• Embed Doc
  • Copy Link
  • Readcast
  • Collections
  • CommentGo Back
Download
 
Leadership Success:
 
Behaviors, Competencies and ResponsibilitiesThat Produce Positive Results
Part 2 – Competencies
 
James L. HanerManaging PartnerUltimate Business Resources Consulting
 
1-800-843-8733www.learningtree.ca
©2008 Learning Tree International. All Rights Reserved.
 
Introduction
.....................................
1Competencies
...................................
2Communicating Collaboratively
........
2Making Effective Decisions
..............
2Applying Emotional Intelligence
.......
3Conclusion
......................................
3References, Books and Web Sites
..........
4About Learning Tree International
. . . . . . . . .
5About the Author
..............................
5
Introduction
“The person who knows ‘how’ will always have a job. The personwho knows ‘why’ will always be their boss.” 
Diane Ravitch
(author and former U.S. Assistant Secretary of Education)
One o the great strengths that denes a successul leaderis the ability to build teams that can deliver products andservices aster, better and more cost-eectively. Developing this strength, however, requires a successul balance o several actors. In 2005, my colleague David Williams andI designed and developed what we termed the Behaviors,Competencies and Responsibilities (BCR) approach toleadership to identiy these very actors. As you can seerom the diagram below, when the three critical elementso behaviors, competencies, and responsibilities cometogether—as they do in the center purple area—you geteective, successul, productive, powerul, thoughtul,prudent, strong and wise leadership results.I’ll be exploring each o these aspects individually as they relate to successul team leadership in three successive WhitePapers. The rst Paper, Part 1, ocuses on
Behaviors
. Here, inPart 2, we address
Competencies
.
TABLE OF CONTENTS
1
Leadership Success: Competencies
LEARNING TREE INTERNATIONAL
 
White Paper
1-800-843-8733
 
•
www.learningtree.ca
©2008 Learning Tree International. All Rights Reserved.
BehaviorsCompetenciesResponsibilities
 
Competencies
In practice, competencies are what leaders are good at:knowledge, skills, abilities, expertise, capacity, qualication,experience, and know-how. The ollowing participativecompetencies are exhibited by successul leaders:communicating collaboratively, making eective decisions,and applying Emotional Intelligence (EI).
Communicating Collaboratively
Communication is hard work. The job o a successul leaderis to become more analytical about planning communicationand more objective about how it is likely to be received. Thissection covers Peter Drucker’s our undamental communicationprinciples that should be a conscious part o every leader’scommunications planning and execution.
1
1. Communication is perception.
“In communicat-ing, whatever the medium, the rst question has to be‘Is this communication within the recipient’s range o perception? Can he receive it?’”
2
What is it about thereceiver’s abilities—emotional state, perceptual lters,etc.—that enables him to decode the message? Only  what has actually been understood by the receiver willhave been communicated.
2. Communication is expectation.
“A gradual change,[one] in which the mind is led by small, incrementalsteps to realize what it perceives is not what it expectedto perceive, will not work.”
3
In other words, getting people to see something rom an entirely new perspectivecan be best achieved by “jumping in”as opposed to“wading in.”O course, the leader has to supply theimpetus but, to do that, he/she needs to know whatpreconceptions and expectations the audience hasto begin with. 
3. Communication makes demands.
“[Communication]always demands that the recipient become somebody,do something, and believe something.”
4
In other words, communication requires the recipient to give—as in, give attention, understanding, insight, support,inormation, and/or money.
4. Communication and information are different,and indeed largely opposite, yet interdependent.
Plenty o pieces o inormation are available. How doesthe leader identiy them and sort the important romthe unimportant? The answer can be simply to view the inormation rom the perspective o the recipients, judging what is relevant to their needs and what is not.To support these principles, leaders themselves can ac-tively create communication opportunities by providing a orum where teams can—without ear—ully expresstheir concerns and criticisms. Even i the issues cannotbe resolved immediately, it is oten enough or the teamto know that the leader has listened and knows what theteam is going through. The key is to have a sae place where teams can communicate in ull voice.
5
 Another acet o communication that promotesorganizational well being and positive team morale issimply to congratulate, thank and acknowledge people,as oten as possible, who are displaying the behaviors thatsupport organizational values. In this same vein, leadersshould speak positively about change eorts, privately andpublicly, and avoid inadvertent statements that underminethe importance o the eort or that o organizational values.
6
In summary, a leader must be an honest broker o inormation. Leaders need to be willing to provide theinormation that team members need to hear. They needto explain the challenges the team aces, the decisionsthey need to make and the consequences associated withmaking those decisions. They must also be willing toremind the team o decisions they have already made andhelp them deal with the consequences.
2
1-800-843-8733
•
www.learningtree.ca
 
LEARNING TREE INTERNATIONAL
 
White Paper
©2008 Learning Tree International. All Rights Reserved.
Leadership Success: Competencies
of 00

Leave a Comment

You must be to leave a comment.
Submit
Characters: ...
You must be to leave a comment.
Submit
Characters: ...