Participant Name________________________________

COMPETENCY MAP FOR PROFESSIONAL DEVELOPMENT

Aboriginal Leadership and Management CORE COMPETENCY Category A Behaviour Category B Behaviour Category C Behaviour Category D Behaviour

Management Competencies
1. Able to plan and monitor, and achieve financial objectives. Understands and monitors profit and loss components. Achieves targets through expense control and adherence to business plans. Accurately estimates business opportunity / revenue / investment / cost parameters in building budgets. Adapts to changing circumstances to meet budget parameters. Gets team to operate within these parameters. Recognizes the importance of tasks to the operations of the organization and prioritizes accordingly. Assigns tasks to team members based on performance expectations, development needs and timelines. Assesses outcomes and provides support and feedback. Involves the team or service area in strategic discussions to ensure priorities are established and clearly linked to short and long-term goals and objectives. Identifies a set of wellrounded performance indicators that provide a complete picture of the financial results but also of the progress in other areas that are critical to your team / service area's success. Self-confident and encouraging of others to take risks within the teams objectives. Helps create a safe environment for risk-taking within defined parameters. Is proactive in the identification of financial opportunities and threats. Builds in contingencies to act advantageously. Proactive in engaging other service areas to work together to achieve targets. Uses strategic thinking to identify new tasks and projects to meet organizations goals and objectives, and eliminates tasks that do not. Negotiates alternative prioritization in overload situations. Develops a team of accountable members. Carries out short-term budgeted activities while investing for long-term strategic business development. Structures the business and develops partnerships to provide strong underlying value. Prioritization and selection of projects starts with an effective understanding of the operating environment, organizational needs and opportunities.

2.

Able to prioritize effectively and manage projects.

Accepts tasks and assumes responsibility to successfully meet goals and objectives. Requests help and input as required (from supervisor, team, etc.) in a proactive manner.

3.

Able to apply a strategic planning process.

Understands the organizations strategic plan and organizes activities to meet the shortterm results.

Converts organizational goals and plans into a concrete action plan for the service area using information from key stakeholders.

Maintains an integrative and interactive strategic management process with other service areas and key stakeholders while monitoring the business environment. Continually evaluates trends and issues to look for any indication that will effect where the organization is going. Assesses when and if the strategic plan needs adjusting and whether or not risk is warranted to stay on track. Sees the implications and consequences of risks on the long-term success of the organization, its stakeholders and partners.

4.

Able to use critical success factors effectively to manage the business.

Understands what the critical success factors are for the service area.

Ensures that the critical success factors applied in performance evaluations are meaningful within your service area and other services areas as well. These present an accurate, integrated reflection of the organization overall. Shows initiative in risktaking. Sees risk as a part of organizational learning and innovation. Responsibly promotes an environment for others to follow the example.

5.

Able to apply risk management strategies to advance organizational goals.

Takes risk within the boundaries of own job, and the strategic direction from above.

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Leadership Competencies
6. A role model that demonstrates accountability, honesty and trust. Walks the take, attempts to make actions reflect intentions. Encourages feedback from others and uses selfassessment to improve. Demonstrates strong personal values and convictions. People feel at ease and comfortable when meeting him / her. Sees linkages and relationships in responsibilities between own and other service areas. As changes occur priorities in the workload are re-examined efficiently in consultation with team or other service areas. Team members / service areas understand how they fit with the big picture. Responsibilities, accountability and interdependencies with other service areas are clear. Action drives positive interactions and achievements. Demonstrates actions that support the values of the organization when representing the organization.

7.

Able to deal with complex and multiple ideas.

Focuses primarily on one task at a time. Uncomfortable with interruptions, changes to task, or requests to handle additional tasks at the same time.

Manages several tasks, projects, and responsibilities at once. Attempts to prevent unexpected changes from causing hardship, anxiety and stress to other team members.

Can conceive of and think through multi-faceted systems, seeing cause and effect relationships. Is aware of the consequences of a change to one part of the system and plans for it.

8.

Able to mobilize staff using a philosophy of personal accountability.

Individuals know what is expected of them from job descriptions and performance plans. Accountability measures and responsibilities are clear.

Team members understand each others roles, and work together to reach common goals and performance targets based on financial and organizations priorities.

Team / co-workers engage actively in business-enhancing activities in support of a commonly understood vision. They tract their projects, bring feedback and ideas to the team / service area for and innovative continuous improvement. Understands objectives and guides group toward successfully achieving goal. Can clearly explain process / goal and keep discussions on track. Brings group to action plan within timelines. Communicates a shared picture of the critical success factors with key stakeholders based on accurate readings of relevant strategic issues. Clearly and consistently communicates that picture.

9.

Able to facilitate group discussions and problem solving.

Can chair a discussion without forcing his / her own position on the meeting. Can utilize other peoples ideas.

Effectively elicits participation from all team members in discussion. Takes notes and provides feedback so everyone understands.

Ask questions / probes to get group to think further. Encourages and supports team member contributions and helps decisions to be made.

10.

Able to explain the organizations strategic plan to achieve business goals, objectives and critical success factors.

Shows a personal sense of the general direction of the organization.

Engages team in developing a common understanding of the future direction of the business unit in keeping with the overall direction of the organization.

Establishes effective relationships with other service areas. Gathers input from stakeholders for the purpose of describing a desired future state shared by senior managers and leaders.

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Leadership Competencies
11. Critically evaluates, questions and challenges the status quo to stimulate creativity and innovation for continuous improvement. Periodically looks for new ideas and ways of doing own job. Actively explores different experiences to add to own operational base. Seeks ideas from other environments and adapts them to own team. Encourages and challenges management team to take initiative with new thinking and innovations. Leads by example. Pokes holes in own ideas to improve quality and viability of them. Invites constructive feedback from others. Helps others to strengthen and evaluate their ideas. Seeks input from other service areas and stakeholders. Creates an environment where creativity and innovation are valued as a strategic advantage. Treats failed ideas as learning and growth experiences contributing to progress. Encourages experimentation and risk taking. Institutes a reward system. All stakeholders are engaged in a process to re-write the new directions (vision) in terms that relate specifically to their role. All individuals and stakeholders can clearly answer the question what is it you do that contributes to the goals?

12.

Adept at attaining the buy-in and support of key stakeholders for new directions.

Communicates openly and honestly about new directions so that everyone who is affected knows the new directions.

Leads the team through discussions and research to identify key new themes and goals that all can accept and use in their efforts.

Key stakeholders are consulted and have input to direction setting. Discussion of new directions builds understanding, affiliation and integration into activities.

Communication Skills Competencies

13. Able to disseminate information in an appropriate way. Official organizational information is circulated as it comes in. Policy initiatives and new strategies and thinking are shared and interpreted with meaning as it is evolving. Feedback is shared and discussed regularly with team. Networks and crossfunctional relationships bring information to you and your team well ahead of formal channels. Personal initiative is taken to start and maintain information flow in a useful manner to all internal stakeholders. Establishes processes to create and build reliable information flow. Technology is used to enhance personal contact. Team members as well as the manager contribute and initiate information distribution and methods within and across organizations. Communications have maximum impact, drive action and enhance image of individual and organization. Content demonstrates a comprehensive understanding of issues and varying perspectives.

14.

Uses communication approaches effectively that are appropriate and influence others.

Prepares messages that are easily understood and accurate.

Prepares communications by assessing audience and structuring communications to deliver the appropriate message. Consciously uses direct, open, two-way communication that is effective.

Communication shows conviction and enthusiasm. Personal impact is clear, positive, and succinct for the audience. Communication demonstrates an understanding of stakeholder interests.

CORE COMPETENCY

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Category B Behaviour

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Communication Skills Competencies

15. Displays excellent listening skills. Hears other people and utilizes their ideas if they fit with own personal viewpoint. Others may not always be certain that their idea or question has been accurately interpreted. Recognizes different communication and personality styles. Is self-assured when group members are familiar with well-defined processes. Takes notes, feeds back key items and issues to team. Makes and communicates decisions to ensure common understanding. Understands different approaches required for different members of the team. Is flexible and adaptable in responding to the group needs. Accurately integrates and builds on comments and ideas; level of contribution of others is high. Team members feel at ease and have your complete attention during discussion. Body language and verbal cues show you are internalizing what is being said. Adjusts style / approach in different situations to meet the communications needs of each individual. Viewed as credible, self-confident and sincerely interested in enabling the success of the group. Others are confident you will deal effectively with whatever arises. Can leverage conflict as a means to produce new, creative, win-win opportunities or solutions. Uses a variety of approaches as required. Encourages differing opinions.

16.

Able to establish and maintain rapport with individuals and groups of individuals.

Uses and / or adapts communication approaches for each member of the team or service area. Confidently deals with individuals and issues as they arise. Thinks well on his / her feet.

17.

Able to resolve conflict.

Disagreements are placated only. Lets conflict resolve itself or diminish over time.

Disagreement is addressed and resolved but not always to the satisfaction of each party.

Confronts conflict in a non-judgmental fashion and builds understanding of differences. Seeks common ground, then pushes toward agreement.

Change Leadership Competencies

18. Understands factors causing change and able to communicate messages about change. Recognizes changes as they occur but relies on others to explain why change is happening. Recognizes factors in organization and stakeholders causing change. Clearly explains change processes and how they effect the team. Sees trends within and outside organization that will cause change. Regularly addresses change with team as well as issues, concerns, and questions before or as they arise and as they affect relations in the organization. Drives the change process by talking to stakeholders, developing new services and procedures within own and other service areas. Uses this as an opportunity to initiate new projects / other innovations. Helps team members identify positive action to take in the face of change. Can predict changes likely to affect the organization based on reading, research and experience. Facilitates group discussions and problem solving proactively with team and stakeholders. Drives change by positioning whole organization to provide more value to stakeholders. Understands the psychological change cycle and leads team in adopting new attitudes and behaviours.

19.

Able to an agent of change to help others manage stress caused by the uncertainly of change.

Reacts positively to change effecting service area / organization / customers. Deals with impact of change on self.

Understands the change process and influences change in own operations. Leads adaptation responses within overall team. Empathizes with team members on their anxieties and concerns.

CORE COMPETENCY

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Category B Behaviour

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Category D Behaviour

Change Leadership Competencies

20. Uses critical systems thinking towards a solid foundation for growth, change, problem solving and strategic planning. Aware of simple cause and effect relationships, but unaware of larger, complex and multidependency systems. Probes for deeper understanding of nonobvious issues and relationships. Challenges and uses other team members for input to see processes in new ways. Thinks ahead using if then scenarios. Aware and supportive of longer-term thinking and actions toward team members and stakeholders. Personal vision, focus, energy, patience and commitment to creative development of new solutions / processes all build upon thorough multidependency system analyses. Identifies and recognizes patterns in the surrounding environment. Utilizes solutions from traditional and nontraditional frames of reference in providing leadership and action for the patterns observed.

21.

Able to lead the strategic planning process.

Focuses on one-year time frame, fire-fighting current problems.

Works with employees, stakeholders and suppliers to build longer- term relationships, service strategies and internal processes.

Creates three to fiveyear goals plus specific, clear action plans to achieve them. Focuses team on both short-term success and decision-making within a longer-term framework. Engages these input mechanisms to synthesize new needs and services. Action taken creates new trends for others to follow.

22.

Able to scan for leverage, and create trends.

Understands trends identified by others, and how they might affect the team / organization.

Engages self and team members in scanning for trends that affect own operations. Understands where to get information to assist in trend analysis.

Establishes processes with stakeholders / suppliers to identify and detail potential impact / opportunity of trends at an early stage. Takes action within organization to take advantage of these observations.

Performance Management Competencies

23. Able to coach and shape performance of individuals for continuous improvement. Give feedback to identify gaps between general performance and expectations. Employee is expected to develop strategies for improvement. Performance expectations are linked to service area goals and objectives. Manager provides coaching and feedback that is timely and linked to specific performance objectives. .Assesses performance within each situation Team members are encouraged to conduct self-analysis and seek coaching / training if needed. Strategies for improvement are discussed. Helps team identify learning, thinking and behaviour styles and matches development approaches to each individual on team. Encourages respect for preferences. Develops continuous improvement objectives in line with the organizations strategic plan and team members personal goals. The team initiates strategic new opportunities.

24.

Understands and respects different learning, thinking and behaviour styles.

Develops team members in a style compatible with their own self-development activities.

Recognizes different learning, thinking and behaviour styles in others and attempts to accommodate.

Enables teams, service areas or organization to assess, understand and maximize different styles to achieve improved outcomes.

CORE COMPETENCY

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Category B Behaviour

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Category D Behaviour

Performance Management Competencies

25. Able to use performance information data effectively to evaluate and revise work processes and outputs. Uses data to track and assess performance and identify gaps, which are addressed through an action plan. Performance data is used to motivate team. Interprets implications for immediate and future results. Performance data from own and other service areas is used to assess results for the organization as a whole, to identify implications and to provide feedback to the planning process. Performance data is used to project trends and identify implications for reaching short and longterm outcomes. Develops contingencies and innovative ideas in keeping with the mission. Strategic direction and critical success factors are a part of everyones performance plan. Team jointly establishes a plan and measures, which are reviewed quarterly to report on progress and develop contingencies.

26.

Able to build and use performance planning.

Uses job descriptions to outline tasks and responsibilities of employees. You and the employee identify successful performance based on the job description. Ad hoc assessments are made.

Each team members outcomes are discussed and their contribution is identified. Concrete targets are agreed upon and the method of measuring achievement of targets is time-lined.

Yearly expectations are established for individuals performance plans. Plans are specific, measurable and timelined, in finance, internal processes, and professional development. Reviewed semiannually.

Teambuilding Competencies
27. Able to facilitate shared responsibility while providing team leadership. Conducts traditional manager-led-discussions, meetings and decisionmaking. Team members are expected to contribute on an equal basis. Manager and team members share goals and objectives. Team members brainstorm together and assist in decision-making. Manager provides information and material to develop teams level of knowledge and ensures all have an opportunity to be involved. Consensus-style decision-making occurs. Manager identifies context and parameters around which the group can resolve issues. Manager facilitates / participates on an equal basis. Team takes responsibility for communicating with other service areas. Team members are enthusiastic about team goals and their part of the whole. Engage proactively in activities that ensure team and individuals succeed. Recognizes others / self as adding value. Dynamic team interaction drives direction, priorities, etc. Individual expertise is recognized / utilized by group. Manager encourages challenge and idea generation by group. Team members recognize the value of their efforts and ideas to success of organization. Creates vision and action where all members of the team have a sense of ownership and mission. Team members motivate and support each other. Team may extend to external partners, customers and suppliers.

28.

Able to build and motivate teams.

Team comes together as a group of individuals with clear expectations for their individual contributors.

Team members understand each others roles. Team members understand the benefits and synergies of communicating and working cooperatively toward planned outcome.

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Category B Behaviour

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Personal Stability / Balance Competencies

29. Able to maintain personal energy, dynamism and balance.
Personal time management ensures expectations are met comfortably on time. Nutrition, exercise, and vacation contribute to overall vitality, absence of illness, and enthusiasm with team members. Able to focus and expend considerable concentration over protracted periods of time as required. Can meet the challenge. Uses natural energy cycles to advantages in creativity, concentration, problem solving. Can turn on or off easily. Calm disposition with drive and enthusiasm on demand.

30.

Able to improve self and engage in ongoing personal development.

Balance between work, family and personal time is sometimes a struggle. Confidence based on feedback of peers / team. Participates willingly in programs usually suggested by supervisor of Human Resources.

Personal experiences, successes, and comfort with intuition have build confidence in own abilities and judgement. Establishes yearly goals with supervisor to improve personal skills / knowledge. Seeks out new experiences and opportunities.

Values and priorities in life are clear and assist in achieving balance. As well as confident, ego is more or less controlled. Reads widely, active in extracurricular activities that provide learning and growth. Is a member of professional associations.

Inner convictions, confidence and control of ego are displayed as being in harmony with people / environment that surround them. Seeks to learn from every experience, and. is a role model for others. Encourages feedback from boss, peers, and team members. Has a three five year plan.

Notes