Paths to Success - USDA › fsis › DocumentViewerSe... · 7 External Awareness (See FSIS...

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Paths to Success:

A Desk Guide for Supervisors

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Introduction

The Food Safety and Inspection Service (FSIS) developed a Leadership Competency

Model to build upon and sustain a foundation of qualified and trained professionals like

you to meet our current and future needs. The Paths to Success: A Desk Guide for

Supervisors is a brief, yet comprehensive overview of the FSIS Leadership Competency

Model. The Paths to Success: A Desk Guide for Supervisors is a tool for all employees to

use. This guide provides:

A list of the 6 Foundational Competencies and 12 Core Leadership Competencies,

(knowledge, skills, behaviors, and other attributes) that employees need to meet

current and future challenges. The FSIS Leadership Competencies are based on

recognized Office of Personnel Management (OPM) standards and existing

leadership competencies, customized and aligned to fit the specific culture of FSIS

and reviewed by several FSIS organizations and employees.

Characteristics of a top-performer you want to display on a daily basis.

How the FSIS Leadership Competency Model applies to you in your current role

and how you can use the FSIS Leadership Competency Model to further grow as a

leader.

To face the challenges of today, FSIS continues to support and develop employees like

you with a clear set of Leadership Competencies. The Paths to Success: A Desk Guide for

Supervisors is a tool to provide you a strong understanding of these competencies while

simultaneously showing you what it takes to succeed in your current role, as well as

advance in your future career with FSIS.

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Why Should You Care About Leadership Competencies?

FSIS has identified these as critical to leadership development and because these specific

competencies were developed with you in mind. They are primarily focused on providing

you with a tool to further develop as a leader in your current position, but also to help you

move up to a higher position of responsibility within FSIS.

Do you want to know what it takes to advance within FSIS?

Are you highly motivated and ready for the next level of responsibility?

Are you asking yourself, "What does it take to show I'm ready to move up?"

If you're asking yourself any of these questions, then that is exactly why you should care

about the leadership competencies shared with you in this guide. As a supervisor, you

are consumed with responsibility on a daily basis. Also, as a supervisor, you are

responsible not only for yourself as a leader within FSIS, but also for your workforce.

The competencies within this guide are specifically tied to FSIS’s goals and strategic

plans as critical in supporting supervisors in their own leadership development. Leaders,

like yourself, can identify their strengths, as well as target skill areas they want to

improve through the use of this guide and the more detailed guides mentioned later. But

it doesn't stop there. The competencies can also be used with workforce planning, like

recruitment and selection, employee onboarding and training, and performance

management, to name a few.

As you develop and master the leadership competencies and the affiliated behaviors, you

will find that your work responsibilities and advancement opportunities will increase.

Competency development is key to you performing well in your current position and for

establishing yourself as the obvious next choice for promotion up the ladder in FSIS.

Are You Ready To Get On The Path To Success?

If the answer is yes, then let's dive in! But first -- you must determine what you really

want to accomplish. Ask yourself:

Do I feel fulfillment and job satisfaction in my current position at FSIS?

What level of career advancement do I aspire to accomplish?

Is it a reasonable expectation in my career path?

What level of effort am I willing to put forth to advance to the next level?

Am I willing to do what it takes?

If you know what it is that you want to achieve and you are ready to take your career to

the next level, then start turning the pages because this desk guide is about helping you

get ahead in your career. Take charge of your career progression. Own it! Make a

positive difference in your life and within the Agency. You are all that stands between

where you are today and where you want to be in the future!

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How Do I Use This Desk Guide?

The Paths to Success: A Desk Guide for Supervisors provides the:

Name of the leadership competency

Qualities of a Top Performer for each competency

Behavioral Indicators and;

Self-Development Activities

The Core Leadership Competencies include competencies that are specific to the

position of a leader. The set of leadership competencies are unique and specific to

FSIS and imperative for successful performance as a leader on the job.

The Foundational Competencies represent the basic and minimum competencies

expected of an FSIS leader.

The Qualities of a Top Performer are characteristic of the results motivated employees

focus on to get the job done. Practice demonstrating these qualities on a daily basis.

The Behavioral Indicators define what each supervisor needs to do to be successful and

to contribute as a high performer to the FSIS mission. Additional behavioral indicators

are provided in the FSIS Leadership Resource and Development Guide. Start practicing

these behaviors daily.

Self-Development Activities are also provided in the FSIS Leadership Resource and

Development Guide as examples of specific activities you can practice in the workplace

that will increase your leadership competency and further develop you in your current job

and also position you as a top choice for career advancement within FSIS. Implement

some of these developmental activities in an effort to improve your leadership skills and

abilities.

Lastly, near the end of this desk guide, several suggestions have been provided on how to

apply the competencies to your workforce planning because FSIS cares about developing

their current and aspiring leaders and improving their overall human-capital life cycle.

You've been armed with a professional development tool that, if used often, will prove to

put you on the Path to Success! The rest is up to you.

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What are the FSIS Leadership Competencies?

Competencies are behaviors that encompass the knowledge, skills, behaviors, and other

attributes required to build a high-performance organization capable of meeting current

and future challenges. The FSIS Leadership Competency Model is made up of 18

competencies (see Appendix for a list of competencies and their definitions) divided into

two categories:

The Foundational Competencies represent the basic and minimum competencies

expected of an FSIS leader. Typically, foundational competencies are acquired

early in the career or even during education and training.

» Integrity/Honesty » Public Service Motivation

» Interpersonal Skills » Self-Development

» Oral Communication » Written Communication

The Core Leadership Competencies build on the Foundational Competencies to

include leader-specific skills.

» Accountability » Operations Management

» Adaptability » Partnering

» External Awareness » Political Savvy

» Leveraging Diversity » Problem Solving

» Management Excellence » Team Building

» Maximizing Performance » Vision

For those who wish to gain a more detailed understanding of the FSIS Leadership

Competency Model, please see the more detailed FSIS Leadership Resource and

Development Guide.

Another useful resource is the USDA Virtual University that identifies leadership

development at all team levels. The table on the next page describes how the FSIS

leadership competencies are integrated into the USDA Virtual University Leadership

Development Programs. Use this guide to plan and track your career journey at USDA.

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Core Competencies

Accountability (See FSIS Leadership Resource & Development Guide, pg. 16)

A top performer in Accountability strongly understands how accountability is the basis

for accomplishing results with internal and external customers, and can easily help others

understand the role accountability has in their work. This individual is respected by many

because he or she upholds the most professional standards when dealing with customer

service, products, and compliance with rules and procedures.

Behavioral Indicators

Communicates and enforces the Regulations, Directives, and Legal Statutes set forth

by the US Department of Agriculture

Takes action to remove compliance and work quality barriers that arise

Develops and implements strategies and tools to monitor work quality and progress

Considers the big picture and demonstrates concern for public image and consumer

safety as well as the impact on various internal and external stakeholders

Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 18)

Adaptability (See FSIS Leadership Resource & Development Guide, pg. 23)

A top performer in Adaptability anticipates future situations that may require change and

taps into prior experiences to identify ways to address those changes. He or she can

quickly amend plans so that his or her actions appear fluid and seamless. This individual

successfully guides and builds others to serve as leaders of change. Focus is on leading

change as a team rather than as a sole leader.


Anticipates and prepares for future problems that may require change

Maintains productivity and focus when change occurs

Adjusts organizational priorities and procedures quickly as situations change

Aligns change with FSIS goals to steer team in the right direction


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External Awareness (See FSIS Leadership Resource & Development Guide, pg. 30)

A top performer in External Awareness understands how to leverage external trends to

update and improve services and products and identifies future barriers to work processes

by perceiving meaningful patterns in current trends. This individual is comfortable asking

questions to internal and external customers to gain better situational awareness.


Keeps track of how the agency’s function is reflected in the media and other sources

that relay agency- related information to consumers

Considers how a shift in programmatic direction impacts consumer safety, and the

agency’s ability to meet the needs of local and national customers

Synthesizes, interprets, and uses data from multiple sources to gain awareness of

internal and external factors influencing the agency's success in preventing foodborne

illness

Effectively navigates the complex political, social, and cultural landscape inherent in

the agency's function


Leveraging Diversity (See FSIS Leadership Resource & Development Guide, pg. 34)

A top performer in Leveraging Diversity is open to new experiences, can easily transition

into and adapt to diverse groups (including diverse educational and social backgrounds),

and understands that leveraging diversity is a competitive advantage. This individual taps

into previous experiences to apply a wide range of unique and successful routines or

tactics for fostering an inclusive environment.


Communicates and works effectively in diverse team settings

Meets with staff to obtain input on diversity issues within the workplace

Builds a diverse staff, with a variety of skills, that functions effectively to accomplish

the mission of the organization

Identifies creative approaches for targeted recruiting to develop a representative

workforce that benefits from diverse strengths


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Management Excellence (See FSIS Leadership Resource & Development Guide, pg. 40)

A top performer in Management Excellence identifies and effectively responds to

individual nuances that may become future barriers to successful performance. He or she

constantly searches for and identifies unique techniques to advance recruitment,

selection, and reward processes.


Reviews and updates position descriptions and performance plans

Considers long-term impacts and needs when addressing staffing issues

Identifies misalignment with staff’s skills and work; realigns as necessary to improve

morale and efficiency

Advocates for policies and initiatives that attract qualified individuals to FSIS


Maximizing Performance (See FSIS Leadership Resource & Development Guide, pg. 47)

A top performer in Maximizing Performance applies a range of techniques for sustaining

a motivating and learning environment, recognizes when individuals are not reaching

their maximum performance, and pinpoints the specific areas for growth. This includes

demonstrating the ability to match key individuals with key assets or roles that align with

FSIS goals and mission.


Delineates performance plans and ensures performance standards and objectives are

clearly understood

Encourages others to take advantage of developmental opportunities and apply new

knowledge and skills

Creates work opportunities and assignments that lead to growth and development

Anticipates, identifies, and removes developmental barriers


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Operations Management (See FSIS Leadership Resource & Development Guide, pg. 53)

A top performer in Operations Management is not only aware of best practices for

management but also develops own unique processes specific to the situation or need. He

or she mentally simulates future risks or barriers to resources and/or finances and

prepares several courses of action to address them.


Considers resources available, possible barriers, and potential risks to create detailed

project plans that address all known factors

Accurately anticipates resource requirements (i.e., time, budget, and personnel) on

projects of moderately complex scope

Considers implications of financial decisions and suggests methods for meeting the

needs of staff and the organization overall

Possesses exceptional planning skills and helps others to ensure they are able to

develop feasible plans that focus on protecting consumers from foodborne illness


Partnering (See FSIS Leadership Resource & Development Guide, pg. 58)

A top performer in Partnering is able to monitor others’ emotions and use that

information to understand their needs. He or she then aligns these needs with FSIS’s

mission. This individual understands how to leverage networks and key people to build

collaborations that benefit FSIS goals and vision.


Ensures future partnerships by developing strong relationships and resolving issues

with partners

Identifies challenges to collaboration across groups and plans solutions to address

challenges

Considers others viewpoints in order to meet needs of internal and external customers

Develops subordinates by helping them connect with stakeholders (i.e. CSI’s, PHV’s,

FLS’s, EIAO’s, Establishment management)


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Political Savvy (See FSIS Leadership Resource & Development Guide, pg. 63)

A top performer in Political Savvy understands that individual, team, organization, state,

and national factors influence the political environment. He or she knows how to

capitalize on different individual agendas to develop collaborations and solutions that

benefit all parties. During negotiations this individual’s demeanor is respectful,

knowledgeable, and experienced.


Uses diplomacy when sharing opinions and stating decisions

Takes advantage of opportunities to develop political knowledge and experience

Addresses controversial political issues by conducting research and considering best

practices in food safety policies

Balances FSIS interests with The Secretary of Agriculture’s objectives and realities

to arrive at the best solution to protect public health


Problem Solving (See FSIS Leadership Resource & Development Guide, pg. 68)

A top performer in Problem Solving applies prior experience for both the assessment of

problem situations and decision-making. This individual demonstrates the ability to

detect problems early on, and if there is a problem, he or she spends more time assessing

the situation and less time deliberating a course of action. He or she constantly seeks out

information to maintain situational awareness. This individual remains confident while

reacting quickly to problem situations.


Establishes guidelines to clarify complex and/or controversial food safety policies

Applies appropriate methodology to discover or identify policy issues and resource

concerns

Utilizes AskFSIS as a primary resource to research issues and questions

Addresses systemic barriers inhibiting the achievement of results by forming teams to

conduct focus groups and develop solutions


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Team Building (See FSIS Leadership Resource & Development Guide, pg. 74)

A top performer in Team Building can identify typical and atypical behavior for

successful team dynamics and quickly addresses barriers or toxic environments. By

constantly updating and providing challenging goals, this individual does not allow the

team to become complacent. He or she initiates team-building activities that fit naturally

with the dynamics of the team, rather than forced interventions. He or she is not seen only

as the team leader but also as an integral member of the team.


Applies a variety of tools and techniques (e.g., Myers-Briggs, informal bonding time,

facilitators) to promote appreciation between team members

Guides team development to align with FSIS mission and goals

Motivates team by assigning work based on team member skill level and area of

interest

Detects problem areas or conflicts early and applies a wide range of tactics for

resolving the issues


Vision (See FSIS Leadership Resource & Development Guide, pg. 82)

A top performer in Vision understands not only the FSIS’s vision and how to apply it but,

more importantly, why that specific vision was developed; in other words, he or she

understands what specific internal and external factors influenced the development of

FSIS’s vision and can influence it in the future. This individual shares this knowledge

with the team and networks to ensure a shared understanding and application of the

vision.


Understands where leadership plays a role in overall FSIS vision

Conveys vision of the agency and ensures buy-in to stakeholders and external

partners

Directs and provides guidance to FSIS leaders to develop a long-term strategic plan

for the organization

Creatively aligns all projects and department goals with the overarching FSIS

mission


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Foundational Competencies

Integrity & Honesty (See FSIS Leadership Resource & Development Guide, pg. 89)

A top performer in Integrity & Honesty expects others to also display high standards of

ethics and monitors employees to ensure this type of behavior. This individual identifies

situations during projects where integrity and honesty become key elements to success

and uses them as teaching points. He or she quickly addresses situations where unethical

behavior is witnessed.


Interacts in a fair and ethical manner with the public and with other departments and

partners

Communicates honestly with employees regarding potential changes affecting the

organization to ensure staff are treated fairly

Instills a climate of trust by admitting own mistakes and taking responsibility for own

actions

Places ethics at the forefront of all decisions


Interpersonal Skills (See FSIS Leadership Resource & Development Guide, pg. 93)

A top performer in Interpersonal Skills intuitively assesses others’ concerns and can

adjust own demeanor to accommodate each situation. He or she considers individual

nuances and personalities when dealing with others and adjusts his or her approach

accordingly. Teaches others how to successfully work around different work styles.


Anticipates others' concerns and reactions prior to making decisions

Strives to integrate others' opinions into work functions and processes

Fosters a positive interpersonal climate within the team

Understands and considers long-term impact of interpersonal relationships and

demeanor on team, agency, and public


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Oral Communication (See FSIS Leadership Resource & Development Guide, pg. 98)

A top performer in Oral Communication has the ability to effectively adjust the message

for a specific audience; this includes incorporating domain-specific words that are

relevant to that audience. He or she can clearly present complex ideas, thoughts, or

changes to individuals with no background on the domain.


Asks questions and seeks feedback from audience to ensure clarity of message

Provides brief but convincing and informative presentations to a variety of audiences

Explains difficult concepts in different ways to ensure clarity

Speaks in a unifying language that reassures others of attendance to FSIS goals


Public Service Motivation (See FSIS Leadership Resource & Development Guide, pg. 103)

A top performer in Public Service Motivation conducts his or her work with the

recognition that serving public needs/welfare is the primary goal. This individual

consistently reminds others of the importance of public service and aligns work so that

food safety is at the forefront of any services or products. He or she ensures all team

members are motivated to serve public needs.


Adapts and extends existing agency protocols, regulations, and programs to continue

representing public interests

Cultivates relationships with community stakeholders to validate usefulness of

proposed products and services

Anticipates and integrates changes in public interests for a long-term alignment

between agency programs and policies and public interests

Helps employees understand how their roles help align agency objectives and

practices with public safety


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Self-Development (See FSIS Leadership Resource & Development Guide, pg. 107)

A top performer in Self-Development is results-oriented in that he or she is very

interested in the results produced. This individual constantly monitors, measures, and

plans own performance in order to improve. He or she actively seeks feedback regarding

gaps in performance and has an accurate and thorough understanding of own capabilities.


Considers different perspectives as a means to continue to learn

Is not threatened by criticism but rather uses it as a learning opportunity

Aligns own long-term developmental goals and objectives with organizational

strategies

Proactively participates in meetings and events, even if not directly relevant, to gain

knowledge and experience related to professional development


Written Communication (See FSIS Leadership Resource & Development Guide, pg. 114)

A top performer in Written Communication has the ability to describe complex issues

through written form to a variety of audiences. He or she serves as a key editor for

important reports and provides challenging and engaging opportunities for others to

improve their writing abilities.


Adjusts content and style of written documents according to subject matter and

audience

Synthesizes information from multiple sources into a clear and concise document

Uses written communication to compel others to action

Anticipates audiences’ questions and includes responses or concerns in message


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Applying the FSIS Leadership Competency Model

The competency model should be integrated into the various stages of the human-capital

life cycle. Effective integration and implementation of the competency model builds a

common framework that helps enhance resilience and preparedness in the face of change,

emerging customer needs, and increasing industry, economic, and societal complexities.

How can you use the FSIS Leadership Competency Model across workforce planning?

Recruiting To help move the right talent into the agency’s hiring funnel, various competencies can

be infused into the current recruitment strategy. For example, the agency’s vision and

commitment to public service and the importance of partnership can be advertised and

communicated to potential leadership candidates in order to attract individuals who

would fit well with the agency’s mission.

Selection The competency model can be used to identify success profiles for each job position or

job position family. Success profiles represent a combination of approximately 5 to 12

competencies that are critical to the performance within a given leadership position.

Onboarding Signaling to new hires the types of characteristics, skills, and behaviors that are valued

and rewarded by FSIS is key for high retention and performance. To this end, try

incorporating 3 to 5 competencies into onboarding materials and training.

Training The competency model, and its example behaviors for the different proficiency levels, is

a valuable tool for conducting individual or agency-wide training-needs analyses and

subsequently developing customized training and development programs to address

performance gaps.

Succession Planning As part of succession planning, the competency model can help leaders assess

competency gaps in the pool of succession candidates. The competency model serves as a

framework for leaders to identify the critical path required to advance and thus pinpoint

the needs of those candidates with the potential for advancement.

Performance Appraisal The proficiency-level examples that accompany each competency can also be applied to

the performance appraisal process as well as linked to compensation systems.

Career Planning Aspiring leaders can evaluate their performance on specific competencies to identify gaps

they need to address in order to move into a leadership position, or reach their current

leadership role’s full potential.

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Appendix: FSIS Leadership Competency Model

The table below provides an overview of the FSIS Leadership Competency Model. Each

competency is associated with a definition specific and unique to the vision, mission, and

goals of FSIS. For those who wish to read more about the model, see the FSIS Leadership

Resource and Development Guide.

The FSIS Leadership Competency Model consists of 12 Core Leadership Competencies

and 6 Foundational Leadership Competencies. The competency model is applicable to all

FSIS employees. The FSIS Leadership Competency Model is based on OPM’s Core

Competencies, OPM’s Executive Core Qualifications/Fundamental Competencies, the

Department of Defense Civilian Leader Development Framework, Competencies for the

Budget Analysts in the Federal Government, Competencies for the Education Training &

Development Field, National Oceanic and Atmospheric Administration, the NCHL

Health Leadership Competency Model, the Department of Veterans Affairs Leadership

Competencies, and other related competencies, literature, and technical reports.

Core Leadership Competencies

Competency Name Definition

Accountability

Holds self and others accountable for high-quality results and compliance with

established rules and procedures. Creates transparency, demonstrates integrity,

and accepts responsibility for mistakes.

Adaptability

Effectively deals with ambiguous and changing conditions by adapting behavior

or work methods in response to new information and convincing others of the

need for change. Serves as an anchor in times of change by reaffirming FSIS

goals.

External Awareness

Understands and keeps up-to-date on food safety research, other government food

safety practice and policies, economic, industry, and technological trends that

affect the organization, impact FSIS customers (internal and external), and shape

stakeholders’ views.

Leveraging Diversity

Provides a workplace environment that honors excellence, teamwork, respect,

dignity, fairness and equity. Plays an integral role in maintaining a

discrimination-free work environment and treats all FSIS coworkers, colleagues,

and customers with dignity, respect, and professionalism.

Management Excellence

Aligns people, work, and processes with the mission of FSIS. Ensures that

employees are appropriately recruited, selected, and rewarded, and that they have

the resources they need.

Maximizing

Performance

Creates and sustains a motivating culture, which encourages FSIS personnel to

contribute their maximum performance to the organization, by providing ongoing

feedback and developmental opportunities, and removing barriers to application

of new knowledge and skills.

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Operations Management

Applies sound resource and financial management principles and best practices,

along with the appropriate policies, regulations, and laws to support projects and

operations.

Partnering

Networks and collaborates with individuals across the Farm-to-Table Continuum

to achieve FSIS's mission. Finds common ground with a wide range of

stakeholders and uses these contacts to build and strengthen internal support

bases.

Political Savvy

Identifies the internal and external politics that impact the mission of FSIS.

Persuades others to accept recommendations, cooperate, or change their behavior;

negotiates to find mutually acceptable solutions.

Problem Solving

Identifies and analyzes problems by weighing the relevance and accuracy of

information even when data are limited; produces well-informed, effective, and

timely solutions.

Team Building

Inspires team commitment and motivates team members to develop and

accomplish group goals. Ensures cooperative team relationships by supporting

constructive resolution of conflicts.

Vision

Develops new insights into situations, and builds a shared vision with others.

Influences others to translate vision into actions that align with long-term FSIS

goals.

Foundational Competencies

Competency Name Definition

Integrity/Honesty Behaves in an honest, fair, and ethical manner. Shows consistency in words and

actions. Models high standards of ethics.

Interpersonal Skills

Demonstrates the ability to notice, interpret, and anticipate others' concerns and

feelings. Shows understanding, courtesy, tact, empathy, and concern toward

others.

Oral Communication Makes clear and convincing oral presentations. Listens effectively; clarifies

information as needed.

Public Service

Motivation

Demonstrates a commitment to serve the public, including consumers, the

industry, and Congress. Ensures that actions meet public needs. Aligns

organizational objectives and practices with public interests.

Self-Development

Exhibits ability to assess own strengths and developmental needs. Addresses these

needs through reflective, self-directed learning. Develops new knowledge and

skills as the work evolves.

Written Communication Writes in a clear, concise, organized, and convincing manner for the intended

audience.

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