Strategic Development of Internal Leaders Competency Based Development Goals and Activities

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1 General Leadership Competencies Strategic Development of Internal Leaders Competency Based Development Goals and Activities - SAMPLE - Sample Specific Development Goal Sample Development Action (s) (the A in SMART) Collaboration 1. Building partnerships to accomplish goals. Cultivate potential partners for launching a division-wide space sharing initiative. 2. Inviting opportunities for resource sharing in service of organizational efficiency and improved 3. Encouraging cooperation by building trust and creating an environment in which people can leverage one another s resources and talents. Identify key resource sharing opportunities. Improve trust and communication among team so overall reputation of group improves. Communication 4. Delivering clear and compelling communications in all media. Improve written and oral communication skills. 5. Fostering an environment of information sharing and collegiality. Improve communication among team. Identify key stakeholders, hold exploratory conversations, select strategic partners, facilitate a needs and opportunities retreat with group, and launch space planning sharing working group. Initiate a resource sharing working group with other division administrators to identify key areas of resource overlap and develop plans to share resources. Hold regular full team staff meetings in which team identifies individual and group successes and individual and team challenges. Use this time to collectively create an action plan to address team challenges to improve overall efficacy of entire team. Take Business Communication: Writing and Speaking course at UC Berkeley Extension. Ask team both collectively and individually their thoughts and opinions regarding things that affects their work and that of the team overall. Make this a habit so team begins to share challenges and opportunities as part of the team culture.

2 6. Matching communication style to the message and the audience. Understand own communication style and learn to listen for the communication style of others so can match it. 7. Actively soliciting and listening to the opinions of others. Cultivate listening as a central part of all critical conversations. Take communication style assessment and read about various communication styles and what each style needs. Practice listening for styles and flexing personal style to match other persons. Start each conversation with an openended question to begin to cultivate the habit of listening over speaking. Continuous Improvement and Innovation 8. Using benchmarks to set and meet quality standards Become better versed in industry best practices and standards and use them to improve departmental 9. Continually seeking different and innovative approaches to addressing organizational problems and opportunities. Developing Highly Effective Teams 10. Developing performance and capabilities of staff through coaching, mentoring and providing development opportunities. Find an innovation mentor. Improve coaching skills. 11. Inspiring, mentoring and motivating teams to succeed. Become a success coach for my team. Join professional association and read associated newsletters and best practices updates. Read Harvard Business Review weekly. Implement quarterly quality reviews and quality improvement activities with team. Identify top three innovators at sister academic research institutions. Pick one as a mentor. Set up monthly mentoring conversations in which the topic is identifying innovative solutions to current problem or challenge. Take a coaching class for managers. Read Leaders as Coach: Strategies for Coaching and Developing Others by David Peterson and Mary Dee Hicks. Put learning into practice. Start every week with a short success celebration and weekly goal setting conversation with my team. Make sure every success is celebrated and everyone has at least one aspirational goal for the week. 2

3 12. Creating clear goals, providing ongoing feedback and engaging teams to ensure desired Provide timely, and regular feedback to team. Start to provide weekly one on one feedback to each member of my team via , voic , or quick impromptu check-ins. (Make it a habit rather than formal meeting so more timely and authentic.) Inclusiveness 13. Modeling and promoting mutual respect, fairness and equity. Re-enforce climate of mutual respect, fairness and equity among team. 14. Working to understand and encourage the perspectives of others. Regularly seek the feedback and perspective of direct reports, clients and peers. 15. Designing and advocating for inclusive practices. Integrate diversity principles into all departmental programs and goals. Leading Change 16. Aligning departmental efforts with organizational priorities by actively anticipating changing needs and objectives. Do an annual review and projection so can ensure efforts are aligned and can anticipate impending changes. 17. Translating vision into actionable goals. Ensure every member of the team can connect the vision of the organization to their individual goals. Add a monthly component to team meetings that looks at issues of fairness and respect. Ask each team member to define respect for themselves and share with the group. Create a group agreement around respect. Be an effective model of this agreement in individual and group interactions. Ask in every meeting or focused oneon-one conversation with another person or group what their thoughts are regarding an idea or effort and how it impacts them. Evaluate impact of all major decisions as relate to inclusivity and diversity on a monthly basis. Look for unintended impacts and correct actions/decisions/behaviors for future efforts. Conduct an annual strategy, goal definition, and implementation planning facilitated session with entire team. Hold quarterly performance review check-ins (in addition to annual process) to ensure goals are effective and impactful and support vision and departmental mission. 3

4 18. Supporting others in enacting and adapting to change. Make sure every member of the team is a skilled change manager. Hold a change management training session with the team using an impending departmental change as the case study to apply change tools to. Managing Self 19. Recognizing one's own strengths and weaknesses. Get input from others to better gauge strengths and weaknesses. 20. Continually seeking feedback from others. Invite regular feedback in all key relationships. 21. Learning from both success and failure. Reflect regularly on successes and challenges to improve as a leader. Problem Solving/Decision Making 22. Anticipating and identifying problems in order to define effective solutions. Reflect regularly on challenges and create the time and process to define solutions. 23. Analyzing and synthesizing complex data to define issues in service of resolution. Develop a data system to track departmental efforts and 24. Making independent and critical decision based on relevant information. Reduce time it takes to make important decisions by overcoming data paralysis. Use a 360 review process to get input from manager, direct reports, peers and clients regarding strengths and development opportunities. Ask key people regularly what can I do more of, better, or differently to (insert whatever activity/goal is relevant). Set aside 15 to 30 minutes each week to review in writing successes and challenges and make written commitment statements regarding how will handle to be more successful in the future. Conduct quarterly challenge audit meetings with the team to help anticipate problems and define solutions. Engage in the same process with myself on a monthly basis. Use the system to produce monthly, quarterly and annual reports and use the reports to drive key departmental decisions. Create a decision-making matrix that defines critical data elements for different levels of decision-making. Use matrix to identify operating assumptions, key data elements, impact analysis and timeframe. Measure effect of process on decisions and timeliness. 4

5 Service Orientation (Internal and External Customer Focus) 25. Cultivating strategic customer relationships. Get to know my customers and better understand their needs. 26. Setting and maintaining high standards of service. Use survey satisfaction data to drive standards of service. 27. Integrating customer and business needs to provide optimal service. Integrate business strategy, goals and activities with key customer needs. Be sure to meet with three key customer a month to cultivate relationship and identify how I and department could better serve their needs. Conduct annual satisfaction survey and compare to other organizations to identify benchmarks. Target top two satisfaction challenges and create customer improvement task force to develop strategies to address. Conduct annual team review of strategy, goals and activities to find opportunities to adjust or align with key customer needs as identified through client relationships building meetings and customer survey. Stewardship and Managing Resources (Financial Acumen) 28. Appling key business/financial concepts and analysis to decision-making. Become a better fiscal manager. 29. Understanding governance and organizational models sufficiently to make sound judgments in allocating and managing resources. 30. Providing excellent stewardship of university resources, being transparent and accountable in their management. Become better versed in UC s organizational and governance structures. Be more transparent regarding annual departmental budget. Review financial data monthly to be sure day-to-day decisions are supporting fiscal health. Attend a UCOP development program to get better understanding of UC governance and organizational structure. Share annual budget with team and peers on a regular basis in order to get their feedback on what we should spend and where, as well as what we should cut and why, in order to create the best possible departmental and fiscal 5

6 Strategic Planning 31. Establishing and committing to a long-range goal or vision with consideration of organizational resources, constraints and values. 32. Developing and implementing work plans with actionable components and measurable Become more strategic and focus on both short and long term goals. Identify departmental goals and cascade down to every person in department with clear action items for each person. Hold annual strategic planning process with entire department (using preestablished strategy and goals identified through meeting with direct reports). From this process define departmental strategy, long (3 years) and short (1 year) term goals, and key departmental action items. Post these all over department to keep at the forefront. Require everyone in the department to define individual goals and actions based on the departmental strategy and goals (and based on their role/position). Have managers review these goals and ensure they support strategy and goals. Ask the same from direct reports and review with them. Post everyone s goals on their office door or cube wall so we are all clear and aligned. 6

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