Competencies of High Performers
The core of all leadership effectiveness
1. Displaying high integrity and honesty
Ethical standards, authenticity, open, and transparent in all actions.
Personal CapabilityIntellectual, emotional, and skill makeup of a leader
2. Technical and professional expertise
Effective use of information technology; thorough understanding of what the organization produces and why it is superior to competitive products; ability to write intelligent, concise reports; ability to make a compelling presentation in front of groups; ability to organize one?s work, monitor progress, and act without being told by someone in authority; volunteers when something needs to be done and no one currently is doing it.
3. Solving problems, analyzing issues, and making decisions
Ability to define a problem, analyze it, and come up with solid recommendations for resolving it.
Ability to have a fresh outlook in approaching a problem; shakes loose of old methods and processes and sees new possibilities.
5. Practicing self-development
Continuously looking for ways to improve on strengths, gain additional strengths, and fix weaknesses.
6. Stress management
Handling personal and professional crises or stressful situations
Focus on ResultsAbility to have an impact on an organization; capable of getting things accomplished; produce sustained, balanced results.
7. Drive results
Establishes key result areas for the organization; communicates the performance indicators that measure organizational results; leads or champions efforts that increase productivity; and goal accomplishment throughout the organization.
8. Establish stretch goals
Inspires people to higher and higher levels of performance.
9. Take responsibility for outcomes/initiative
Does not blame other or find excuses.
This cluster includes more differentiating competencies than any of the other clusters, and the competencies are the most frequently correlated with all of the other competencies; it includes all we know about people skills; and the communication process by which a leader has a positive impact on others.
10. Communicating powerfully and prolifically
11. Inspiring and motivating others to high performance
12. Building relationships
13. Developing others
14. Collaborations and teamwork
15. Positive attitude
Descriptions of competencies 10 through 15:
Inspiring others to high performance
Building positive relationships with others
Developing the skills and talents of others
Working in a collaborative manner with others
Being an effective team member
Recognizing and rewarding the contributions of others
Being open and receptive to new ideas
Responding positively to feedback
Effectively resolving conflicts with their own department and with groups outside their department
Influencing people upward in the organization, in addition to peers and subordinates
Building the self-esteem of others, giving positive indications of their ability to succeed
Teaching others in a helpful manner
Keeping a positive outlook
Leading Organizational Change:
Ability to produce change in an organization and inspire others to accept and deliver on the change; pursue a new path or rise to a significantly higher level of performance.
16. Developing strategic perspective
Energizes others to want to change by pointing out the need
17. Championing change
18. Connect internal groups with the outside world
Descriptions of competencies 16 through 18:
Encourages people to let go of old ways so the new ways can begin
Helps others overcome their resistance to change
Clarifies how changes will affect jobs, work groups, and/or the organization
Sets and articulates a compelling vision for the organization
Continually communicates the highest priority strategic initiatives to keep the leadership team focused on the right things
Ensures that all systems in the organization are aligned toward achieving the overall strategic goals
Ensures that the organization has people, skills, and resources to meet the strategic challenge
Source: 2003 VisionPoint Productions, Inc.