps that could be provided by other providers
TARGET COMPETENCIES SUCCESS INDICATORS ACTION PLAN
Articulates ideas
- Writes clearly, accurately and understandably
- Presents oral communications with confidence and clarity
- Is comfortable with communication
/information technology
Clear staff reports Peer understanding Chief satisfaction Less time to complete
1. Find & use editor – Sept. to Dec. 2. Chief Review Sessions – Nov. to May 3. Report Writing Course – Feb.
Impact presentations Audience reception Multiple mediums Stronger voice
1. Attend voice coaching sessions – Dec. 2. Work with IT on material – June
30 of 63
LEADERSHIP DEVELOPMENT INITIATIVE REPORT
3083144 30 of 63
RFR requires the resources and capacity to give attention to the implementation of the RFR Leadership Development Initiative. There is a need for a strategic business plan to identify and align resources with measurable leadership development targets:
Identify short to long term leadership program development
Define the target leadership competencies for priority attention
Develop partnership strategies for program design and delivery
Establish a business model for sustainable program delivery
Enhancing RFR is dependent on more than just access to courses. The organizational systems and environment need to support leadership learning and recognize leadership excellence by:
Establishing recruitment practices that seek personnel with base leadership attributes
Creating systems to recognize exemplary leadership
Developing every supervisor to be an effective coach
Ensuring that the work environment supports
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 31 of 63
APPENDIX 1 RFR LEADERSHIP QUESTIONNAIRE
It is widely acknowledged that the context and strategic issues facing fire and rescue officers are rapidly changing and complex. The future effectiveness of RFR is dependent on the leadership bench strength of all its members to:
Enjoy personal success in relationships with others Adapt to different leadership situations Have a road map for self development Enhance his or her career potential
RFR LEADERSHIP DEVELOPMENT INITIATIVE The City‟s Human Resource Department and the RFR management share an interest in „leadership development‟ as a priority for attention. We believe a successful leadership initiative must start with Department-wide input using the attached draft RFR Leadership Questionnaire. A Leadership Committee has been established to solicit input and develop an RFR leadership model to:
Ensure the relevance of future training opportunities Enhance leadership capacity at all levels Sustain service excellence while dealing with change Encourage members to think about leadership styles
QUESTIONNAIRE INSTRUCTIONS Please fill out the attached questionnaire by November 30, 2010. Rate the importance of all items, select 8 critical items for your position and indicate three competencies you would like to work on – improve, learn more and practice. Please provide your perspectives – this is not an evaluation. The Leadership Committee will use these confidential responses to develop (and report to everyone) the RFR Leadership Model and Profiles. The results will be used to guide our support for current leaders and training for future leaders to ensure we continue our tradition of providing responsive and quality service to citizens. If you have any questions regarding the RFR leadership Development Initiative please contact Deputy Kim Howell at (604) 303-2762 or the following members of the RFR Leadership Committee.
Chief John McGowan
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 32 of 63
RFR LEADERSHIP QUESTIONNAIRE
1. Rate the importance of all competencies to your role by circling a number 1 to 5 2. Underline 8 competencies most critical to success in this position 3. List the three competencies you would like improve
POSITION ___________________
This information will be used to enhance current and future RFR leadership capacity. Please fill out the attached questionnaire and forward it to Deputy Chief K. Howell at [email protected] by November 30, 2010. THANK YOU.
LEADERSHIP COMPETENCIES IMPORTANCE RATING Low Medium High
POWER OF TEAMS 1. Builds group consensus 2. Solves problems 3. Creates a shared vision among different interests
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
LEADS SELF 4. Is credible 5. Takes initiative for emerging issues or opportunities 6. Has an adaptive leadership style
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
BELIEF IN PEOPLE 7. Delegates responsibility to others 8. Provides feedback (& recognition) 9. Values differences among others
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
ACHIEVES RESULTS 10. Allocates resources efficiently 11. Works within the team 12. Gets things done in a timely manner
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
INNOVATION 13. Acts ethically 14. Coaches others to realize their potential 15. Seeks continuous improvement
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
COMMUNICATES CLEARLY 16. Listens actively to others 17. Articulates ideas and information 18. Develops successful interpersonal relations
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
PLANNING AND ORGANIZATION 19. Understands core business 20. Sets priorities and goals 21. Simplifies processes to achieve efficiencies
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
SERVICE EXCELLENCE 22. Builds public relations 23. Assesses client / public needs 24. Ensures sustainability of efforts
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
COMPETENCIES YOU WOULD LIKE TO WORK ON: _______________________________________________________ _______________________________________________________ _______________________________________________________
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 33 of 63
APPENDIX 2
RFR LEADERSHIP DATA
1. Chief
2. Deputy Chief
3. Battalion Chief
4. Captain
5. Fire Prevention Officer
6. Fire Fighter
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 34 of 63
CHIEF
Chief (1) Lower (5)
Rank Mean Rank Count Rank Mean Rank Count
3. Creates a shared vision among different interest 1 5.00 1 1 1 5.00 7 2
4. Is Credible (believable and capable) 2 5.00 2 1 2 5.00 2 4
6. Has an adaptive leadership style (situational) 3 5.00 12 0 21 4.50 21 0
7. Delegates responsibility to others 4 5.00 13 0 14 4.67 13 1
8. Provides feedback (& recognition) 5 5.00 14 0 15 4.67 14 1
9. Values differences among others 6 5.00 3 1 16 4.67 22 0
12. Gets things done in a timely manner 7 5.00 16 0 7 4.83 23 0
15. Seeks continuous improvement 8 5.00 5 1 18 4.67 9 2
16. Listens actively to others 9 5.00 6 1 4 5.00 5 3
19. Understands core business 10 5.00 7 1 23 4.50 10 2
22. Builds Public Relations 11 5.00 8 1 10 4.83 11 2
5.Takes initiative for emerging issues or opportunities 12 4.00 11 0 5 4.83 8 2
10. Allocates resources efficiently 13 4.00 4 1 3 5.00 3 3
11. Works within the team 14 4.00 15 0 6 4.83 15 1
13. Acts ethically (conforms to accepted standards) 15 4.00 17 0 22 4.50 24 0
14. Coaches others to realize their potential 16 4.00 18 0 17 4.67 4 3
17. Articulates ideas and information 17 4.00 19 0 8 4.83 16 1
18. Develops successful interpersonal relations 18 4.00 20 0 9 4.83 17 1
20. Sets priorities and goals 19 4.00 21 0 19 4.67 1 5
21. Simplifies processes to achieve efficiencies 20 4.00 22 0 24 4.00 18 1
23. Assesses client/public needs 21 4.00 23 0 11 4.83 19 1
24. Ensures sustainability of efforts 22 4.00 24 0 12 4.83 20 1
1. Builds group consensus 23 Missing 9 0 20 4.50 6 2
2. Solves problems 24 Missing 10 0 13 4.67 12 1
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 35 of 63
DEPUTY CHIEF
Deputy Chief (2) Lower (6) Higher (1)
Rank Mean Rank CC Rank CC Rank Mean Rank Mean
1. Builds group consensus 1 5.00 13 0 7 1 23 2.50 4 4.00
2. Solves problems 2 5.00 5 1 8 1 24 2.50 5 4.00
3. Creates a shared vision among different interest 3
5.00 14
0 2
2 22
2.83 6
4.00
4. Is Credible (believable and capable) 4 5.00 6 1 1 3 12 3.33 1 5.00
5.Takes initiative for emerging issues or opportunities 5
5.00 7
1 9
1 21
3.00 7
4.00
6. Has an adaptive leadership style (situational) 6 5.00 1 2 10 1 17 3.17 8 4.00
7. Delegates responsibility to others 7 5.00 2 2 11 1 3 3.67 2 5.00
8. Provides feedback (& recognition) 8 5.00 15 0 12 1 13 3.33 9 4.00
9. Values differences among others 9 5.00 8 1 19 0 4 3.67 10 4.00
10. Allocates resources efficiently 10 5.00 9 1 13 1 14 3.33 11 4.00
11. Works within the team 11 5.00 16 0 20 0 15 3.33 12 4.00
12. Gets things done in a timely manner 12 5.00 17 0 21 0 18 3.17 13 4.00
13. Acts ethically (conforms to accepted standards) 13
5.00 10
1 3
2 19
3.17 14
4.00
14. Coaches others to realize their potential 14 5.00 3 2 22 0 8 3.50 15 4.00
15. Seeks continuous improvement 15 5.00 18 0 14 1 5 3.67 16 4.00
16. Listens actively to others 16 5.00 11 1 15 1 6 3.67 17 4.00
17. Articulates ideas and information 17 5.00 19 0 4 2 9 3.50 18 4.00
18. Develops successful interpersonal relations 18 5.00 20 0 16 1 7 3.67 19 4.00
19. Understands core business 19 5.00 21 0 5 2 20 3.17 3 5.00
20. Sets priorities and goals 20 5.00 4 2 17 1 16 3.33 20 4.00
21. Simplifies processes to achieve efficiencies 21 5.00 22 0 23 0 10 3.50 21 4.00
22. Builds Public Relations 22 5.00 23 0 6 2 1 4.00 24 3.00
23. Assesses client/public needs 23 5.00 12 1 24 0 2 3.83 22 4.00
24. Ensures sustainability of efforts 24 5.00 24 0 18 1 11 3.50 23 4.00
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 36 of 63
BATTALION CHIEF
Battalion Chief (4) Lower (26) Higher (2)
Rank Mean Rank CC Rank Mean Rank CC Rank Mean Rank CC
15. Seeks continuous improvement 1 5.00 9 2 15 4.24 15 4 18 4.00 18 0
16. Listens actively to others 2 5.00 16 1 7 4.72 5 11 19 4.00 19 0
18. Develops successful interpersonal relations 3 5.00 2 3 16 4.18 12 5 21 4.00 20 0
4. Is Credible (believable and capable) 4 4.75 1 3 2 4.98 1 13 7 4.50 11 0
9. Values differences among others 5 4.75 6 2 12 4.22 11 5 10 4.50 14 0
11. Works within the team 6 4.75 14 1 21 3.60 14 4 2 5.00 16 0
17. Articulates ideas and information 7 4.75 17 1 8 4.84 9 7 20 4.00 6 1
19. Understands core business 8 4.75 18 1 9 4.68 17 3 4 5.00 21 0
22. Builds Public Relations 9 4.75 24 0 23 3.58 22 1 23 3.00 23 0
2. Solves problems 10 4.50 3 2 1 4.78 7 7 12 4.00 1 1
3. Creates a shared vision among different interest 11 4.50 11 1 20 3.70 18 2 13 4.00 10 0
5.Takes initiative for emerging issues or opportunities 12
4.50 12
1 11
4.24 19
2 14
4.00 12
0
7. Delegates responsibility to others 13 4.50 4 2 4 4.78 2 11 8 4.50 13 0
8. Provides feedback (& recognition) 14 4.50 5 2 5 4.88 3 11 9 4.50 3 1
10. Allocates resources efficiently 15 4.50 7 2 6 4.82 4 11 1 5.00 15 0
12. Gets things done in a timely manner 16 4.50 22 0 22 3.64 20 1 3 5.00 4 1
13. Acts ethically (conforms to accepted standards) 17
4.50 15
1 13
4.40 6
9 16
4.00 5
1
14. Coaches others to realize their potential 18 4.50 8 2 14 4.20 10 6 17 4.00 17 0
20. Sets priorities and goals 19 4.50 10 2 17 4.24 16 4 5 5.00 22 0
21. Simplifies processes to achieve efficiencies 20 4.50 23 0 18 4.10 21 1 6 5.00 7 1
24. Ensures sustainability of efforts 21 4.50 20 1 19 4.12 23 1 24 3.00 24 0
6. Has an adaptive leadership style (situational) 22 4.25 13 1 3 4.82 8 7 15 4.00 2 1
23. Assesses client/public needs 23 4.25 19 1 24 3.58 24 0 22 4.00 8 1
1. Builds group consensus 24 4.00 21 0 10 4.20 13 4 11 4.00 9 0
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 37 of 63
CAPTAIN
Captain (27) Fire Fighter (70) Other (9)
Rank Mean Rank CC Rank Mean Rank CC Rank Mean Rank CC
4. Is Credible (believable and capable) 1 4.70 1 14 1 4.70 1 36 1 4.92 1 6
13. Acts ethically (conforms to accepted standards) 2
4.63 4
10 7
4.41 6
22 3
4.75 4
5
6. Has an adaptive leadership style (situational) 3 4.56 13 5 3 4.52 8 20 13 4.38 6 3
14. Coaches others to realize their potential 4 4.56 2 13 6 4.41 4 24 7 4.54 2 6
2. Solves problems 5 4.52 5 9 11 4.34 11 17 18 4.17 16 1
8. Provides feedback (& recognition) 6 4.48 3 10 8 4.40 3 24 19 4.13 12 2
15. Seeks continuous improvement 7 4.44 11 6 12 4.33 20 8 4 4.63 8 3
16. Listens actively to others 8 4.44 8 8 10 4.37 7 22 2 4.83 9 3
11. Works within the team 9 4.37 7 9 2 4.57 5 23 15 4.38 19 1
10. Allocates resources efficiently 10 4.30 10 7 5 4.42 12 16 23 3.96 18 1
9. Values differences among others 11 4.30 9 7 22 4.04 16 12 9 4.42 17 1
7. Delegates responsibility to others 12 4.26 6 9 4 4.49 2 24 14 4.38 7 3
17. Articulates ideas and information 13 4.22 12 6 9 4.37 9 20 6 4.58 3 6
18. Develops successful interpersonal relations 14 4.22 15 4 15 4.21 21 6 5 4.63 23 0
5.Takes initiative for emerging issues or opportunities 15
4.19 20
2 14
4.25 15
14 16
4.33 11
2
22. Builds Public Relations 16 4.15 22 1 17 4.21 13 16 10 4.42 13 2
12. Gets things done in a timely manner 17 4.15 18 3 13 4.29 19 10 8 4.46 22 0
23. Assesses client/public needs 18 4.11 21 2 20 4.10 22 6 11 4.42 21 1
1. Builds group consensus 19 4.11 19 2 19 4.14 10 18 22 4.04 15 1
24. Ensures sustainability of efforts 20 4.07 23 1 24 3.86 24 3 24 3.71 14 2
21. Simplifies processes to achieve efficiencies 21 3.96 17 4 18 4.17 17 12 21 4.08 24 0
3. Creates a shared vision among different interest 22
3.93 14
4 21
4.06 18
10 12
4.38 10
2
20. Sets priorities and goals 23 3.89 16 4 16 4.21 14 15 17 4.25 5 4
19. Understands core business 24 3.37 24 0 23 3.86 23 3 20 4.13 20 1
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 38 of 63
FIRE PREVENTION OFFICER
Fire Prevention Officer (5) Captain (1)
Rank Mean Rank Count Rank Mean Rank Count
4. Is Credible (believable and capable) 1 4.85 3 5 1 5.00 2 1
13. Acts ethically (conforms to accepted standards) 2 4.77 1 6 3 5.00 5 1
17. Articulates ideas and information 3 4.77 5 4 18 3.00 19 0
16. Listens actively to others 4 4.62 2 6 4 5.00 6 1
10. Allocates resources efficiently 5 4.54 11 3 8 4.00 15 0
12. Gets things done in a timely manner 6 4.54 4 5 9 4.00 16 0
2. Solves problems 7 4.46 8 3 6 4.00 1 1
18. Develops successful interpersonal relations 8 4.38 22 1 23 2.00 20 0
15. Seeks continuous improvement 9 4.38 24 0 17 3.00 18 0
19. Understands core business 10 4.38 14 2 19 3.00 21 0
20. Sets priorities and goals 11 4.38 6 4 10 4.00 7 1
14. Coaches others to realize their potential 12 4.31 12 3 22 2.00 17 0
5.Takes initiative for emerging issues or opportunities 13 4.31 9 3 14 3.00 11 0
8. Provides feedback (& recognition) 14 4.23 10 3 15 3.00 3 1
23. Assesses client/public needs 15 4.15 16 2 12 4.00 23 0
22. Builds Public Relations 16 4.15 7 4 5 5.00 8 1
3. Creates a shared vision among different interest 17 4.08 18 1 24 1.00 10 0
6. Has an adaptive leadership style (situational) 18 4.08 19 1 21 2.00 12 0
24. Ensures sustainability of efforts 19 4.00 23 1 20 3.00 24 0
21. Simplifies processes to achieve efficiencies 20 3.92 15 2 11 4.00 22 0
9. Values differences among others 21 3.85 13 2 16 3.00 14 0
7. Delegates responsibility to others 22 3.75 20 1 7 4.00 13 0
11. Works within the team 23 3.69 21 1 2 5.00 4 1
1. Builds group consensus 24 2.85 17 1 13 3.00 9 0
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 39 of 63
APPENDIX 3
FIRE FIGHTER
Fire Fighter Other
Rank Mean Rank CC Rank Mean Rank CC
11. Works within the team 1 4.64 1 33 1 4.76 1 18
4. Is Credible (believable and capable) 2 4.49 2 30 8 3.92 2 16
12. Gets things done in a timely manner 3 4.43 6 16 2 4.40 8 8
13. Acts ethically (conforms to accepted standards) 4 4.38 4 23 3 4.40 4 14
16. Listens actively to others 5 4.28 5 21 6 4.12 3 15
2. Solves problems 6 4.21 3 26 14 3.54 7 8
18. Develops successful interpersonal relations 7 4.21 8 13 7 4.04 12 6
15. Seeks continuous improvement 8 4.12 14 10 4 4.17 6 9
22. Builds Public Relations 9 4.08 7 16 9 3.84 14 5
6. Has an adaptive leadership style (situational) 10 4.06 13 11 20 3.08 23 0
5.Takes initiative for emerging issues or opportunities 11 3.96 9 12 11 3.61 9 7
17. Articulates ideas and information 12 3.90 15 8 10 3.79 10 7
14. Coaches others to realize their potential 13 3.83 11 12 13 3.56 17 3
9. Values differences among others 14 3.77 17 7 5 4.16 5 9
20. Sets priorities and goals 15 3.75 12 12 18 3.20 11 7
24. Ensures sustainability of efforts 16 3.66 24 2 16 3.36 16 4
1. Builds group consensus 17 3.65 16 7 21 3.00 19 1
8. Provides feedback (& recognition) 18 3.65 10 12 19 3.16 15 4
23. Assesses client/public needs 19 3.64 18 6 12 3.60 18 2
3. Creates a shared vision among different interest 20 3.58 22 4 22 2.96 20 1
21. Simplifies processes to achieve efficiencies 21 3.57 21 5 15 3.44 22 1
10. Allocates resources efficiently 22 3.55 20 5 17 3.21 21 1
7. Delegates responsibility to others 23 3.23 19 5 24 2.40 24 0
19. Understands core business 24 3.08 23 2 23 2.68 13 5
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 40 of 63
RICHMOND FIRE-RESCUE SERVICES
LEADERSHIP COMPETENCY MAP
LEADS SELF ACHIEVES RESULTS
1. Is credible 2. Takes initiative 3. Has adaptive leadership style
13. Allocates resources efficiently 14. Works within the team 15. Gets right things done in a timely manner
COMMUNICATES CLEARLY CONTINUOUS INNOVATION
4. Listens actively to others 5. Articulates ideas and information 6. Develops successful interpersonal relations
16. Acts ethically 17. Coaches others to realize his/her potential 18. Seeks continuous improvement
BELIEF IN PEOPLE PLANNING & ORGANIZATION
7. Delegates responsibility to others 8. Provides feedback (recognition) 9. Values differences among others
19. Understands core business 20. Sets priorities and goals 21. Simplifies processes to achieve efficiencies
POWER OF TEAMS SERVICE EXCELLENCE
10. Builds group consensus 11. Solves problems 12. Creates a shared vision
22. Builds public relations 23. Assess client/public needs 24. Ensures sustainability of efforts
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 41 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
DELEGATES RESPONSIBILITY
-- Helps others to develop by giving detailed instructions or training
Shares the workload with others and contributes by being prepared and completing assigned tasks
Shares information and resources with others
Helps others to develop by giving detailed instructions or training
Gives employees appropriate independence and freedom to do their work
Delegates effectively, expanding decision making authority according to ability and readiness, allowing for flexibility in the method of achieving desired results
Builds consensus and agreement by involving others and openly sharing information
Builds capacity of staff and delegates responsibility and authority based on skills, abilities and performance
Helps others identify professional goals, strengths, and areas for improvement
Ensures that training, job shadowing and „acting capacity‟ opportunities are available to facilitate delegation of responsibility
Creates a culture that supports the delegation of significant responsibility and authority
Ensures that appropriate training and professional opportunities are available to support enhanced performance throughout the organization (Department)
Establishes systems and processes that ensure expectations are achieved
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 42 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
PROVIDES FEEDBACK
Provides feedback that
they understand
Speaks up, shares, and
coach‟s up willingly
Seeks feedback to
ensure understanding
Provides two-way
constructive feedback
on performance that is
delivered to promote
success
Works with team
members to monitor
performance targets
Takes personal
responsibility for
providing excellent
service
Modifies plans based on
level of success in
achieving results
Provides two-way constructive
feedback on performance that
is delivered to promote
success
Shows confidence in others
and commends their success
Credits others publicly who
have performed well
Audits performance measures
and works with others to
address problem areas and
seek improved productivity and
service quality
Initiates actions to improve
member performance or
improve unacceptable
performance, until the issue is
resolved or sent on to the next
level
Conducts post implementation
reviews and documents results
for future reference
Provides two-way
constructive feedback on
performance that is
delivered to promote
success
Shows confidence in
others and commends
their success
Credits others publicly who
have performed well
Sets and communicates
key performance
indicators to measure
organizational results and
success
Ensures organizational
systems and resources
are in place to provide a
high degree of
performance accountability
Develops performance
feedback systems to
support continuous service
improvements
Provides two-way constructive
feedback on performance to
promote success
Reviews and enhances the service
delivery models at all levels, both
internally and externally
Establishes organization-wide
accountability structures
Ensures that the organization has
a performance and service quality
strategy that meets short and long-
term organizational needs
Solicits contrary opinions to
enhance understanding of
situations or change
Establishes policies that
encourage open communication
and ensure that new ideas are
taken into consideration
Establishes processes to seek and
reflect the views of individuals and
agencies through two-way
dialogue
Develops and implements policies
and structures that encourage and
reward achievement of results
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 43 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
VALUES DIFFERENCES AMONG OTHERS
(seniority, background, work experience, gender, ethnicity, age)
Understands their and
others‟ own differences
Accepts / values differences
Positively participate on
diverse teams
Recognize differences
Provides opportunities to all
team members to contribute
Lead positively and
participates in diverse
teams
Takes advantage of what
different people bring to the
organization
Takes appropriate actions to
ensure inclusion
Assembles diverse work
teams / special project
teams
Leads cross-functional
and/or multi-functional
teams. Exploits synergies
Fosters an environment
where people truly value
differences
Eliminates barriers that
prevent valuing differences
Ensures and supports
diverse representation with
team and decisions
Assembles the right people
to get the job done
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 44 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
COACHES OTHERS
Shares (expertise /
experience) at peer level
Demonstrates belief in own
abilities and ideas
Helps others to develop by
giving detailed instructions
or training
Shows confidence in others
and commends their
success
Assists co-workers in
identifying opportunities for
training and professional
development
Demonstrates belief in own
abilities and ideas
Customizes personal
approaches with team
members based on knowing
what each person requires
to be successful
Assists co-workers in
identifying opportunities for
training and professional
development
Shows confidence in others
and commends their
success
Positions the team to be
committed to their goals
while contributing to
organizational success
Helps others identify
professional goals,
strengths, and areas for
improvement
Uses innovative methods to
create a climate that
encourages innovation,
receptivity to change, and
learning from experience
Supports employees in
pursuing promotional and/or
challenging assignments
Creates a climate that
encourages innovation,
receptivity to change, and
learning from experience
Be able to challenges and
develops individuals to
pursue activities that
broaden their leadership,
decision-making capability
and overall experience
Provides resources to
remove barriers to task
accomplishment (e.g.,
volunteers, additional
resources, tools,
information, expert advice)
Fosters an environment
where people feel
personally committed to
achieve results
Establishes challenging and
relevant targets for the
organization
Mentors future leaders
Establishes or improves
programs or materials to
respond to training or
developmental needs
Provides resources to
remove barriers to task
accomplishment (e.g.,
volunteers, additional
resources, tools,
information, expert advice)
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 45 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
UNDERSTANDS CORE BUSINESS
Knows what is
needed to do the job
Holds self, peers and
subordinates
accountable to the
core values
Understands
organizational goals
and strategies
Possesses a strong
sense of urgency in
getting things done
Displays a „can do‟
attitude
Tries multiple ways
to get something
done
Knows what is needed to do
the job
Holds self, peers and
subordinates accountable to
the core values
Understands organizational
goals and strategies
Possesses a strong sense of
urgency in getting things
done
Displays a „can do‟ attitude
Tries multiple ways to get
something done
Understands the roles of
others and how they impact
own work
Creates a strategy for own
area that supports the
organization‟s core values
Contributes to the
development of priorities and
strategies to meet
organizational goals
Takes independent actions
and calculated risks
Uses resources effectively
Understands the
roles of others
and how they
impact own work
Creates a
strategy for own
area that
supports the
organization‟s
core values
Contributes to the
development of
priorities and
strategies to meet
organizational
goals
Takes
independent
actions and
calculated risks
Uses resources
effectively
Draws effectively upon
knowledge of the organization
when taking action
Makes decisions, sets priorities
or develops plans for the
organization in accordance with
core values
Understands the projected
direction of the organization and
how changes might impact the
department or unit
Develops short and long-range
plans and balances them with
available resources
Demonstrates the ability to adapt
plans and thinking to the needs of
the City and staff depending on
corporate and divisional priorities
Provides regular updates on
project status, budget, and
timelines
Ensures others have the tools
and resources necessary to fulfill
their roles and responsibilities
Understands the reasons behind
ongoing issues and takes these into
account when deciding on a course of
action
Ensures that operations accurately
reflect core values
Considers and plans for how
organizational strategies might be
affected by trends
Accommodates political realities in
actions and decisions
Obtains support of senior staff and City
Council for departmental initiatives and
positions
Identifies future workload demands,
secures resources to achieve long-term
goals
Measures organizational performance
to identified goals and targets
Defines strategic results while
balancing competing demands
Works around political impediments to
achieve results
Develops informal and formal networks
to drive results
Manages multiple projects
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 46 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
ACTS ETHICALLY
Treats people with
respect
Keeps promises to
others
Observes respectful
workplace values
Adheres to conflict of
interest policies
Follows standard
operating procedures
Models ethical
behaviours
Provides feedback and
coach‟s on ethical
behaviour
Observes respectful
workplace and conflict of
interest policies
Matches words with
behaviours
Models ethical behaviour and
corporate values
Educates employees on ethical
behaviours and corporate values
Promotes and recognizes ethical
behaviour
Observes respectful workplace and
conflict of interest policies
Holds employees accountable for
behaviours
Models ethical behaviour and corporate values
Educates employees on ethical behaviours and corporate values
Promotes and recognizes ethical behaviour
Observes respectful workplace and conflict of interest policies
Holds officers and employees accountable for behaviours
Ensures policies and practices
exist and are followed that
guide ethical behaviour and
corporate values
Ensures resources are
provided to ensure ethical
behaviours
Observes respectful
workplace and conflict of
interest policies
Ensures own actions
exemplifies ethical behaviours
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 47 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
ARTICULATES IDEAS & INFORMATION Uses consistently direct,
open, and effective two-way
communication in order to
provide clear, concise, and
accurate information. Also
produces routine written
communication consistent
with job requirements.
Writes clearly, accurately
and understandably
Presents oral
communications with
confidence and clarity
Demonstrates comfort with
the use of required
communications and
information technology
Eliminates unproductive
dialogue
Hears both what is said and
what is not said. Picks up
on other side‟s perspective
quickly
Handles on the spot
questioning comfortably
Speaks with conviction and
enthusiasm
Conveys messages in the
most respectful way
Uses consistently direct, open, and effective two-way communication in order to provide clear, concise, and accurate information. Also produces routine written communication consistent with job requirements.
Writes clearly, accurately and understandably
Presents oral communications with confidence and clarity
Demonstrates comfort with the use of required communications and information technology
Eliminates unproductive dialogue Hears both what is said and what is
not said. Picks up on other side‟s perspective quickly
Handles on the spot questioning comfortably
Speaks with conviction and enthusiasm
Conveys messages in the most respectful way
Assesses circumstances and tailors method of communication for maximum effectiveness
Seeks feedback to ensure message is received and understood
Shares proactively information in a timely manner, invites responses, and probes for new ideas
Brings participants into discussions; encourages input
Does not impose personal needs or agenda onto discussions
Listens and responds honestly Expresses opinions, ideas and
issues clearly and concisely in language appropriate to the audience
Solicits contrary opinions to enhance understanding of situations, events, or change
Assesses circumstances
and tailors method of
communication for
maximum effectiveness
Seeks feedback to ensure
message is received and
understood
Ensures communications
and information
technology resources are
appropriate and useful
Shares proactively
information in a timely
manner, invites responses,
and probes for new ideas
Facilitates the
communication process to
draw out a range of views
Brings participants into
discussions; encourages
input
Does not impose personal
needs or agenda onto
discussions
Listens and responds
honestly
Expresses opinions, ideas
and issues clearly and
concisely in language
appropriate to the
audience
Solicits contrary opinions
to enhance understanding
of situations, events, or
change
Provides opportunities for
learning and practicing a
range of communication
skills
Prepares multi-
dimensional
communication plans to
ensure a comprehensive
understanding of
messages by all segments
of the community
Seeks opportunities to use
communication and
information technology in
innovative ways to ensure
effective communication
Uses consistently direct,
open, and effective two-
way communication
Listens carefully in order to
understand the
perspective of the speaker
Uses open questions and
paraphrasing during
discussions
Recognizes and respects
diversity of perspectives
and personal styles, and
shows sensitivity in
responding to an
individual‟s needs
Listens to and considers
the opinions, ideas of
others before reacting and
responding, seeks
clarification when needed
Asks for and values input
given
Uses understanding of
ongoing underlying
issues to identify the
most effective method
of conveying
information
Seeks opportunities to
collaborate with
partners and other
stakeholders in order to
transmit important
messages to the
community
Supports opportunities
to develop and improve
communication
processes
Speaks clearly,
concisely, persuasively
Actively listens to
understand others
Asks questions to
clarify understanding of
issues / situations
Respects others‟ need
to speak during
discussions
Uses plain language
Integrates key points of
information into
discussion
Responds well to
questions
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 48 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
DEVELOPS INTERPERSONAL RELATIONS Reacts to peers and
customers
appropriately given
their needs
Reads the politics of
people
Helps others to
develop by giving
detailed instructions
or training
Shows confidence in
others and
commends their
success
Assists co-workers in
identifying
opportunities for
training and
professional
development
Demonstrates belief
in own abilities and
ideas
Customizes personal
approaches with
team members
based on knowing
what each person
requires to be
successful
Shows confidence
and trust in others
Demonstrates tact
and consideration in
managing
interpersonal
relationships
Performs duties in a
professional,
consistent and timely
way
Reacts to peers and customers
appropriately given their needs
Reads the politics of people
Helps others to develop by giving
detailed instructions or training
Shows confidence in others and
commends their success
Assists co-workers in identifying
opportunities for training and
professional development
Demonstrates belief in own abilities and
ideas
Customizes personal approaches with
team members based on knowing what
each person requires to be successful
Shows confidence and trust in others
Demonstrates tact and consideration in
managing interpersonal relationships
Performs duties in a professional,
consistent and timely way
Helps others identify professional goals,
strengths, and areas for improvement
Expresses personal satisfaction from
seeing others succeed and grow
Delegates to build skills
Positions the team to be committed to
their goals while contributing to
organizational success
Helps others identify professional goals,
strengths, and areas for improvement
Instils confidence and trust by modeling
appropriate behaviours
Manages difficult and complex
interpersonal relationships effectively
Gives clear, understandable and
consistent direction
Adapts influence
strategy to person or
group whose co-
operation and support
is sought
Helps others identify
professional goals,
strengths, and areas
for improvement
Expresses personal
satisfaction from
seeing others succeed
and grow
Delegates to build
skills
Shows confidence in
others and commends
their success
Positions the team to
be committed to their
goals while
contributing to
organizational success
Instils confidence and
trust by modeling
appropriate behaviours
Manages difficult and
complex interpersonal
relationships
effectively
Gives clear,
understandable and
consistent direction
Deals effectively with a broad
range of people using
interpersonal skills
Obtains the co-operation and
support of direct reports to
accomplish work assignments
Provides resources to remove
barriers to task
accomplishment (e.g.
volunteers, additional
resources, tools, information,
expert advice)
Supports employees in
pursuing promotional and/or
challenging assignments
Creates a climate that
encourages innovation,
receptivity to change, and
learning from experience
Designs and develops
opportunities to challenge,
motivate and empower the
team and individual
employees
Uses innovative methods to
create a climate that encour-
ages innovation, receptivity to
change, and learning from
experience
Builds confidence and trust
within the organization by
nurturing existing and potential
relationships
Makes decisions about tough
interpersonal issues with
sensitivity, care and diplomacy
Develops systems and opera-
tional policies that are consis-
tent, understandable and fair
Obtains the co-operation
and support needed to
accomplish work tasks
Develops mutual respect
and understanding with
others and productive
working relationships
Establishes or improves
programs or materials to
respond to training or
developmental needs
Creates opportunities for
personnel to interact with
senior officers and
external resources
Establishes challenging
and relevant targets for
the organization
Fosters an environment
where people feel
personally committed to
achieve results
Establishes challenging
and relevant targets for
the organization
Mentors future leaders
Creates a culture that
fosters high standards of
ethics
Shows willingness to
become directly and
personally involved in
difficult interpersonal
situations where
appropriate
Ensures that human
resource and personnel
policies and systems are
fair and inclusive
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 49 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
LISTENS ACTIVELY Listens attentively to
accurately
understand the views
of others
Uses responsive
body language, takes
notes, and
summarizes key
items to ensure
understanding with
others
Acts as a
communication link
Determines and applies a
variety of communication
approaches and techniques
that are effective with different
audiences
Listens attentively and actively
and probes to understand
unexpressed or subtle thoughts
and concerns
Participates in, and
encourages others to
participate in, the open
exchange of ideas
Seeks the views of others and
ensures that their views are
taken into consideration
Understands information in the
context of the person who
provides it
Listens attentively to accurately
understand the views of others
Uses responsive body
language, takes notes, and
summarizes key items to
ensure understanding with
others
Participates in, and
encourages others to
participate in, the open
exchange of ideas
Acts as a communication link
Ability to determine and
apply a variety of
communication
approaches and
techniques that are
effective with different
audiences
Listens attentively and
actively and probes to
understand unexpressed
or subtle thoughts and
concerns
Participates in, and
encourages others to
participate in, the open
exchange of ideas
Seeks the views of others
and ensures that their
views are taken into
consideration
Gives straightforward
views, considers the best
way to deliver difficult
news
Understands information in
the context of the person
who provides it
Acts as a communication
link
Promotes a culture of two-
way communication
throughout the City. Acts as
a role model in effective
communications either one-
to-one or with groups
Seeks methods to develop
and improve communication
processes
Seeks to understand others‟
frame of reference
Creates a work environment
that supports and
encourages the open
exchange of ideas
Demonstrates understanding
of others and takes proactive
efforts to hear the ideas and
concerns of staff and clients
Uses a range of
communication channels
Maximizes the impact of
communications for one-to-
one to large group scenarios
with a high degree of
conviction, organizational
promotion and sensitivity
Uses understanding of
ongoing underlying issues to
identify the most effective
method of conveying
information
Establishes processes to
seek and reflect the views of
individuals and agencies
through two-way dialogue
Communications have maximum
impact, driving actions and
enhancing the image of the
organization. Presents with
credibility and impact in varied
forums, adapts content and
delivery to different audiences
Demonstrates a good
understanding of stakeholder
interests. Promotes
communication to improve
organizational effectiveness
Solicits contrary opinions to
enhance understanding of
situations, events or change
Establishes policies that
encourage open communication
and ensure that new ideas are
taken into consideration
Establishes processes to seek
and reflect the views of
individuals and agencies through
two-way dialogue
Ensures communication of the
vision and purpose of the
organization to all staff
Communicates key standards to
achieve City goals
Takes political realities into
account when communicating a
vision
Seeks opportunities to
collaborate with partners and
other stakeholders in order to
transmit important messages to
the community
Aligns the communication
process to support long-term
goals and influence future
decisions
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 50 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
BUILDS CONSENSUS
Builds and maintains
positive and productive
working relationships with
others
Develops mutual respect
and understanding with
others and productive
working relationships
Makes or sustains informal
contacts with community
groups
Engages others in
developing a common
understanding of
organizational issues
Takes advantage of
opportunities to speak to
community groups about
organizational activities
Obtains the co-operation
and support needed to
accomplish work tasks
Instils confidence and trust
by modeling appropriate
behaviours
Manages difficult and
complex interpersonal
relationships effectively
Gives clear, understandable
and consistent direction
Appeals to reason, uses
data or concrete examples,
visual aids, demonstrations
Thinks before speaking
and/or acting using
thoughtful, measured
arguments
Gains support and
commitment from others
Models professional
behaviour to co-workers
Assesses own strengths
and development needs;
focuses development
activities on more important
developmental needs first
Identifies and seeks out role
models to support and
enhance own development
Welcomes constructive
feedback
Shows initiative
Asserts self in appropriate
proportion to role in the
organization
Uses effectively a variety of
dispute resolution
approaches as required
Deals effectively with a
broad range of people using
interpersonal skills
Facilitates consensus
among individuals and
groups – seeks to obtain
agreement among diverse
interests
Creates and builds
sustainable and strong
teams with complimentary
strengths. Assumes
responsibility for the well-
being and success of a
group of people. Promotes
goals and co-operation of
work teams
Seeks to understand others‟
frame of reference
Creates a work environment
that supports and
encourages the open
exchange of ideas
Demonstrates
understanding of others and
takes proactive efforts to
hear the ideas and concerns
of staff and clients
Champions initiatives that
build community support
Maintains networks of
strategic partners in a wide
range of public and private
sector organizations
Models the importance of
relationship-building to the
success of initiatives
Inspires action; creates an
environment where all
members of the team have
a sense of ownership and
mission aligned to
organizational vision
Identifies shared objectives
and seeks out potential
partnership opportunities
Keeps superiors informed of
potential new alliances and
progress on current
partnerships
Targets operational
resources to support
partnership initiatives
Establishes policies that
encourage open-
communication and ensure
new ideas are taken into
consideration
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 51 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
CREATES A SHARED VISION Looks for ways to do own
job better and follows
through
Views new information and
ideas positively
Adapts existing processes
or products to new
situations
Knows and understands
relevant goals for own role
Engages others to develop
activities to achieve required
results
Assesses various options
before, and in the course of,
making decisions
Generates suggestions for
improving work
Involves team members in
making decisions
Stays focused on shared
objectives
Understands and articulates
organizational vision
Suggests ways to improve
the effectiveness of current
practices
Accepts change and
actively implements new
initiatives
Shares new information and
resources with others
Appeals to reason, uses
data or concrete examples,
visual aids, demonstrations
Thinks before speaking
and/or acting using
thoughtful, measured
arguments
Gains support and
commitment from others
Shows personal sense of
direction and engages team
members in developing a
common view of success
Engages others to remain
focused on shared
objectives
Contributes to the
development of priorities
and strategies to meet
organizational vision
Assesses and adapts plans
and programs based on
changing environments
Identifies the practical steps
and time frames for the
implementation of change
Identifies opportunities and
roadblocks and deals with
them so that goals can be
accomplished
Tailors a presentation or
discussion to appeal to the
interest and perspectives of
others
Is able to present otherwise
unpopular ideas or concepts
in a manner that outlines
and emphasizes the benefit
to the audience
Achieves agreement with
others on how people can
best work together to
achieve mutually beneficial
results where no direct
authority exists
Establishes structures that
support the identification
and achievement of shared
goals
Develops and implements
policies and structures that
encourage and reward
achievement of shared
objectives
Makes decisions, sets
priorities or develops plans
for the organization in
accordance with
organizational vision
Assesses the impact of the
external environment on the
organization when making
decisions
Identifies necessary
changes to operational
requirements in response to
internal and external
conditions
Sets performance
standards, monitors
progress and intervenes at
an early stage to ensure
progress
Fosters a climate in which
members of the public feel
safe to contribute their ideas
Engages external
stakeholders to support the
organization‟s (Depart-
ment‟s) strategic direction
Applies an understanding of
power, influence and
relationships inside and
outside the organization to
accomplish goals
Seeks out and develops
opportunities to share goals
and achievements through
partnerships
Establishes direction and
commitment to achieve
results
Ensures that the structure
and operations of the
organization (Department)
accurately reflect its vision
Assesses the organization‟s
(Department‟s) capacity and
readiness for change
Creates conditions and
processes to support
change through strategic
planning allowing the
organization to respond
Engages in succession
planning so that the
organization is well
positioned to meet future
needs
Encourages innovation and
creativity in others, supports
news ideas. Probes for
deeper understanding and
challenges team members
for input to see processes in
new ways
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 52 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
SOLVES PROBLEMS Understands
organizational
(Department) goals and
strategies
Clarifies roles to ensure
individual actions align
with organizational
goals
Communicates the
organization‟s values
and vision to the wider
community
Avoids disruptive
conflicts and
contributes to their
resolutions when they
occur
Plans, prioritizes, and
organizes own work to
accomplish assigned
tasks and personal
work activities
Aligns departmental
objectives with
organizational goals and
strategies
Uses organizational
goals as a framework for
decisions and actions
Seeks and takes
advantage of
opportunities to
communicate the
organization‟s values
and vision to the wider
community
Recognizes areas of
potential conflict
Defuses tense situations
Explores compromises
to overcome conflicting
situations
Deals effectively with a
broad range of people
using interpersonal skills
Obtains the co-operation
and support of direct
reports to accomplish
work assignments
Establishes personnel
assignments to maximize
efficiency, given the
knowledge, experience
and training of the
members
Informs employees of the
performance of the work
unit against established
goals
Analyzes all options and
initiates actions to optimize
resources for the
achievement of results
Understands the client‟s
issues and seeks
information about their
current and future
requirements
Adapts plans based on
client feedback
Balances multiple and
competing interests for
time, resources and
attention
Uses innovative methods
to create a climate that
encourages innovation
and learning from
experience
Publicly credits others who
have performed well
Develops and implements
policies and structures that
encourage and reward
achievement of results
Develops a work atmosphere that
promotes harmony, collaboration, and
consensus
Uses various strategies to build and
sustain team morale and productivity
amidst negative internal or external
factors
Facilitates processes to achieve
group success and maximize team
effectiveness
Encourages the power of the team to
continuously improve corporate
results
Acknowledges, communicates and
celebrates team accomplishments
and achievements
Praises individual contributions to a
collective effort
Facilitates consensus among
individuals and groups – seeks to
obtain agreement among diverse
interests
Addresses differences tactfully to
prevent conflict
Deals impartially with conflicts and
problems
Addresses emerging conflict
expediently
Effectively uses a variety of dispute
resolution approaches as required
Ensures that operational structure is
consistent with organizational goals
and strategies
Ensures that all units are aware of,
and operating in alignment with,
operational goals
Develops and promotes use of
communication strategies that provide
clear and consistent messages with
respect to the organization‟s values
and vision
Resolves conflicts that
threaten team survival
Arbitrates disputes fairly and
sensitively
Confronts conflicts in a non-
judgmental fashion
Understands positions and
interests of all parties
Leverages conflict by
building common interests
Demonstrates the ability to
adapt plans and thinking to
the needs of the City and
staff depending on
corporate and divisional
priorities
Creates regular
opportunities for developing,
sharing and clarifying
organizational goals
Monitors and responds to
external factors to ensure
that the organization‟s vision
and values remain
responsive to the public
interest
Models the vision and
values of the organization in
external and client
interactions
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 53 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
SEEKS CONTINUOUS IMPROVEMENT Suggests ways to
improve the
effectiveness of current
practices
Accepts change and
actively implements
new initiatives
Shares new information
and resources with
others
Looks for ways to do
own job better and
follows through
Views new information
and ideas positively
Adapts existing
processes or products
to new situations
Suggests ways to
improve the
effectiveness of current
practices
Accepts change and
actively implements new
initiatives
Shares new information
and resources with
others
Looks for ways to do
own job better and
follows through
Views new information
and ideas positively
Adapts existing
processes or products to
new situations
Acts fairly, orderly and
motivates direct reports
Informs and involves the
work group in unit‟s
assignments
Assesses employee‟s
performance of unit‟s
work tasks
Looks for ways to
improve activities and
results beyond the work
unit
Encourages and
rewards innovation in
others
Chooses processes
which invite diverse
points of view
Act fairly, orderly and
motivates with direct
reports
Informs and involves the
work group in unit‟s
assignments
Assesses employee‟s
performance of unit‟s work
tasks
Assesses and adapts
plans and programs based
on changing environments
Identifies the practical
steps and time frames for
the implementation of
change
Identifies opportunities and
roadblocks and deals with
them so that goals can be
accomplished
Looks for ways to improve
activities and results
beyond the work unit
Encourages and rewards
innovation in others
Chooses processes which
invite diverse points of
view
Sets realistic goals and performance
standards to achieve desired results
Motivates others to take on new and
challenging assignments
Addresses disagreements while
attempting to motivate
Provides reliable advice and
information
Provides direction and defines
responsibilities while allocating the
needed skills and resources
Encourages others to achieve high
standards, meet challenges, be
innovative and support changes to
improve business practices / methods
and services
Assesses the impact of the external
environment on the organization when
making decisions
Identifies necessary changes to
operational requirements in response
to internal and external conditions
Sets performance standards, monitors
progress and intervenes at an early
stage to ensure progress
Improves performance by doing
things that may be unique, leading
edge, or new to the organization
Creates innovative solutions after
analyzing key trends and complex or
divergent issues
Shares information and resources
across areas to better leverage the
capabilities of the organization
Assesses the organization‟s
(Department‟s) capacity and
readiness for change
Creates conditions and
processes to support
change through strategic
planning allowing the
organization to respond
Engages in succession
planning so that the
organization is well
positioned to meet future
needs
Uses innovative methods to
create a climate that
encourages innovation,
receptivity to change, and
learning from experience
Highlights the benefits of
innovation and change on
the overall performance of
the organization
(Department)
Acts in a way which helps
others to generate
breakthrough ideas, fresh
perspectives and new
opportunities
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 54 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
ASSESSES CLIENT / PUBLIC NEEDS Considers customer
perspective, engages in
dialogue to deliver results
Uses multiple sources of
information (i.e.
conferences, formal training,
journals, reference guides)
to remain up-to-date
Shows a personal interest in
the issues and activities of
others
Understands who the clients
are in their area
Maintains stakeholder focus
and looks for opportunities
to resolve any concerns
Balances competing
interests for time and
attention
Knows what is needed to do
the job
Holds self, peers and
subordinates accountable to
the core values
Understands organizational
goals and strategies
Listens attentively to
accurately understand the
views of others
Participates in the open
exchange of ideas
Uses responsive body
language, takes notes, and
summarizes key items to
ensure understanding with
others
Understands the client‟s
issues and seeks
information about their
current and future
requirements
Adapts plans based on
client feedback
Balances multiple and
competing interests for time,
resources and attention
Understands the roles of
others and how they impact
own work
Creates a strategy for own
area that supports the
organization‟s core values
Contributes to the
development of priorities
and strategies to meet
organizational goals
Listens to and considers the
opinions, ideas of others
before reacting and
responding, seeks
clarification when needed.
Asks for and values input
given
Ensures client-feedback is
incorporated in order to
continuously improve
service delivery
Engages in client-driven
decision making and
business approaches
Ensures that organizational
resources are flexible
enough to be able to
adequately respond to
competing client needs
Draws effectively upon
knowledge of the
organization when taking
action
Makes decisions, sets
priorities or develops plans
for the organization in
accordance with core values
Understands the projected
direction of the organization
and how changes might
impact the department or
unit
Attends, participates in and
leads community events in
order to meet community
needs and enhance the
image of the organization
Manages community
consultations, both at the
individual and unit levels
Defines a client service
vision and how it
strategically fits within the
organization
Champions the principles
and practice of client-
centered service
Restructures organization to
maximize flexibility of
response
Understands the reasons
behind ongoing issues and
takes these into account
when deciding on a course
of action
Ensures that the structure
and operations of the
organization (Department)
accurately reflect core
values
Considers and plans for
how organizational
strategies might be affected
by trends
Ensures client-feedback is
incorporated in order to
continuously improve
service delivery
Engages in client-driven
decision making and
business approaches
Ensures that organizational
resources are flexible
enough to be able to
adequately respond to
competing client needs
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 55 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
BUILDS PUBLIC RELATIONS Listens and responds
appropriately to customer
requests
Volunteers readily
Recognizes team and
individual achievements and
sacrifices recognition of „me‟
for recognition of the „team‟
Displays understanding of
how own job relates to
others
Works collaboratively with
others, both within and
across functions, toward
achievement of common
team goals
Offers proactively to assist
others
Develops understanding
and knowledge of the
customers‟ needs and
responds sensitively to
individual needs
Responds to public
enquiries courteously and
accurately
Views the relationship with
the community as ongoing
Involves stakeholders in the
process of identifying and
assessing alternatives
Makes or sustains informal
contacts with community
groups
Engages others in
developing a common
understanding of
organizational issues
Takes advantage of
opportunities to speak to
community groups about
organizational activities
Demonstrates a superior
customer service focused
attitude both internally and
externally and routinely
strives to exceed
expectations
Initiates action on
community needs
Attends, participates in and
leads community events in
order to meet community
needs and enhance the
image of the organization
Manages community
consultations, both at the
individual and unit levels
Invites community feedback
for improved performance
Matches staff to appropriate
stakeholder contacts and
coordinates contacts
Goes out of the way to
gather first hand information
about the community‟s
current and future
requirements
Goes above and beyond to
provide superior service by
focusing on the service
problem, accurately
gathering information, and
creatively developing
solutions to ensure a high
degree of satisfaction with
our service
Creates opportunities for the
organization to better serve
the interests and needs of
the community
Conducts business as a
community participant
linking the mission with
other societal and economic
priorities
Develops and manages
additional community
resources and enhances
service delivery by
encouraging community
involvement
Establishes advisory and
public consultation
strategies and processes
Anticipates the need for and
presents issues and
strategies to individuals and
groups effectively
Assesses the impact of the
external environment on the
organization (Department)
Works effectively with
external partners in support
of shared objectives
Builds informal relationships
within the community that
could lead to shared
projects
Incorporates external
relationships and partners
into work plans
Champions initiatives that
build community support
Maintains networks of
strategic partners in a wide
range of public and private
sector organizations
Models the importance of
relationship-building to the
success of initiatives
Fosters a climate in which
members of the public feel
safe to contribute their ideas
Engages external
stakeholders to support the
organization‟s
(Department‟s) strategic
direction
Applies an understanding of
power, influence and
relationships inside and
outside the organization to
accomplish goals
Models the importance of
providing excellent service
to the success of corporate
initiatives. Nurtures
community relationships.
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 56 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
ENSURES SUSTAINABILITY OF EFFORTS Looks for ways to do own
job better and follows
through
Views new information and
ideas positively
Adapts existing processes
or products to new
situations
Excels at learning from the
new and different
Demonstrates reliability,
commitment, and
acceptance of personal
responsibility for meeting
job expectations and
achieving results defined for
individual role
Confirms directions and
focuses to achieve desired
results while adhering to set
objectives and standards
Works with others to
integrate change smoothly
Makes or sustains informal
contacts with others
Looks for and takes
advantage of opportunities
for improvement
Looks for ways to improve
activities and results beyond
the work unit
Encourages and rewards
innovation in others
Chooses processes which
invite diverse points of view
Acts as a champion for
change by effectively
planning and managing
change as it relates to self
Establishes an environment
that builds effective teams
within a business unit and
supports and encourages
direct reports. Builds and
maintains positive
relationships with others
Improves performance by
doing things that may be
unique, leading edge, or
new to the organization
Creates innovative solutions
after analyzing key trends
and complex or divergent
issues
Shares information and
resources across areas to
better leverage the
capabilities of the
organization
Builds capacity of staff and
delegates responsibility and
authority based on skills,
abilities and performance
Helps others identify
professional goals,
strengths, and areas for
improvement
Ensures that training, job
shadowing and „acting
capacity‟ opportunities are
available to facilitate
delegation of responsibility
Applies appropriate
resources to implement
change
Uses innovative methods to
create a climate that
encourages innovation,
receptivity to change, and
learning from experience
Highlights the benefits of
innovation and change on
the overall performance of
the organization
(Department)
Acts in a way which helps
others to generate
breakthrough ideas, fresh
perspectives and new
opportunities
Creates a culture that
supports the delegation of
significant responsibility and
authority
Ensures that appropriate
training and professional
opportunities are available
to support enhanced
performance throughout the
Department
Understands clearly the
financial management of the
organization, how we make
our money, where our profit
margin comes from, and
how monies are allocated to
the operations of the
organization
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 57 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
SETS PRIORITIES AND GOALS Plans out work in advance
Sets challenging goals and
objectives for self and
strives to achieve them
Manages time flexibility;
changes schedules on short
notice
Completes work
assignments on time
Knows what they have to do
Takes appropriate action
without being asked; takes
initiative
Keeps supervisor informed
of work progress and alerts
supervisor to potential
difficulties
Works with minimal
supervision
Takes charge when in
charge
Plans out work in advance
Sets challenging goals and
objectives for self and
strives to achieve them
Manages time flexibility;
changes schedules on short
notice
Completes work
assignments on time
Knows what they have to do
Takes appropriate action
without being asked; takes
initiative
Keeps supervisor informed
of work progress and alerts
supervisor to potential
difficulties
Works with minimal
supervision
Sets objectives, in
consultation with employees
and/or stakeholders, as
appropriate
Engages others in
developing a common
understanding of future
direction
Translates organizational
strategies into coordinated
action plans
Monitors work progress to
ensure efficient
accomplishment of work
group and department
objectives against plans
Sets objectives, in
consultation with
employees and/or
stakeholders, as
appropriate
Engages others in
developing a common
understanding of future
direction
Translates
organizational
strategies into
coordinated action
plans
Works on the highest
priority work of the
group, capable of
adjusting priorities
Sets realistic
measures, goals, and
performance standards
to achieve results
Balances priorities
Monitors work
progress to ensure
efficient
accomplishment of
work group and
department objectives
against plans
Meets deadlines and
other commitments
Sets and communicates key
performance indicators to
measure organizational
results and success
Assesses and adapts plans
and programs based on
changing environments
Sets broad strategic goals
and clear accountabilities
Integrates department /
division plans and activities
with those of other divisions /
departments
Meets timelines and
manages to budget
Demonstrates the ability to
plan and execute a project
from concept to completion
Aligns own area to achieve
corporate goals
Takes action and follows
through to produce results
Sets priorities and
establishes realistic
objectives given available
resources
Sets individual and team
goals, objectives, and
performance measures to
meet departmental and / or
division goals
Defines expected outcomes;
engages staff to create a
self-management system to
achieve goals, inspires to
reach higher levels of
performance
Communicates key standards to
achieve organizational goals
Establishes challenging and
relevant targets for the
organization
Inspires future thinking and
focuses resources and attention
to achieve that future
Ensures corporate vision and
values are incorporated into
plans and projects
Stays abreast of environmental
factors to ensure plans and work
programs are adapted to meet
changing needs as appropriate
Ability to shift organizational
focus amongst changing
priorities. Recognizes projects
or initiatives that require special
attention and assigns resources
Demonstrates ability to think
strategically and holistically
ensuring impact on others is well
thought through, communicated
and brought into by other
stakeholders before plans are
executed
Works effectively with City
Council; translates Council
directions into work plans
Acts decisively to translate
organizational strategies into
concrete action plans
Establishes challenging and
relevant targets for the
organization
Holds people accountable and
focused on goals and priorities
Plans and allocates resources
necessary to achieve results
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 58 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
SIMPLIFIES PROCESSES Looks for ways to do own
job better and follows
through
Views new information and
ideas positively
Adapts existing processes
or products to new
situations
Plans, prioritizes, and
organizes own work to
accomplish assigned tasks
and personal work activities
Works in an organized
manner
Integrates work activities
with those of unit co-
workers
Looks for ways to do own job
better and follows through
Views new information and ideas
positively
Adapts existing processes or
products to new situations
Plans, prioritizes, and organizes
own work to accomplish assigned
tasks and personal work activities
Works in an organized manner
Integrates work activities with
those of unit co-workers
Encourages and rewards
innovation in others
Seeks and utilizes input of others
into the design and development
of work processes and plans
Looks for ways to improve
activities and results
beyond the work unit
Encourages and rewards
innovation in others
Chooses processes which
invite diverse points of
view
Seeks and utilizes input of
others into the design and
development of work
processes and plans
Develops effective and
efficient work processes
that align to the division /
department goals
Delegates responsibility
Uses innovative methods to
create a climate that encourages
innovation, receptivity to change,
and learning from experience
Highlights the benefits of
innovation and change on the
overall performance of the
organization (Department)
Acts in a way which helps others
to generate breakthrough ideas,
fresh perspectives and new
opportunities
Develops and implements
strategies to overcome obstacles
Integrates section activities with
those of other managers in own
department
Builds partnerships within the
organization to enhance cross
functional projects and results
Improves
performance by
doing things that
may be unique,
leading edge, or
new to the
organization
Creates innovative
solutions after
analyzing key
trends and
complex or
divergent issues
Shares information
and resources
across areas to
better leverage the
capabilities of the
organization
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
IS CREDIBLE Views new information and
ideas positively
Is an active learner
Values constructive
feedback on performance
Shows confidence and trust
in others
Demonstrates tact and
consideration in managing
interpersonal relationships
Performs duties in a
professional, consistent and
timely way
Presents oral
communications with
confidence and clarity
Demonstrates comfort in
interpersonal relations
Instils confidence and trust
by modeling appropriate
behaviours
Demonstrates positional
competency
Values feedback on
personal performance
Seeks opportunities for
professional development
Has a strong professional
presence
Shares knowledge and with
others
Shares leadership role with
others
Seeks feedback on personal
performance
Seeks and supports
opportunities to develop and
improve professional skills
Demonstrates positional
competency
Ensures internal
communications and
information technology
resources are appropriate
and useful
Provides opportunities for
learning and practicing a
range of communication
skills
Makes decisions about
tough interpersonal issues
with sensitivity, care and
diplomacy
Demonstrates positional
competency
Seeks 360 feedback on
personal performance
Manages the Department‟s
external reputation
Manages the Department‟s
internal reputation
Ensures A high degree of
professionalism throughout
the Department
Shares leadership with
others
Conveys issues to others in
a transparent manner
Demonstrates positional
competency
Seeks 360 feedback on
personal performance
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 59 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
TAKES INITIATIVE
Strives to meet or exceed goals
or standards
Takes action before being forced
to by events
Takes initiative in identifying and
solving problems proactively
Sets challenging goals that have
an impact beyond own personal
goals
Seizes opportunities created by
good fortune and timing
Looks for ways to do own job
better and follows through
Recommends new
policy / program
directions focused on
the enhancement of
outcomes
Adapts existing
processes or products
to new situations
Helps others identify
professional goals,
strengths, and areas
for improvement
Sets priorities and takes calculated
risks in order to improve the
delivery of services and operations
Makes specific changes in the
system to improve performance
beyond the expectations of the role
Initiates and completes processes
that achieve new, unique or
challenging goals
Detects emerging opportunities or
challenges that the organization
(Department) will be facing
Initiates and implements
processes to improve
overall performance across
the organization
Ensures that appropriate
training and professional
opportunities are available
to support enhanced
performance throughout the
organization (Department)
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 60 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
HAS AN ADAPTIVE LEADERSHIP STYLE
Listens attentively to
accurately
understand the views
of others
Participates in the
open exchange of
ideas
Uses responsive
body language, takes
notes, and
summarizes key
items to ensure
understanding with
others
Seeks to understand
others‟ frame of
reference
Listens attentively and actively
and probes to understand
unexpressed or subtle thoughts
and concerns
Participates in, and encourages
others to participate in, the open
exchange of ideas
Seeks the views of others and
ensures that their views are taken
into consideration
Inspires individuals and teams to
assume responsibility for work
and products
Customizes personal approaches
with team members based on
knowing what each person
requires to be successful
Does the right thing at the right
time
Demonstrates openness to new
direction (ideas, opportunities)
Involves team members in making
decisions
Empowers people by sharing power and
authority
Gives employees appropriate
independence and freedom to do their
work
Develops and shares best practices with
staff
Creates a work environment that
encourages the open exchange of ideas
Demonstrates understanding of others
and takes proactive efforts to hear the
concerns of staff and clients
Solicits contrary opinions to enhance
understanding of situations or change
Chooses processes which invite diverse
points of view
Designs and develops opportunities to
challenge, motivate and empower the
team and individual employees
Fosters an environment where people
feel personally committed to achieve
results
Establishes processes
to seek and reflect the
views of individuals and
agencies through two-
way dialogue
Improves performance
by doing things that may
be unique, leading edge,
or new to the
organization
Uses innovative
methods to create a
climate that encourages
innovation, receptivity to
change, and learning
from experience
Acts in a way which
helps others to generate
breakthrough ideas,
fresh perspectives and
new opportunities
Establishes policies
that encourage open-
communication and
ensure that new
ideas are taken into
consideration
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 61 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
ALLOCATES RESOURCES EFFICIENTLY
Organizes time to
maximize productivity
within assigned
resources
Contributes to the
development of
priorities and
strategies to meet
organizational goals
Prioritizes resources
based on organizational
need
Plans, prioritizes and
organizes own work to
accomplish assigned
tasks and personal work
activities
Contributes to the
development of priorities
and strategies to meet
organizational goals
Helps others to prioritize
work by monitoring
progress and accessing
required resources
Uses performance
management, budget
tracking and other
resource management
systems
Balances distribution of
tasks and resources to
support effective work
programs
Plans, prioritizes and
organizes own work to
accomplish assigned
tasks and personal work
activities
Sets performance standards,
monitors progress and
intervenes at an early stage to
ensure progress
Identifies appropriate fiscal and
human resources based on
organizational strengths and
weaknesses
Establishes and implements
processes to set priorities and
identify required resources
Develops short and long-range
plans and balances them with
available resources
Uses performance
management, budget tracking
and other resource
management systems
Provides leadership in effective
management of resources and setting
of priorities
Designs and develops strategies for
mobilizing leveraging and maximizing
resources
Balances the short-term of priorities of
the organization (Department) with the
achievement of long-term goals
Sets performance standards, monitors
progress and intervenes at an early
stage to ensure progress
Identifies appropriate fiscal and human
resources based on organizational
strengths and weaknesses
Establishes and implements processes
to set priorities and identify required
resources
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 62 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
WORKS WITHIN TEAMS
Involves team
members in making
decisions
Stays focused on
shared objectives
Knows and
understands relevant
goals for own role
Shows personal
sense of direction
and engages team
members in
developing a
common view of
success
Understands and articulates organizational
vision
Engages others to develop activities to
achieve required results
Assesses various options before, and in
the course of, making decisions
Contributes to the development of
priorities and strategies to meet
organizational vision
Engages others to remain focused and
productive during challenging and
demanding situations
Seeks and utilizes input of others into the
design and development of work
processes and plans
Rethinks processes and eliminates
duplications
Rethinks
processes and
eliminates
duplications
Makes decisions, sets priorities
or develops plans for the
organization in accordance with
organizational vision
Ensures that the necessary
structures, processes and
systems are in place to achieve
results
Assesses and adapts plans and
programs based on changing
environments
Rethinks processes and
eliminates duplications
Establishes structures that
support the identification
and achievement of shared
goals
Develops and implements
policies and structures that
encourage and reward
achievement of shared
objectives
Ensures that the structure
and operations of the
organization (Department)
accurately reflect its vision
Identifies opportunities and
roadblocks at the
organizational level and
deals with them so that
goals can be accomplished
LEADERSHIP DEVELOPMENT INITIATIVE REPORT 63 of 63
RFR LEADERSHIP COMPETENCY MAP
Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief
GETS THINGS DONE
Knows and understands
relevant goals for own role
Engages others to develop
activities to achieve required
results
Assesses various options
before, and in the course of,
making decisions
Sets and accomplishes
goals and priorities in order
to deliver results consistent
with organizational
objectives
Engages others to remain
focused and productive
during challenging and
demanding situations
Rethinks processes and
eliminates duplications
Assesses and adapts plans
and programs based on
changing environments
Integrated department /
division plans and activities
with those of other divisions
/ departments
Identifies opportunities and
roadblocks at the
organizational level and
deals with them so that
goals can be accomplished
Ensures that the necessary
structures, processes and
systems are in place to
achieve results
Demonstrates the ability to
adapt plans and thinking to
the needs of the City and
staff depending on
corporate and divisional
priorities
Establishes challenging and
relevant goals for the
organization
Balances short-term needs
of the organization with the
achievement of long-term
goals
Initiates and implements
processes to improve
overall performance across
the organization