NEA Leadership Competencies Guide

Transcription

1 NEA Leadership Competencies Guide

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3 NEA Leadership Competencies Guide Table of Contents NEA Vision, Mission, and Values 5 Setting the context for leadership competencies 7 Leadership competency framework explained 8 Essential elements Ideas for using leadership competencies 10 National (NEA Headquarters) Constituent Groups Individual members Leadership Competencies 13 Advocacy Business Communication Governance and Leadership Leading Our Professions Organizing 3

4 The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders, and continually develops them. John C. Maxwell

5 Vision, Mission and Values Adopted at the 2006 NEA Representative Assembly The National Education Association We, the members of the National Education Association of the United States, are the voice of education professionals. Our work is fundamental to the nation, and we accept the profound trust placed in us. Our Vision Our vision is a great public school for every student. Our Mission Our mission is to advocate for education professionals and to unite to prepare every student to succeed in a diverse and interdependent world. Our Core Values Equal Opportunity. We believe public education is the gateway to opportunity. All students have the human and civil right to a quality public education that develops their potential, independence, and character. A Just Society. We believe public education is vital to building respect for the worth, dignity, and equality of every individual in our diverse society. Democracy. We believe public education is the cornerstone of our republic. Public education provides individuals with the skills to be involved, informed, and engaged in our representative democracy. Professionalism. We believe that the expertise and judgment of education professionals are critical to student success. We maintain the highest professional standards, and we expect the status, compensation, and respect due all professionals. 5

6 Partnership. We believe partnerships with parents, families, communities, and other stakeholders are essential to quality public education and student success. Collective Action. We believe individuals are strengthened when they work together for the common good. As education professionals, we improve both our professional status and the quality of public education when we unite and advocate collectively. 6

7 Setting the Context for Leadership Competencies The National Education Association recognizes that today s education leaders are making, and will face, some of the toughest decisions in the history of our Association and public the necessary knowledge, skills and abilities to meet these new challenges. Consequently, NEA has come together like never to leadership development. The NEA believes that investing in the development of great leaders is a powerful investment. Nearly every aspect of the Association plays some role in leadership development, making it even more important to have a common vision and understanding of what we are collectively working toward. NEA leadership development was, until recently, viewed as being part of individual programs or as a conference or event, but that view is quickly changing within the organization. Leadership development at NEA is now evolving to have its own language and standards, its own following and brand. More - leadership is expanding and changing. Leadership is no longer beyond the Association. The catalyst for this change is a new set of NEA leadership competencies. 7

8 The NEA Leadership Competency Framework Explained NEA leader through the development of a series of six leadership competency domains. While NEA continues to invest in membership categories and roles, these leadership competencies regardless of role, level, or experience. The competencies are designed to prepare NEA members to lead relevant and thriving education associations and become world-class education leaders. Over the course of the year, NEA engaged leaders across the Association to discuss the current and desired future state of NEA leadership development. NEA also established a leadership development advisory team, consisting of member and staff-leaders to review member input and ideas and to develop a common vision for what NEA leaders should know and be able to do. It is out of this work that the NEA s leadership competencies were born. NEA strategic framework and was developed through multiple leader and member engagements, interviews, focus groups, and a review of benchmark models in union, public sector and corporate leaders should know and be able to do in the areas of professional practice, organizing, advocacy, communications, business, as well as governance and leadership. 8

9 The framework has the following essential elements of the competency themes that convey the topic areas that the competency addresses leader and their capabilities. They include Foundational Key 1- Competency Title 3- Theme 4- Progression 3 Competency Level 1: Foundational Level 2: Mobilizing & Theme Power Building Acts strategically to support the in the past and how it may need to membership by tying directly into association s value change to meet new challenges member needs and creating new proposition business models that provide added Manages budget development and budgeting processes ity; and ensures business policies business policy Promotes stewardship and financial integrity of the organization Manages risk Utilizes data and analyzes trends to inform decision making of the organization and recognizes early warning signs organizational sustainability and 4 applicable processes and policies Level 3: Agenda Driving organization wisely and strategically to demonstrate association relevance and the value of membership development of outcome based term sustainability of organization association by strengthening its infrastructure to accomplish strategic transactions 5 through effective oversight tives through member awareness of trends and data analysis strategies for growth 1 BUSINESS Builds the brand and accomplishes the goals of the association through effective financial management and understanding of fiduciary responsibilities. 2 9

10 Ideas for Using the Leadership Competencies: The competencies are a vehicle to support continuous learning and are intended to be broadly applicable across the organization a very robust and are not meant to be completed over the course of a single event or a single year. The competencies support the notion that leadership development is a journey, not an event. The competencies serve as a guide and a tool to show what association leaders know and are able to do over the course of their careers in activities that may be considered across the entire Association. Ideas for National Headquarters Management System as a hub for leadership content and pool and share their leadership development content, courses, and trainings in a single system. that align with and support the leadership competencies. ment system as a means to develop their own individualized learning pathways and to create leadership portfolios based on their trainings, skills, areas of expertise and activism. supports the leadership competencies 10

11 for use as a tool to enhance for state or local leadership development efforts. Help bring about a greater alignment of goals across the entire Association. NEA to support the competency framework and leadership management system. into the development and delivery of state and local content nationally. Ideas for Constituent Groups (e.g. Councils and Caucuses) tool to enhance any leadership development efforts being offered. Help bring about a greater alignment of goals across the Association. 11

12 Ideas for Individual Members exemplify the competencies a particular leadership role or assignment. Consider questions - What leadership strengths can I build on through the competencies? - What leadership challenges can I improve through the competencies? your progress the leadership management system 12

13 Competency Theme Leverages advocacy practice Engages community around issues supporting student learning Interprets and acts on social justice initiatives Leads public education policy reform Acts as a political advocate Level 1: Foundational tals of advocacy practice and theory within the community messages with community from review of research and discuss- state and local public education policy and reforms petition signing and Level 2: Mobilizing & Power Building implements high impact and culturally competent advocacy plans and strategies engagement plan that supports student learning and leading the professions - research that impacts educational in advocacy and collaborates to education policy and reforms effective advocates by getting them involved in the political process (at information and research Level 3: Agenda Driving well integrated into the strategic plan and contribute to association s goals tion plan around shared interests of legislative bodies holders around shared interests education policy and reforms ADVOCACY public education through benefits our students and members professional needs and rights.

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15 Competency Theme Acts strategically to support the association s value proposition Manages budget development and business policy Promotes stewardship and financial integrity of the organization Manages risk Utilizes data and analyzes trends to inform decision making Level 1: Foundational ship in the past and how it may need to change to meet new challenges budgeting processes cial transactions of the organization and recognizes early warning signs organizational sustainability and Level 2: Mobilizing & Power Building membership by tying directly into member needs and creating new business models that provide added - responsibility; and ensures busi- practices association by strengthening its applicable processes and policies tives through member awareness of trends and data analysis Level 3: Agenda Driving organization wisely and strategically to demonstrate association relevance and the value of membership development of outcome based term sustainability of organization infrastructure to accomplish strategic through effective oversight and strategies for growth BUSINESS Builds the brand and accomplishes the goals of the association through effective financial management and understanding of fiduciary responsibilities.

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17 Competency Theme Develops a twoway strategic communications plan Uses current media, technology and social networks to communicate Develops communication approach and style to fit appropriate audience Acts as an effective speaker Acts as a compelling advocate for the organization Identifies appropriate messenger(s) Level 1: Foundational communications strategy approaches and styles needed to communicate with diverse audiences to a variety of audiences with audience aligning the appropriate messen- Level 2: Mobilizing & Power Building communications plans with consistent and purposeful mes- needs of different constituencies strategic and integrated presentations that motivate erful emotional connections with audiences messengers to inspire action Level 3: Agenda Driving plan in a persuasive and strategic manner to promote the goals of the association communications plans for maximum effectiveness communication strategy that rallies agendas and actions a common message using empowered messengers COMMUNICATION Builds an integrated communications strategy that drives the goals of our professions.

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19 Competency Theme Effectively executes governance and leadership responsibilities Establishes and maintains collaborative, effective relationships Advances the organization by internalizing its mission, vision, and core values Sets strategic objectives to guide longterm goals Develops self and others as leaders Level 1: Foundational sibilities of core team leadership and legal obligations conferred on governance relationships to foster collaboration the organization s strategy for own actions and tactics improve them Level 2: Mobilizing & Power Building among leaders on governance internal and external alliances culture that appeals to the different motivations of members while recognizing the contributions of all and tactics to advance organizational long-term goals and priorities responsibilities in the association Level 3: Agenda Driving gies to accomplish the short and long external relationships to vision and core values to drive our clear and compelling long-term goals and priorities strategies that ensure a smooth transition in leadership and sustain the association s vision over time Governance and Leadership establishes strategies necessary for a relevant and thriving organization; fosters a pipeline of talent for the future.

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21 Competency Theme Builds capacity for continual improvement and learning Shows educational leadership and understands union s role in student learning and leading our professions Advocates for policies and strategies that positively impact our professions and student learning Analyzes and applies research, policies and trends to determine potential impact on our professions and student learning Level 1: Foundational continuous learning and improvement in our professions current and emerging role that the union plays in our professions strategies that impact our professions and student learning policies and trends impact public education Level 2: Mobilizing & Power Building development inside our members and our diverse set of and members credentials and leadership of our professions that positively impact our professions and student learning evaluate and communicate education research and practices Level 3: Agenda Driving professionalism that illustrates the association s commitment to continuous learning professional issues anticipating challenges and putting in place proactive strategies based on deep understanding of research LEADING OUR PROFESSIONS inside our professions and promotes our union s role in advancing education transformation and student learning.

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23 Competency Theme Utilizes organizing best practices Builds meaningful community partnerships Makes strategic plans that rely on data and analysis Engages in collective action to identify and address pivotal issues Creates conditions for continuous association growth and strength Fosters the development of leaders at all levels of the organization Level 1: Foundational practices associated with organizing audiences in the community to identify common issues research data to formulate organizing strategies impact and actionable organizing opportunities egies for member recruitment and retention emerging association leaders who Level 2: Mobilizing & Power Building dation for long term plans including opportunities by appealing to member passions and interests and retention strategies that grow the ence others to become more actively involved in the talent management process encourages them to put plans in place to accelerate their level of participation Level 3: Agenda Driving continually improve the impact of future campaigns and organizing approaches community to harness the power of collective action improve their impact of the association through their active participation and attitude towards collective action strategies and actively supports leadership succession planning ORGANIZING successful organizing internal and external membership capacity; as well as recruit and identify new members and potential leaders into the association.

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25 NEA thanks the following member and staff leaders for their expertise in developing the NEA Leadership Competencies.

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