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State of California  Draft Leadership Competency Model July 21, 2008 Pat Shannon Sherry Deng Preliminary Draft – Subject t...
Today’s Objectives  Review high level findings from the Expert  Resource Panels (Day 1 & 2) and High Performer  Interview...
Processes Supporting the Development of Leadership Competency Model Expert Resource  Panels  (Day 1 & 2) High Performer In...
What We’ve Heard So Far: Challenges faced by State of CA Leaders Challenge Financial:  Budgets are limited and departments...
What We’ve Heard So Far: Most Prevalent Competencies from High Performer Interviews (Part 1) Communication Team Leadership...
What We’ve Heard So Far: Most Prevalent Competencies from Expert Resource Panels Thirteen competencies were identified dur...
Preliminary Draft Competency Model  Preliminary Draft – Subject to Change
Guiding Principles for the State of California Leadership Preliminary Draft Competency Model Built and validated with inpu...
Underlying Competency Model Elements Competency Clusters:  Group of competencies Competencies:  Set of behaviors that resu...
Developing the Model <ul><li>The following guidelines were used in developing today’s Preliminary Leadership Competency Mo...
Examples of How Content Was Incorporated <ul><li>Generally described behaviors were expanded to be more specific: </li></u...
Examples of How Content Was Incorporated – Cont’d <ul><li>Enhanced the language and wording to ensure there was differenti...
Preliminary Draft Model: Competency Cluster Overview <ul><li>Ethics and Integrity </li></ul><ul><li>Personal Credibility <...
<ul><li>Promoting a Team Culture: Team Leadership </li></ul>“ Team Leadership” is the  Competency The text boxes are how t...
2. Promoting a Team Culture: Interpersonal Skills
3. Promoting a Team Culture: Conflict Management
4. Enabling Organizational Transformation: Change Leadership
5. Enabling Organizational Transformation: Vision & Strategic Thinking
6. Fostering Knowledge Sharing: Communication
7. Fostering Knowledge Sharing: Written Communication
8. Building Trust and Accountability: Ethics & Integrity
9. Building Trust and Accountability: Personal Credibility
10. Maximizing Performance and Results: Decision Making
11. Maximizing Performance and Results: Analytical Thinking
12. Maximizing Performance and Results: Planning & Organizing
13. Maximizing Performance and Results: HR Management
Thank you! Q  &  A
Appendix  Preliminary Draft – Subject to Change
Appendix: Competency Cluster Overview and Dictionary Definitions
Preliminary Draft Model: Competency Cluster Overview and Dictionary Definitions
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Leadership Competency Model

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Model for the State of California's leadership competency.

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Transcript of "Leadership Competency Model"

  1. 1. State of California Draft Leadership Competency Model July 21, 2008 Pat Shannon Sherry Deng Preliminary Draft – Subject to Change
  2. 2. Today’s Objectives  Review high level findings from the Expert Resource Panels (Day 1 & 2) and High Performer Interviews  Provide overview of preliminary Leadership Competency Model  Gather your feedback on the Leadership Competency Model in breakout sessions
  3. 3. Processes Supporting the Development of Leadership Competency Model Expert Resource Panels (Day 1 & 2) High Performer Interviews (Part 1) Best Practices Review Existing Competency Models within State of CA Departments & Agencies Leadership Competency Model Expert Resource Panels (Day 3) Inputs - Preliminary Draft Model (Today’s Model) Additional Inputs to Validate Preliminary Draft Model Today High Performer Interviews (Part 2) Leadership Competency Survey
  4. 4. What We’ve Heard So Far: Challenges faced by State of CA Leaders Challenge Financial: Budgets are limited and departments must compete for scarce funds Human Capital: Systems are outdated and recruitment and retention issues are prevalent Knowledge Sharing: “Silos” make it difficult to work cross-functionally and share information Bureaucracy: Rules and red tape make it difficult for leaders and teams to work efficiently Operational vs. Strategic: “Fire drills” and immediate problems leave little time for strategic planning External Environment: Stakeholders’ expectations can be difficult to manage
  5. 5. What We’ve Heard So Far: Most Prevalent Competencies from High Performer Interviews (Part 1) Communication Team Leadership Teamwork Personal Credibility Planning & Organizing Vision & Strategic Thinking Six Most Prevalent Competencies Leadership Challenges Leadership Responsibilities <ul><li>Scarce budgets and funds </li></ul><ul><li>Outdated human capital systems </li></ul><ul><li>Limited knowledge sharing </li></ul><ul><li>Rules and red tape </li></ul><ul><li>Little time for strategic planning </li></ul><ul><li>Managing stakeholders’ expectations effectively </li></ul><ul><li>Managing direct reports and project teams </li></ul><ul><li>Managing programs and projects </li></ul><ul><li>Coordinating cross-functional teams and information flow </li></ul><ul><li>Obtaining budget dollars for projects and programs, allocating funds, and managing expenses </li></ul><ul><li>Contributing to policy development and/or ensuring that programs are in compliance </li></ul><ul><li>Communicating with stakeholders </li></ul>
  6. 6. What We’ve Heard So Far: Most Prevalent Competencies from Expert Resource Panels Thirteen competencies were identified during the Expert Resource Panels as being the most critical and most frequently demonstrated by State of CA leaders. 1. Communication 2. Decision Making 3. Ethics and Integrity 4. Personal Credibility 5. Team Leadership 6. Interpersonal Skills 7. Analytical Thinking 8. Planning and Organizing 9. Written Communication 10. Change Leadership 11. Vision and Strategic Thinking 12. Human Resource Management 13. Conflict Management = High Performer Interview
  7. 7. Preliminary Draft Competency Model Preliminary Draft – Subject to Change
  8. 8. Guiding Principles for the State of California Leadership Preliminary Draft Competency Model Built and validated with input from State of CA Leaders Aligned with State of CA’s strategies, culture and modernization efforts Integrated into HR processes State of California Leadership Model Competency Model Development Principles <ul><li>The competency model should be aligned with the State’s objectives and culture, and support the HR Modernization project </li></ul><ul><li>The competency model should be developed from current research and validated by internal subject matter experts </li></ul><ul><li>The competency model should lend itself to multiple HR programs including workforce planning, performance management, and training </li></ul><ul><li>The competency model should be clear and compelling, and easy to communicate </li></ul>
  9. 9. Underlying Competency Model Elements Competency Clusters: Group of competencies Competencies: Set of behaviors that result in successful performance Behavioral Indicators: Specific skills and behaviors 1. 2. 3. Competency Model
  10. 10. Developing the Model <ul><li>The following guidelines were used in developing today’s Preliminary Leadership Competency Model: </li></ul>Incorporate Expert Resource Panel findings Keep model simple and easy to use Ensure behaviors fit within competency category Ensure specific wording was used to describe behaviors Enhance language to emphasize level differentiation Incorporate best practices in model development
  11. 11. Examples of How Content Was Incorporated <ul><li>Generally described behaviors were expanded to be more specific: </li></ul>Example Makes decisions by gathering and prioritizing facts and information “ Research issues” Decision Making (Critical and Timely Decisions) Identifies inefficient areas within unit and generates new ideas and recommendations “ ID what works/what doesn’t” Change Leadership (Develops new approaches) Revised Content for Preliminary Model Expert Resource Panel Finding Competency (Behavioral Indicator)
  12. 12. Examples of How Content Was Incorporated – Cont’d <ul><li>Enhanced the language and wording to ensure there was differentiation in behavior between leadership levels: </li></ul>Example BEFORE AFTER Provides clear understanding of vision Clarify vision and how it can be translated to work of organization Communicates vision Manager Second-Level Supervisor First-Level Supervisor Effectively communicates strategic value of the vision to stakeholders and senior audiences Clarifies the vision by explaining how it will impact team and individual success Communicates link to vision in designing and delegating assignments Manager Second-Level Supervisor First-Level Supervisor
  13. 13. Preliminary Draft Model: Competency Cluster Overview <ul><li>Ethics and Integrity </li></ul><ul><li>Personal Credibility </li></ul>Building Trust and Accountability <ul><li>Communication </li></ul><ul><li>Written Communication </li></ul>Fostering Knowledge and Information Sharing <ul><li>Decision Making </li></ul><ul><li>Analytical Thinking </li></ul><ul><li>Planning & Organization </li></ul><ul><li>HR Management </li></ul>Maximizing Performance Results <ul><li>Change Leadership </li></ul><ul><li>Vision and Strategic Thinking </li></ul>Enabling Organizational Transformation Promoting a Team Culture Competency Cluster <ul><li>Team Leadership </li></ul><ul><li>Interpersonal Skills </li></ul><ul><li>Conflict Management </li></ul>Competencies
  14. 14. <ul><li>Promoting a Team Culture: Team Leadership </li></ul>“ Team Leadership” is the Competency The text boxes are how the Behavioral Indicators would be displayed at each leadership level The bullets are key Behavioral Indicators of the competency “ Promoting a Team Culture” is the Competency Cluster
  15. 15. 2. Promoting a Team Culture: Interpersonal Skills
  16. 16. 3. Promoting a Team Culture: Conflict Management
  17. 17. 4. Enabling Organizational Transformation: Change Leadership
  18. 18. 5. Enabling Organizational Transformation: Vision & Strategic Thinking
  19. 19. 6. Fostering Knowledge Sharing: Communication
  20. 20. 7. Fostering Knowledge Sharing: Written Communication
  21. 21. 8. Building Trust and Accountability: Ethics & Integrity
  22. 22. 9. Building Trust and Accountability: Personal Credibility
  23. 23. 10. Maximizing Performance and Results: Decision Making
  24. 24. 11. Maximizing Performance and Results: Analytical Thinking
  25. 25. 12. Maximizing Performance and Results: Planning & Organizing
  26. 26. 13. Maximizing Performance and Results: HR Management
  27. 27. Thank you! Q & A
  28. 28. Appendix Preliminary Draft – Subject to Change
  29. 29. Appendix: Competency Cluster Overview and Dictionary Definitions
  30. 30. Preliminary Draft Model: Competency Cluster Overview and Dictionary Definitions
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