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Leadership Competency Model Cheat Sheet (DRAFT) by [deleted]

This is a draft cheat sheet. It is a work in progress and is not finished yet.

Competency Model

This Competency Model is divided into three main groups:
Core Compet­encies
Leadership Compet­encies
Profes­sional Compet­encies

These groups of compet­encies can be thought of as the Pyramid of Leader­ship, which collec­tively form the basic requir­ements for becoming a leader.

Core Compet­encies

These are the personal skills required at all levels of leader­ship. Essential compet­encies provide the foundation that a person needs to become a leader. Without a strong founda­tion, the sides of the pyramid will soon crumble and fall as the base gives away.

Commun­ica­ting: Basic Commun­ica­tions
 ­ ­ ­ Expresses oneself effect­ively both orally and in written form.
 ­ ­ ­ Commun­icate plans and activities in a manner that supports strategies for employee involv­ement.
 ­ ­ ­ Actively listens to others.
Commun­ica­ting: Negoti­ating
 ­ ­ ­ Skillfully settles differ­ences by using a win-win approach in order to maintain relati­ons­hips.
Teamwork
Uses approp­riate interp­ersonal style to steer team members towards the goal.
Allocates decision making and other respon­sib­ilities to the approp­riate indivi­duals.
Organizes resources to accomplish tasks with maximum effici­ency.
Influences events to achieve goals beyond what was call for.
Creative Problem Solving
Identifies and collects inform­ation relevant to the problem.
Uses brains­torming techniques to create a variety of choices.
Selects the best course of action by identi­fying all the altern­atives and then makes a logical assump­tion.
Interp­ersonal Skills**
Treats others with respect, trust, and dignity.
Works well with others by being consid­erate of the needs and feelings of each indivi­dual.
Promotes a productive culture by valuing indivi­duals and their contri­but­ions.
Mvanage Client Relati­ons­hips**
Works effect­ively with both internal and external customers.
Gathers and analyzes customer feedback to assist in decision making.
Self-D­ire­ction
Establ­ishes goals, delive­rables, timelines, and budgets with little or no motivation from superiors (self-­mot­ivation rather than passive accept­ance).
Assembles and leads teams to achieve establ­ished goals within deadlines.
vFlexi­bil­ity**
Willin­gness to change to meet organi­zat­ional needs.
Challenges establ­ished norms and make hard, but correct decisions.
Adapts to stressful situat­ions.
Build approp­riate relati­onships
Networks with peers and associates to build a support base.
Builds constr­uctive and supportive relati­ons­hips.
Profes­sio­nalism
Sets the example.
Stays current in terms of profes­sional develo­pment.
Contri­butes to and promotes the develo­pment of the profession through active partic­ipation in the community.
Financial
Does not waste resources.
Looks for methods to improve processes that have a positive impact on the bottom line.
Business Acumen
Reacts positively to key develo­pments in area of expertise that may affect our business.
Leads process improv­ement programs in all major systems falling under area of control.
 

Pyramid of Leadership

Leadership Compet­encies

These are the skills needed to drive the organi­zation onto the cutting edge of new techno­logies. Leadership Compet­encies form the basic structure that separates leaders from bosses. These skills create the walls and interiors of the pyramid. Without them, a leader is just a hollow windbag, or as Scott Adams of Dilbert fame best charac­terizes it, "a pointy­-head boss."
Leadership Abilities
Displays attributes that make people glad to follow.
Provides a feeling of trust.
Rallies the troops and builds morale when the going gets tough.
Visioning Process
Applies effort to increase produc­tiv­eness in areas needing the most improv­ement.
Creates and set goals (visions).
Senses the enviro­nment by using personal sway to influence subord­inates and peers.
Gain commitment by influe­ncing team to set objectives and buy in on the process.
Reinforces change by embracing it (prevents relapse into prior state).
Create and Lead Teams
Develops high-p­erf­ormance teams by establ­ishing a spirit of cooper­ation and cohesion for achieving goals.
Quickly takes teams out of the storming and norming phases and into the performing phase.
Assess Situations Quickly and Accurately
Takes charge when the situation demands it.
Makes the right things happen on time.
Foster Conflict Resolu­tions (win-win)
Effect­ively handles disagr­eements and conflicts.
Settles disputes by focusing on solving the problems, without offending egos.
Provides support and expertise to other leaders with respect to managing people.
Evaluates the feasib­ility of altern­ative dispute resolution mechan­isms.
Project Management
Tracks critical steps in projects to ensure they are completed on time.
Identifies and reacts to the outside forces that might influence or alter the organi­zat­ion's goals.
Establ­ishes a course­-of­-action to accomplish a specific goal.
Identi­fies, evaluates, and implements measur­ement systems for current and future projects.
Implement Employee Involv­ement Strategies
Develops ownership by bringing employees in on the decision making and planning process.
Provides the means to enable employee success, while mainta­ining the well-being of the organi­zation.
Develops processes to engage employees in achieving the objectives of the organi­zation.
Empower employees by giving them the authority to get things accomp­lished in the most efficient and timely manner.
Coach and Train Peers and Subord­inates
Recognizes that learning happens at every opport­unity (treats mistakes as a learning event).
Develops future leaders by being involved in the company mentoring program.
Provides perfor­mance feedback, coaching, and career develo­pment to teams and indivi­duals to maximize their probab­ility of success.
Ensure leadership at every level by coaching employees to ensure the right things happen.
Ensures perfor­mance feedback is an integral part of the day-to-day activi­ties.