Supervisory Skills Development Plan" for an Executive Director Who's

Struggling with Supervisory Skills

Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Also see Carter's Board Blog (for for-
profits and nonprofits).

The document is a sample of a rather detailed, emergency-driven development plan from a board to an executive
director, "Jim Struggles," who struggles to develop basic supervisory skills in his leadership role of Agency-in-Need.
Typically, a board is not this hands-on, unless the chief executive clearly needs the help. This struggle is not all
that uncommon, particularly with leaders who are highly entrepreneurial. This type of development plan might be
posed by a Personnel Committee, staffed by one or two experienced managers who recognize the need for the
change in management style by the executive director. The plan would be reviewed by the Committee with the
Board Chair and then, if acceptable, posed to the chief executive to work an accommodating arrangement. Next,
the entire board might review and authorize the plan if there is not strong contention (in which case, there may be
other issues to work). This plan could be adopted by the chief executive and the board as mutual means to develop
the chief executive and ensure the long-term health of the organization. Note that detailed nature of this plan is to
provide Jim an example of the clear, specific nature needed by him in his performance reviews of his staff -- an
area in which he struggles.

Description

Considering the specific staff-related issues now in Organization-in-Need and the supervisory area where the
Executive Director, Jim Struggles, agrees he needs to improve, the Board Development and Personnel Committee
suggests that Jim implement this supervisory skills development plan. This "back to the basics" plan is
straightforward, specific and starts small for now. After the following activities have been conducted reliably, then
the plan could be embellished. Consistent performance of the following activities by Jim will develop more stability
in Organization-in-Need , ultimately requiring less supervisoral time from Jim, making Jim more proactive,
increasing staff morale and improving performance. Note that this plan is focused specifically to supporting Jim's
supervisory skills and does not replace the formal performance evaluation conducted once a year by the
Organization-in-Need board.

1. Realign his priorities (this development plan guides this realignment)

- he considers himself weak in needed supervisory skills, and ends up focusing on doing
what he's good at and what has built Organization-in-Need so far: fundraising (nonprofit only), speaking and
organizing
- for now he needs to refocus more on internal development and less on expansion
- he should stay around the office more to conduct the following supervisoral activities

2. Manage staff performance -- performance based on behaviors in the workplace

(Note that the following suggestions should be in accordance with the organization's official (authorized by the
board) personnel policies.)
- avoiding performance issues ultimately decreases morale, decreases Jim's credibility,
decreases Organization-in-Need's overall effectiveness and wastes more of Jim's time when he resorts to doing
other staff's jobs because they don't seem capable of doing them
- he should consistently get written weekly status reports from direct reports; these are useful for
understanding and monitoring work, and as a basis for training new staff if needed
- when an important job is not done or is done poorly, immediately tell the employee and
store away a brief note of reminder about the event; ask the staff member if they need any special resources they
don't currently have to complete the job, and if so, see that they soon get the resources; if the resources are
personal in nature, e.g., they need therapy, then be empathetic, but realize this is their responsibility and continue
to focus on their conducting the behaviors needed to effectively do their job at Organization-in-Need
- on a second occurrence of a job being done poorly by the employee, write a memo to the employee and present
it to him or her in a meeting; in the memo, indicate what you saw that needs improvement, that you talked to the
employee before and on what date, again ask if there's anything you can do to help the employee improve. Tell the
board of the situation.
- on the third occurrence of a job being done poorly, promptly document the issue in a "warning" memo again
provided to the employee in a 1-on-1 meeting; in the memo, describe the issue including previous conversations
about the issue, and warn that if the issue occurs again, they will be fired
- on the fourth occurrence, fire the employee (Organization-in-Need deserves good employees!!!)

3. Consistently hold staff meetings (builds teams, reduces stress and Jim's so he is more proactive)
- this ultimately produces more efficient time management and supervision for Jim
- for clarity, focus and morale, be sure to use agendas and ensure follow-up minutes
- in meetings, review the overall condition of Agency-in-Need and review recent successes of Agency-in-Need
- in meetings, have each member give an overview of current activities and planned activities
- in meetings, plan the activities that require mutual coordination among managers

4. Have consistent 1-on-1 monthly meetings with direct reports

- this ultimately produces more efficient time management and supervision
- guide "sudden" supervisoral issues to be handled later, in these 1-on-1 meetings
- review completed activities and planned activities (more specifically than in staff meetings);
it's typical to be surprised at what and how much is going on of which the leader isn't aware
- leave time near the end of the meetings for Q and A from the staff member
- start basic performance reviews with each staff; these meetings will greatly facilitate
performance review planning and implementation; these reviews build accountability and
morale; staff deserve reviews; include the staff member's input to the reviews

5. Manage and report on the budget

- Jim has many of the skills needed to manage the budget; he needs refocus to the budget
- he should analyze the budget himself, including for a) highlights, b) trends and c) issues
- he should present this information himself in a report to the board

6. Establish and enforce personnel policies and procedures to effectively deal with recurrent issues
- make a list of recurrent issues, e.g., staff doesn't promptly hand in client payments
- write a policy with a procedure for each issue, e.g., of how payments should be handled
- have the board personnel committee review the policy
- work the policy -- make every effort not to perform the procedure himself

7. Cap his work hours at a maximum of 50 hours a week

- these suggested activities will likely be somewhat uncomfortable (at first) for Jim -- board members hope that
he'll likely come to appreciate the simplicity and benefits of these regular actions
- this cap is a rather straightforward measure to help ensure a reasonable stress and work load

8. Once a year, schedule a half-day session with all staff to update policies and procedures
- for smaller organizations that are usually averse to policies, this once-a-year event seems to
effectively focus staff attention on policies and procedures, ensure all staff members are aware
of them and ensure policies exist where needed

Milestones for Implementation of this Plan

This plan produces certain tangible outputs which can reviewed to help guide Jim's implementation of this
development plan. Board members are available to help guide Jim in this effort, but would like to see items done
by certain dates to ensure they're not lost in a crack. Members would like to see Jim drive the effort to produce the
following items by the following due dates.

Items to Review "Due" Date

1. performance-issue letters -- Members are aware of two issues which deserve warning Nov 17, `98
letters now; members would like to see the drafted letters

2. staff meeting agendas and minutes monthly for

several months
3. status reports from direct reports examples in Dec
and Jan
4. performance reviews -- a) Jim's drafted procedure of how he'd like to carry out these a) in Jan, `99
reviews, b) drafted reviews for all direct reports, and c) final reviews after having met with b) some drafts in
Feb `99
 direct reports c) some finals as
they occur
5. budget reports -- these can be presented to board members in regular board meetings; in monthly board
perhaps the Finance Committee could help Jim to understand the notion of "highlights, trends meetings
and issues"?

6. current issues and associated drafted policies and procedures -- Jim mentioned Dec. 15, `98
several issues to me in our meeting today

Return to Board of Director's Evaluation of Chief Executive

For the Category of Boards of Directors:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the
link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical
nature.

Related Library Topics

Recommended Books

For-Profit ("Corporate") Boards of Directors

Nonprofit Boards of Directors

For-Profit ("Corporate") Boards of Directors

Field Guide to Leadership and Supervision in Business

by Carter McNamara, published by Authenticity Consulting, LLC. Provides step-by-step, highly

practical guidelines to recruit, utilize and evaluate the best employees for your business. Includes
 guidelines to effectively lead yourself (as Board member or employee), other individuals, groups and
organizations. Includes guidelines to avoid burnout -- a very common problem among employees of small
businesses. Many materials in this Library are adapted from this book.

NOTE: This is one of the few books that's all about leadership AND how to effectively work with a
corporate (for-profit) Board.

The following books are recommended because of their highly practical nature and often because they include a
wide range of information about this Library topic. To get more information about each book, just click on the
image of the book. Also, a "bubble" of information might be displayed. You can click on the title of the book in that
bubble to get more information, too.

Nonprofit Boards of Directors

Field Guide to Developing, Operating and Restoring Your Nonprofit Board

by Carter McNamara, published by Authenticity Consulting, LLC. Provides step-by-step, highly

practical guidelines to organize, operate and sustain high-quality nonprofit Boards -- and to fix a broken
Board! Includes variety of Board models you can choose from, roles and responsibilities, how to get the
best members, how to train and organize them, goals for standard committees, ensuring high-quality
meetings, evaluating Boards, how to evaluate and/or replace the Executive Director, and much more!
Includes many sample Board policies you can download! Written by the developer of the Free
Management Library. Many materials in this Library's topic about Boards are adapted from this book. 30-
day, money-back, guarantee!

Field Guide to Leadership and Supervision With Nonprofit Staff

by Carter McNamara, published by Authenticity Consulting, LLC. Provides step-by-step, highly

practical guidelines to recruit, utilize and evaluate the best staff members for your nonprofit. Includes
guidelines to effectively lead yourself (as Board member or staff member), other individuals, groups and
organizations. Includes guidelines to avoid burnout -- a very common problem among nonprofit staff.
Written by the developer of the Free Management Library. Many materials in this Library are adapted from
 this book.

This is one of the few books that's all about leadership AND how to effectively work with a nonprofit
Board.

Field Guide to Consulting and Organizational Development With Nonprofits

by Carter McNamara, published by Authenticity Consulting, LLC. Provides complete, step-by-step

guidelines to identify complex issues in nonprofit organizations and successfully resolve each of them. This
book is also helpful to organizations that are doing fine now, but want to evolve to the next level of
performance. This is one of the truly comprehensive, yet practical, books about this complex subject!
Includes online forms that can be downloaded. Written by the developer of the Free Management Library.
Many materials in this Library's topic about guiding change are adapted from this comprehensive book.
30-day, money-back, guarantee!

Field Guide to Nonprofit Strategic Planning and Facilitation

by Carter McNamara, published by Authenticity Consulting, LLC. Step-by-step guidelines to

customize and facilitate planners to implement the best strategic planning process to suit the particular
nature and needs of their nonprofit. This is one of the few books, if any, that explains how to actually
facilitate planning. Includes many online forms that can be downloaded and used by planners. Written by
the developer of the Free Management Library. Many materials in this Library's topic about strategic
planning are adapted from this book. 30-day, money-back, guarantee!

For Nonprofits, Also See

Strategic Planning -- Recommended Books

Social Entrepreneurship (Nonprofit) -- Recommended Books

Capacity Building (Nonprofit) -- Recommended Books

Fundraising -- Recommended Books

Program Management -- Recommended Books

Leading -- Recommended Books

Training and Development -- Recommended Books

Volunteers -- Recommended Books

KSAs Knowledge/Skills/Abilities
[Taken from the Federal Government, Office of Personnel Management]

KSA Description

Knowledge Mastery of facts, range of information in subject matter area.

Skills Proficiency, expertise, or competence in given area; e.g., science, art, crafts.

Abilities Demonstrated performance to use knowledge and skills when needed.

KSA Definitions [General Employee Competencies]

Interpersonal Skill

Is aware of, responds to, and considers the needs, feelings, and capabilities of others. Deals
with conflicts, confrontations, disagreements in a positive manner, which minimizes personal
impact, to include controlling ones feelings and reactions. Deals effectively with others in both
favorable and unfavorable situations regardless of status of position. Accepts interpersonal and
cultural diversity.

Team Skill

Establishes effective working relationships among team members. Participates in solving

problems and making decisions.
Communications

Presents and expresses ideas and information clearly and concisely in a manner appropriate to
the audience, whether oral or written. Actively listens to what others are saying to achieve
understanding. Shares information with others and facilitates the open exchange of ideas and
information. Is open, honest, and straightforward with others.

Planning and Organizing

Establishes courses of action for self to accomplish specific goals [e.g., establishes action plans].
Identifies need, arranges for, and obtains resources needed to accomplish own goals and
objectives. Develops and uses tracking systems for monitoring own work progress. Effectively
uses resources such as time and information.

Organizational Knowledge and Competence

Acquires accurate information concerning the agency components, the mission[s] of each
relevant organizational unit, and the principal programs in the agency. Interprets and utilizes
information about the formal and informal organization, including the organizational structure,
functioning, and relationships among units. Correctly identifies and draws upon source[s] of
information for support.

Problem Solving and Analytical Ability

Identifies existing and potential problems/issues. Obtains relevant information about the
problem/issue, including recognizing whether or not more information is needed. Objectively
evaluates relevant information about the problem/issue. Identifies the specific cause of the
problem/issue. Develops recommendations, develops and evaluates alternative course of
action, selects courses of action, and follows up.

Judgment

Makes well reasoned and timely decisions based on careful, objective review and informed
analysis of available considerations and factors. Supports decisions or recommendations with
accurate information or reasoning.
Direction and Motivation

Sets a good example of how to do the job; demonstrates personal integrity, responsibility, and
accountability. Provides advice and assistance to help others accomplish their work.
Directs/motivates self.

Decisiveness

Identifies when immediate action is needed, is willing to make decisions, render judgments,
and take action. Accepts responsibility for the decision, including sustaining effort in spite of
obstacles.

Self-Development

Accurately evaluates own performance and identifies skills and abilities as targets of training
and development activities related to current and future job requirements. Analyzes present
career status. Sets goals [short and/or long term]. Identifies available resources and methods
for self-improvement. Sets realistic time frames for goals and follows up.

Flexibility

Modifies own behavior and work activities in response to new information, changing
conditions, or unexpected obstacles. Views issues/problems from different perspectives.
Considers a wide range of alternatives, including innovative or creative approaches. Strives to
take actions that are acceptable to others having differing views.

Leadership

Ability to make right decisions based on perceptive and analytical processes. Practices good
judgment in gray areas. Acts decisively.

KSA Definitions [General Supervisory/Manager Competencies]

Problem Solving and Analytical Ability

Identifies existing and potential problems; notes, understands, and includes the critical
elements of problem situations; obtains and evaluates relevant information; demonstrates
awareness that new and/or additional information sources are required; notes
interrelationships among elements; identifies possible causes of the problems; recognizes the
need to shift to an alternative course of action including innovative or creative approaches; and
appropriately terminates information collection and evaluation activities.

Planning and Organizing

Identifies requirements; allocates, and effectively uses information, personnel, time, and other
resources necessary for mission accomplishment; establishes appropriate courses of action for
self and/or others to accomplish specific goals; develops evaluation criteria and tracking
systems for monitoring goal progress and accomplishment; and specifies objectives, schedules,
and priorities.

Decisiveness

Makes decisions, renders judgments, and takes action on difficult or unpleasant tasks in a
timely fashion, to include the appropriate communication of both negative and positive
information and decisions.

Judgment

Develops and evaluates alternative courses of action; makes decisions based on correct
assumptions concerning resources and guidelines; supports decisions or recommendations with
data or reasoning; defines and implements solutions to problems; and recognizes when no
action is required.

Communication Skill

Presents and expresses ideas and information effectively and concisely in an oral and/or
written mode; listens to and comprehends what others are saying; shares information with
others and facilitates the open exchange of ideas and information; is open, honest, and
straightforward with others; provides a complete and timely explanation of issues and
decisions in a manner appropriate for the audience; and presents information and material in a
manner that gains the agreement of others.
Interpersonal Skill

Is aware of, responds to, and considers the needs, feelings, and capabilities of others; deals
effectively with others in favorable and unfavorable situations regardless of their status or
position; accepts interpersonal and cultural differences; manages conflict/confrontations/
disagreements in a positive manner that minimizes personal impact, to include controlling
ones own feelings and reactions; and provides appropriate support to others.

Direction and Motivation

Motivates and provides direction in the activities of others to accomplish goals; gains the
respect and confidence of others; appropriately assigns work and authority to others in the
accomplishment of goals; provides advice and assistance as required.

Supervisory Role Performance

Displays knowledge of the roles, responsibilities, and duties of supervisors and managers;
accurately assesses the impact upon others of role performance; and supports and promotes
organizational decisions, policies, programs, and initiatives such as EEO and Affirmative
Action.

Specialty Competence

Understands and appropriately applies procedures, requirements, regulations, and policies;

maintains credibility with others on specialty matters; uses appropriate procedures or systems
in the operational and/or staff environment as the position requires.

Organizational Knowledge

Demonstrates knowledge of the departments or agencys organizational components, the

mission[s] of each relevant organizational unit, and the principal programs in the organization.
Leadership

Establishes work standards and expectations for self and others. Appropriately
assigns/delegates work and authority to others in the accomplishment of goals. Keeps goals
and objectives in sight at all times, monitors progress toward goals, and works to overcome
barriers and obstacles. Provides coaching, advice, and assistance as required; e.g., helps
subordinates overcome obstacles and deal with problems. Appropriately assesses contributions
and performance of employees; provides appropriate recognition, and deals with problems as
they arise. Instills in others a sense of pride in the job at hand.

Leading Change
This core qualification encompasses the ability to develop and implement an organizational
vision which integrates key national and program goals, priorities, values, and other factors.
Inherent to it is the ability to balance change and continuity to continually strive to improve
customer service and program performance within the basic government framework, to create a
work environment that encourages creative thinking, and to maintain focus, intensity and
persistence, even under adversity.

Key Characteristics:

1. Exercising leadership and motivating managers to incorporate vision, strategic planning,

and elements of quality management into the full range of the organizations activities;
encouraging creative thinking and innovation; influencing others toward a spirit of
service; designing and implementing new or cutting edge programs/processes.
2. Identifying and integrating key issues affecting the organization, including political,
economic, social, technological, and administrative factors.
3. Understanding the roles and relationships of the components of the state or regional
policy making and implementation process, including the Governor, legislature, the
judiciary, local governments, and interest groups; and formulating effective strategies to
balance those interests consistent with the business of the organization.
4. Being open to change and new information; tolerating ambiguity; adapting behavior
and work methods in response to new information, changing conditions, or unexpected
obstacles; adjusting rapidly to new situations warranting attention and resolution.
5. Dealing effectively with pressure; maintaining focus and intensity and remaining
persistent, even under adversity; recovering quickly from setbacks.
6. Displaying a high level of initiative, effort, and commitment to public service; being
proactive and achievement-oriented; being self-motivated; pursuing self-development;
seeking feedback from others and opportunities to master new knowledge.

Leadership Competencies
Creativity and Innovation Develops new insights into situations and applies innovative
solutions to make organizational improvements; creates a work environment that encourages
creative thinking and innovation; designs and implements new or cutting-edge
programs/processes.

Resilience Deals effectively with pressure; maintains focus and intensity and remains
optimistic and persistent, even under adversity. Recovers quickly from setbacks. Effectively
balances personal life and work.

Continual Learning Grasps the essence of new information; masters new technical and
business knowledge; recognizes own strengths and weaknesses; pursues self-development;
seeks feedback from others and opportunities to master new knowledge.

Service Motivation Creates and sustains an organizational culture which encourages others to
provide the quality of service essential to high performance. Enables others to acquire the tools
and support they need to perform well. Shows a commitment to public service. Influences
others toward a spirit of service and meaningful contributions to mission accomplishment.

External Awareness Identifies and keeps up to date on key national and international policies
and economic, political, and social trends that affect the organization. Understands near-term
and long-range plans and determines how best to be positioned to achieve a competitive
business advantage.

Strategic Thinking Formulates effective strategies consistent with the business and
competitive strategy of the organization. Examines policy issues and strategic planning with a
long-term perspective. Determines objectives and sets priorities; anticipates potential threats or
opportunities.

Flexibility Is open to change and new information; adapts behavior and work methods in
response to new information, changing conditions, or unexpected obstacles. Adjusts rapidly to
new situations warranting attention and resolution.
Vision Takes a long-term view and acts as a catalyst for organizational change; builds a
shared vision with others. Influences others to translate vision into action.

ECC #2 Leading People

This core competency involves the ability to design and implement strategies which maximize
employee potential and foster high ethical standards in meeting the organizations vision,
mission, and goals.

Key Characteristics:

1. Providing leadership in setting the workforces expected performance levels

commensurate with the organizations strategic objectives; inspiring, motivating, and
guiding others toward total accomplishment; empowering people by sharing power and
authority.
2. Promoting quality through effective use of the organizations performance management
system [e.g., establishing performance standards, appraising staff accomplishments
using the developed standards, and taking action to reward, counsel, or remove
employees, as appropriate].
3. Valuing cultural diversity and other differences; fostering an environment where people
who are culturally diverse can work together cooperatively and effectively in achieving
organizational goals.
4. Assessing employees unique developmental needs and providing developmental
opportunities which maximize employees capabilities and contribute to the
achievement of organizational goals; developing leadership in others through coaching
and mentoring.
5. Fostering commitment, team spirit, pride, trust, and group identity; taking steps to
prevent situations that could result in unpleasant confrontations.
6. Resolving conflicts in a positive and constructive manner; this includes promoting
labor/management partnerships and dealing effectively with employee relations
matters, attending to morale and organizational climate issues, handling administrative,
labor management, and EEO issues, and taking disciplinary actions when other means
have not been successful.

Leadership Competencies
Conflict Management Identifies and takes steps to prevent potential situations that could
result in unpleasant confrontations. Manages and resolves conflicts and disagreements in a
positive and constructive manner to minimize negative impact.
Integrity/Honesty Instills mutual trust and confidence; creates a culture that fosters high
standards of ethics; behaves in a fair and ethical manner toward others, and demonstrates a
sense of corporate responsibility and commitment to public service.

Cultural Awareness Initiates and manages cultural change within the organization to impact
organizational effectiveness. Values cultural diversity and other individual differences in the
workforce. Ensures that the organization builds on these differences and that employees are
treated in a fair and equitable manner.

Team Building Inspires, motivates, and guides others toward goal accomplishments.
Consistently develops and sustains cooperative working relationships. Encourages and
facilitates cooperation within the organization and with customer groups; fosters commitment,
team spirit, pride, trust. Develops leadership in others through coaching, mentoring,
rewarding, and guiding employees.

ECC #3 Results Driven

This core competency stresses accountability and continuous improvement. It includes the
ability to make timely and effective decisions and produce results through strategic planning
and the implementation and evaluation of programs and policies.

Key Characteristics:

1. Understanding and appropriately applying procedures, requirements, regulations, and

policies related to specialized expertise; understanding linkages between administrative
competencies and mission needs; keeping current on issues, practices, and procedures in
technical areas.
2. Stressing results by formulating strategic program plans which assess policy/program
feasibility and include realistic short and long-term goals and objectives.
3. Exercising good judgment in structuring and organizing work and setting priorities;
balancing the interests of clients and readily readjusting priorities to respond to
customer demands.
4. Anticipating and identifying, diagnosing, and consulting on potential or actual problem
areas relating to program implementation and goal achievement; selecting from
alternative courses of corrective action, and taking action from developed contingency
plans.
 5. Setting program standards; holding self and others accountable for achieving these
standards; acting decisively to modify them to promote customer service and/or quality
of programs and policies.
6. Identifying opportunities to develop and market new products and services within or
outside of the organization; taking risks to pursue a recognized benefit or advantage.

Leadership competencies
Accountability - Assures that effective controls are developed and maintained to ensure the
integrity of the organization. Holds self and others accountable for rules and responsibilities.
Can be relied upon to ensure that projects within areas of specific responsibility are completed
in a timely manner and within budget. Monitors and evaluates plans; focuses on results and
measuring attainment of outcomes.

Entrepreneurship Identifies opportunities to develop and market new products and services
within or outside of the organization. Is willing to take risks; initiates actions that involve a
deliberate risk to achieve a recognized benefit or advantage.

Customer Service Balancing interests of a variety of clients; readily readjust priorities to

respond to pressing and changing client demands. Anticipates and meets the need of clients;
achieves quality end-products; is committed to continuous improvement of services.

Problem Solving Identifies and analyzes problems; distinguishes between relevant and
irrelevant information to make logical decisions; provides solutions to individual and
organizational problems.

Decisiveness Exercises good judgment by making sound and well-informed decision;

perceives the impact and implications of decisions; makes effective and timely decisions, even
when data is limited or solutions produce unpleasant consequences; is proactive and
achievement oriented.

Technical Credibility Understands and appropriately applies procedures, requirements,

regulations, and policies related to specialized expertise. Is able to make sound hiring and
capital resource decisions and to address training and development needs. Understand
linkages between administrative competencies and mission needs.

ECC #4 Business Acumen

This core competency involves the ability to acquire and administer human, financial, material,
and information resources in a manner which instills public trust and accomplishes the
organizations mission, and to use new technology to enhance decision making.

Key Characteristics

1. Assessing current and future staffing needs based on organizational goals and budget
realities. Applying sound human resource principles to develop, select, and manage a
diverse workforce.
2. Overseeing the allocation of financial resources; identifying cost-effective approaches;
establishing and assuring the use of internal controls for financial systems.
3. Managing the budgetary process, including preparing and justifying a budget and
operating the budget under organizational and legislative procedures; understanding
the marketing expertise necessary to ensure appropriate funding levels.
4. Overseeing procurement and contracting procedures and processes.
5. Integrating and coordinating logistical operations.
6. Ensuring the efficient and cost-effective development and utilization of management
information systems and other technological resources that meet the organizations
needs; understanding the impact of technological changes on the organization.

Leadership Competencies
Financial Management Demonstrates broad understanding of principles of financial
management and marketing expertise necessary to ensure appropriate funding levels.
Prepares, justifies, and/or administers the budget for the program area; uses cost-benefit
thinking to set priorities; monitors expenditures in support of programs and policies, and
identifies cost-effective approaches. Manages procurement and contracting.

Technological Management Uses efficient and cost-effective approaches to integrate

technology into the workplace and improve program effectiveness. Develops strategies using
new technology to enhance decision making. Understands the impact of technological changes
on the organization.
Human Resource Management Assesses current and future staffing needs based on
organizational goals and budget realities. Using merit principles, ensure staff are appropriately
selected, developed, utilized, appraised, and rewarded; takes corrective action.

ECC #5 Building Coalitions/Communication

This core competency involves the ability to explain, advocate and express facts and ideas in a
convincing manner, and negotiate with individuals and groups internally and externally. It
also involves the ability to develop an expansive professional network with other organizations,
and to identify the internal and external politics that impact the work of the organization.

Key Characteristics

1. Representing and speaking for the organizational unit and its work [e.g., presenting,
explaining, selling, defining, and negotiating] to those within and outside the office [e.g.,
agency heads and other government executives; corporate executives; Department of
Administrative Services budget officials; legislative members and staff; the media;
Governors office; clientele and professional groups]; making clear and convincing oral
presentations to individuals and groups; listening effectively and clarifying information;
facilitating an open exchange of ideas.
2. Establishing and maintaining working relationships with internal organizational units
[e.g., other program areas and staff support functions]; approaching each problem
situation with a clear perception of organizational and political reality; using contacts to
build and strengthen internal support bases; getting understanding and support from
higher level management.
3. Developing and enhancing alliances with external groups [e.g., other agencies or firms,
state and local governments, legislature, and clientele groups]; engaging in cross-
functional activities; finding common ground with a widening range of stakeholders.
4. Working in groups and teams; conducting briefings and other meetings; gaining
cooperation from others to obtain information and accomplish goals; facilitating win-
win situations.
5. Considering and responding appropriately to the needs, feelings, and capabilities of
different people in different situations. Is tactful and treats others with respect.
6. Seeing that reports, memoranda, and other documents reflect the position and work of
the organization in a clear, convincing, and organized manner.

Leadership Competencies
Influencing/Negotiating Persuades others; builds consensus through give and take; gains
cooperation from others to obtain information and accomplish goals; facilitates win-win
situations.
Partnering Develops networks and builds alliances, engages in cross-functional activities;
collaborates across boundaries, and finds common ground with a widening range of
stakeholders. Utilizes contacts to build and strengthen internal support bases.

Interpersonal Skills Considers and responds appropriately to the needs, feelings, and
capabilities of different people in different situations; is tactful, compassionate and sensitive,
and treats others with respect.

Political Savvy Identifies the internal and external politics that impact the work of the
organization. Approaches each problem situation with a clear perception of organizational and
political reality; recognizes the impact of alternative courses of action.

Oral Communication Makes clear and convincing oral presentations to individuals or groups;
listens effectively and clarifies information as needed; facilitates an open exchange of ideas and
fosters an atmosphere of open communication.

Written Communication Expresses facts and ideas in writing in a clear, convincing and
organized manner.
 Action Plan to Achieve Breakthrough
Improvement in Employee Productivity
and Leadership Effectiveness
By James A. Trinka, Ph.D., Chief Learning Officer, FBI

Share54

Plan:
1. Role Model Development. Senior leaders set the tone in enabling a culture of development.
They are good role models for developing employees, they believe that development is
important, and they make development a priority. The best leaders see learning not as an
expense, but an investment that returns dividends of a workforce more committed to the
organization and more willing to expend their discretionary effort to get the job done. When you
stop learning, you stop leading!

2. Clearly Communicate Expectations. Leaders strategically use communication to produce

enthusiasm and foster an atmosphere of open exchange and support. They are adept at
energizing people to see pathways that get to goals despite challenging conditions. Leaders
establish clear performance expectations and hold people accountable to deliver on their work
promises to their team, boss, and stakeholders.

3. Ensure Work Provides Learning. The vast majority of employees seek to learn and grow
while performing day-to-day work and crave a learning environment in that context. Many
managers lament that time constraints or competing priorities limit the time they devote to
employee development. The good news is that great leaders incorporate learning as an essential
part of their normal job responsibilities and blur the line between learning and work. They
create learning environments so that, on each work assignment, they can help employees
creatively anticipate and find solutions to specific challenges.

Execute:
1. Encourage Development. Great leaders know that their most important job is to develop their
successors and maintain a legacy of leadership. The leaders who are most effective at developing
their successors have employees who are more likely to stay, more satisfied with their job, more
committed to the organization, and more productive. Choose those you believe have the values
you wish to promulgate and the talent to learn the leadership behaviors you believe are
important to the future of your organization and then give them personal developmental
attention. Yes, it takes time. However, remember your leadership mission: legacy.

2. Help Apply New Skills/Knowledge. Great leaders provide one-on-one coaching and
mentoring opportunities to apply new technical skills or knowledge on regular work or new
projects and relate these teachable moments back to the overall organizational vision or
strategy. The appreciative support of helping others grow contributes to a distributed sense of
leadership at all levels. Transformational leaders believe in distributed leadership and are often
seen mentoring, coaching, and ensuring the development of others.
3. Relate Interpersonally. Leaders set a vibrant high performance organizational culture through
effective interpersonal relations, indicated by real dialogue, lots of input, and transparency.
Dialogue implies deeper conversations rather than information handoffs. Dialogue involves
demonstrating a true concern for the perspective of others and committing to listening rather
than trying to convince. Appreciative exploration gives dialogue its power; people see you care
and are willing to invest in hearing them out. When people see that you are committed to them,
they will commit to you.

4. Pass Along Job and Development Opportunities. The best leaders use their own experience
to give employees advice about emerging trends, political relationships, career development, and
yesjob openings and development opportunities. You may grow some folks who will take their
capabilities elsewhere based on your recommendationsand youve built life-long loyalty not only
from them, but also from the rest of your teamthey recognize your commitment.

Evaluate:
1. Become Knowledgeable About Employee Performance. Leaders are knowledgeable about
their employees performance, which builds considerable trust and respect. Most would say that
this is a no-brainer, yet only 30-40 percent of employees report that their managers
communicate performance standards and provide fair and accurate feedback to help them do
their jobs better.

2. Provide Voluntary, Detailed, Immediate, and Positive Feedback. Most employees believe
that formal performance reviews do not help on-the-job performance, yet they crave feedback,
especially on strengths. Most managers view formal performance reviews as an administrative
requirement rather than as a powerful lever to positively influence employee performance. Only
35 percent of employees rate their manager above average in providing feedback and report that
they only provide general, non-specific praise. Great leaders catch their people doing something
right and point it out to them in a detailed and timely fashion.

3. Recognize/Emphasize/Leverage Strengths. Positive leaders are well known for recognizing,

emphasizing, and leveraging strengths and what is working rather than the opposite approach of
focusing on weaknesses and what isnt working. Focusing on success creates positive energy by
recognizing and appreciating what is working, which produces greater engagement and
momentum for change. That doesnt mean that you never discuss performance gapswhen you
do, focus on specific suggestions for improvement or development related directly to job
performance. The number one reason why people thrive in an organization is their immediate
manager; unfortunately, its also the number one reason they quit.

Bottom Line:
Establish a performance management based organizational culture, although not from a
command and control perspective, but one that involves a coaching environment and conscious
attempts at continuous dialogue within work teams to achieve breakthrough improvements in
manager-employee relationships and on-the-job results.