DEPARTMENT OF HUMAN RESOURCES DEPARTMENT OF HUMAN RESOURCES

CareerPlanning
and
SuccessionManagement
Resources

CONTENTS:

ASSESSMENTTOOLS................................................................................................ 3
WorkPersonalityIndex(WPI)..................................................................................................3
MyersBriggsTypeIndicator(MBTI)........................................................................................3
MultiplePerspectiveInstrument360Feedback...................................................................4
JobPerformanceProfile(JPP)..................................................................................................4
OrganizationalPerformanceProfile(OPP)..............................................................................4
DDISuccessProfile ..................................................................................................... 5
ADDITIONALRESOURCES ........................................................................................ 6
NAITLeadershipCompetencies...............................................................................................7
Teamwork................................................................................................................................8
Communication........................................................................................................................8
OrganizationalAwareness.......................................................................................................9
LeadingChange........................................................................................................................9
Innovation..............................................................................................................................10
PersonalEffectiveness...........................................................................................................10
PerformanceManagement....................................................................................................11
ResourceManagement..........................................................................................................12
StrategicThinking...................................................................................................................13
IntegrityandEthicalBehaviour..............................................................................................13
BusinessSkillsandKnowledge...............................................................................................14
ServiceOrientation .................................................................................................... 14
SUGGESTEDDEVELOPMENTALACTIVITIES ......................................................... 16


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ASSESSMENTTOOLS

NAIThasaccesstoanumberoftoolsthatcanhelpyouunderstandyourstrengthsand
uniquegifts.Thefollowingtoolsareavailabletohelpyouexploreandlearnmoreabout
yourself.Theinformationenhancesunderstandingofyourself,yourmotivations,your
naturalstrengths,andyourpotentialareasofgrowth.Ifyouareinterestedinlearningmore
aboutthetoolslistedbelowpleasecontactyourHumanResourceConsultant(HRC)or
OrganizationalDevelopmentServices(ODS)whowillmaketheresourcesavailableandwalk
youthrutheprocess.

WorkPersonalityIndex(WPI)

TheWPIprovidesavalidanddependablemeasureofpersonalitythatdirectlyinfluencea
personsworkperformanceandtaskeffectiveness.Basedonamodelof17personality
traitstheWPIhelpsdescribeanindividualsstyleintermsofjobrelatedstrengthsand
weaknesses.

Designedasatoolforprofessionalgrowth.Thisreportdescribeskeyfeaturesofan
individualspersonalstylethatinfluencetheirapproachtotasks,waysofinteractingwith
people,andperformanceatwork.Itcontainsinterpretivenotesthatareusefulfor
increasingleadershipeffectivenessandhighlightsthecompetenciesgenerallyassociated
witheachpersonalitytrait.

MyersBriggsTypeIndicator(MBTI)

TheMyersBriggsTypeIndicatorisaselfreportquestionnairedesignedtomakeCarlJungs
theoryofpsychologicaltypesunderstandableandusefulineverydaylife.

Aftermorethan50yearsofresearchanddevelopment,MBTIisthemostwidelyused
instrumentforunderstandingnormalpersonalitydifferences.Itexplainsbasicpatternsin
humanfunctioning,theMBTIisusedforawidevarietyofpurposesincludingthefollowing:

Selfunderstandinganddevelopment
Careerdevelopmentandexploration
Organizationdevelopment
Teambuilding
Managementandleadershiptraining

ODSrunsMBTIworkshopsorcanworkwithyouoryourgroup.

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MultiplePerspectiveInstruments360Feedback

Amultipleperspectiveinstrumentisperhapsthemostwidelyuseddiagnostictoolandis
sometimesreferredtoasa360.LeadershipMirrorisadministeredthroughODS.This
assessmentbeginswithasetofevaluationcriteriatypically,competenciesandtheir
observablebehaviours.NAIThasdesignedour360feedbacktoolusingNAITsleadership
competenciesoutlinedonthefollowingpages.Anindividualassesseshisorherown
effectiveness,whileothersprovidefeedbackutilizingthesamecriteria.Theresultingreport
providesinsightintospecificstrengthsanddevelopmentneedsasassessedbywork
colleagues,supervisors,directreports,andcustomers/clients.

ContactODStodiscussa360.

JobPerformanceProfile(JPP)

TheJPPcanbeusedtohelpemployeesplantheircareermovestoensurethattheywillnot
beplacedinrolesforwhichtheyareunsuited.Duringcareerplanningdiscussionswith
employees,behaviouralexpectationscanbereviewedanddiscussedforthepositionsin
whichtheyexpressinterest.TheJPPwillhelpyoureachagreementoncomfortleveland
degreeofcompatibilitywiththepositionexpectations.YourHRCistheexpertonthistool.

OrganizationalPerformanceProfile(OPP)

OPPisaselfreportquestionnairethatmeasurespersonalitytraitsrelativetoaposition.
OPPcanbeusedto:

Helpunderstandtheeffectsofbehaviouruponorganizationalandjobperformance.
Addressemployeedevelopmentandperformanceimprovementneedsinan
appropriateandconstructivemanner.

ContactyourHRCwithregardstothistool.

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DDISuccessProfile(WhitePaperOptimizingYourLeadershipPipelineDevelopment
DimensionInternationalInc.)

DDIconsidersfourtypesoffactorsthatareimportanttoconsiderwhen
selecting/promotingordevelopingtalent.

J ob Challenges
Experience
J ob
Motivation
and
Personal Attributes
Competencies
Organizational
Knowledge

Performance

OrganizationalKnowledge(Whatapersonknows):Thefunctions,processes,systems,
products,servicesortechnologiesofanorganizationthatmustbeunderstood.

JobChallenges/Experience(Whatapersonhasdoneinthepast):Thekindsof
situationsthatanindividualmovingintoaspecificleadershippositionshouldhave
experiencedoratleasthavebeenexposedto.

Competencies(Whatapersoniscapableof):Theclustersofbehavior,knowledge,
technicalskillsandmotivationsthatareimportanttojobsuccess.

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TwelveleadershipcompetencieswerevalidatedbythebroaderNAITcommunity
throughfocusgroupdiscussionsin1999and,in2003,werevalidatedforthepositionof
Dean/Director.

Teamwork
Communication
OrganizationalAwareness
LeadingChange
Innovation
PersonalEffectiveness
PerformanceManagement
ResourceManagement
StrategicThinking
IntegrityandEthicalBehavior
BusinessSkillsandKnowledge
ServiceOrientation

PersonalAttributes(apersonis):Thederailersorpersonalitytraitsthatmightcause
anotherwiseeffectiveleadertofaildefensiveness,riskaversion,poor
communication,lackofempathy,arrogance,micromanagementetc.

ADDITIONALRESOURCES

Hereareafewresourcespertainingtoallaspectsofpersonalandcareerdevelopment.Try
searchingtheinternetforthetopicofyourchoiceandyoullbesurprisedhowmuchfree
material,toolsandservicesareavailableonlineforfreeorafreemembershipsignup.

PersonalityTypeTests:

http://www.humanmetrics.com/cgiwin/JTypes2.asp
http://www.personalitytest.net/types/index.htm
http://discoveryhealth.queendom.com/type_a_personality_access.html

MiscellaneousOnlineTests:

http://health.discovery.com/tools/assessments.html
http://www.assessment.com/

JobApplication,ResumesandInterviewAdvice

http://www.jobapplicationandinterviewadvice.com/index.html
http://www.bcjobs.ca/re/careeradvice/careeradvice/interviewadvice
http://www.hrinmotion.com/
http://www.resumehelp.org/

NAITLEADERSHIPCOMPETENCIES


TeamworkWorkscooperativelyandeffectivelywithstaff,colleagues,and
stakeholderstoachieveoptimalcollectiveresults.

CommunicationUnderstandsandisunderstoodbyindividualsandgroups,uses
appropriateandeffectivecommunicationtoolsandtechniques.

OrganizationalAwarenessPossessesandutilizesabroadunderstandingofthe
institutionalresources,policies,andinformation.

LeadingChangePlansandeffectivelyimplementorganizationalchange.

InnovationChallenges,takesrisks,generatesnewandinnovativeideas,andapplies
theseideastoimproveoperationsorcreatenewopportunities.

PersonalEffectivenessDemonstratesskills,knowledge,andrelatedbehaviorsto
effectivelycarryoutthejobandmaintainpersonalhealthandeffectiveness.

PerformanceManagementEffectivelyplansandmanagestheperformanceofstaff
anddevelopstheskillsandabilitiesofstaff.

ResourceManagementEffectivelyacquiresandmanagesresourcestoachieve
businessunitandinstitutionalgoals.

StrategicThinkingInterpretsthemeaningoftrendsandchangesintheinternaland
externalenvironmentandalignsthebusinessunittotakeadvantageofemerging
opportunities.

IntegrityandEthicalBehaviourUnderstandsethicalbehaviourandbusinesspractices
andensuresownbehaviourandthebehaviourofothersareconsistentwiththese
ethicalstandards.

BusinessSkillsandKnowledgeUtilizesthenecessarytechnologicalandbusinessskills
requiredforthepositionandengagesinandencouragesothersincontinuallearning.

ServiceOrientationUnderstandstheneedsofcustomersandstrivestomeetor
exceedcustomerexpectationsandneedswithinorganizationalparameters.
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Teamwork

Leadersrequiretheabilitytoworkeffectivelyandcollaborativelywithothersinateam
environment.Leadersdemonstrateskillsinareasrelatedtocommunication,problemsolving,
conflictresolution,andunderstandteamdynamics.

Individualswhodisplaystrengthinthisareaprefertoworkinagroup,areabletogiveup
control,andaresensitivetotheneedsofothersandthedynamicsofagroup.Theyareaware
oftheimpactoftheirbehaviouronothersandunlikelyhaveproblemsintermsof
communication.Theyaremorelikelytoworktowardsacommonpurposeorsolutionthan
promoteandarguetheirownview.

Establishescleardirectionforteamsbycocreatingteamvision,values,andgoals.
Utilizesskillstohelpteamssolveproblems,resolveconflicts,andachievepositive
outcomesindifficultsituations.
Demonstrateseffectiveteammemberskillssuchaslistening,facilitation,negotiation,
creativity,challenging,andgivingfeedback.
Demonstratesanunderstandingofteamdynamicsandrequirementsandjudgeswhen
teamworkisthebestsolutiontodealingwithanorganizationalneed.
Gathersteammemberinput,facilitatesteamconsensusondecisions,andensures
individualteammemberssupporttheteamandteamdecisions.
Demonstratesabeliefinthevalueofteamsandtakesactiontoinitiateorparticipatein
teamswhereteamsarethebestmeanstodealingwithanorganizationalneed.

Communication

Communicationinworkplacegetsbusinessdone.Informationmustbepresentedinamanner
thatisclear,conciseandachievesthedesiredresultsinordertobeeffectiveinorganizations.
Leadersneedtopossesskeyinterpersonalskillsrequiredtofacilitatebrainstormingordata
gatheringsessions,runmeetings,resolveissuesetc.Interpersonalstyle,alongwith
communicationandrelationshipbuildingskillsiscriticaltopersonalsuccessaswellasthe
successoftheunitororganization.

Individualswhoareeffectivecommunicatorsoftenexcelatgettingtheirpointsacross.Others
saytheytendtobeclearandconcise.Thismaybetheresultoftheleadertakingthetimeto
prepareandorganizehis/herpresentationorcommentsoritmaystemfromtheabilitytothink
oftheaudienceorlistenerspointofview.Strongcommunicationskillsmayalsobetheresult
ofincreasedconfidenceorpresence.

Providesimportantinformationquicklyandaccuratelytokeypeoplewithinandoutside
theInstitute.
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Expressesconceptsandideasinaclear,succinct,accurate,andsimplemannerthatis
sensitivetotheneedsoftheaudienceorlistener.
Demonstrateseffectivelisteningskillsandchecksforcompletenessofunderstanding.
Developsandmakespresentationsthathaveclarityandimpact.
Writesinaclearandconcisemannerthatiseasilyunderstoodbythereader.
Exercisesgoodjudgmentandsensitivitywhencommunicatingwiththosewhomayhave
differentneedsorunderstandingofsituations.
Fostersopen,honest,andtruthfulcommunicationwithothers.
Activelysolicitsinputfromotherstoclarifykeyissuesandpotentialactions,andcloses
theloopbyprovidingfeedback.
Plansandleadseffectivemeetings.
Possessesknowledgeofcommunicationplanning.

OrganizationalAwareness

EffectiveleadershaveasoundknowledgeofNAITandhowtheunittheyleadfitsintoit.NAITs
AcademicandBusinessplanprovidetheoverallstrategicdirectionfortheInstitute.Eachunit
atNAITmustbealignedwiththeoverallstrategicdirectionoftheInstitute.Leadersmust
understandtheorganizationalprioritiesandadapt/alignthedirectionfortheirunit.Leaders
needtounderstandcollectiveagreements,policies,procedures,andtheoverallcultureofNAIT.

Aleaderwithstrongorganizationalawarenesstendstotakethetimetodevelopandmaintain
contactsbeyondtheirdepartmenttokeepintouchwithwhatishappeningandthe
opportunitiesthatmaybearising.Asaresult,theirdepartmentmaybequicktochangeor
capitalizeonopportunitieswhentheyareavailable.Theyoftenexhibitconsiderable
understandingoftherulesandpoliciesoftheorganization.

Demonstratesknowledgeofthemission,vision,operatingprinciples,andstrategic
directionofNAIT.
Buildsaninternalnetworkofcolleaguesandprofessionalservicedepartmentcontacts
toassistinprovidingadvice,support,andknowledge.
AlignsbusinessunitdirectionandpracticeswiththoseofNAIT.
Initiatespartnershipsandbuildsrelationshipswithotherbusinessunitstoassistinday
todaywork.
Demonstratesanunderstandingoftheuniqueculture,policies,procedures,andwaysof
doingthingsatNAITandworkseffectivelywithinthisframework.

LeadingChange

Changeisthenorm.Tosurviveanorganizationmustbeabletoadapttothechangingneeds
drivenbymanyfactorssuchastechnology,theeconomy,globalcompetitionetc.Theabilityto
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leadchange,askillthatisconsiderablydifferentfromdaytodaymanagement,maybethe
criticalcompetencyforleaderstohave.

Leadersthatareproficientinleadingchangemaythemselvesbecomfortablewithchange.
Manywillcontinuallyexploretheneedtochange.Oftentimes,peopleinthissituationhave
takenthetimeortrainingtolearnabouthowtoleadchangeeffectively.

Utilizesprinciples,tools,andmodelsforplanningandimplementingchangeinitiatives.
Anticipatestheneedforchangewhenthreatsoropportunitiesarisethatwillaffectthe
businessunit.
Convincesindividualsoftheneedforchangeandsupportsthemthroughoutthechange.
Effectivelymodelsthedesiredchangesinbehaviourandthinking.
Promotesanenvironmentofquestioning,challenging,andinvitingnewanddifferent
perspectivesonhowthingscanbedone.
Developsandeffectivelycommunicatesthevision,strategy,andplanformakingthe
requiredchanges.

Innovation

Innovationrequireschallengingthestatusquoanddevelopingnew,innovativeideas.Inan
environmentofintensecompetitionanddiminishingresources,innovationwillbeacritical
factorforleadershipsuccess.

Leaderswillbemoreeffectiveinthisareaiftheytendtokeeptheirheadsupandcontinuously
explorenewideasandinformation.Personalitymayalsoplayafactorinthisareaassome
individuals,bytheirverynaturetheymaybemorelikelytobemoreinnovativethanothersin
theirthinking.

Createsanenvironmentwherecreativity,challengingthestatusquo,risktaking,and
learningfrommistakesareencouraged.
Thinksoutsidetheboxandviewsproblemsandsituationsfrommanydifferent
perspectives,andencouragesotherstodothesame.
Encouragesentrepreneurialthinking.
Effectivelybalancestheneedforinnovationwiththeneedtomeetbusiness
requirements.

PersonalEffectiveness

Withmanydemandsintheworkenvironment,itiscriticalthatleadershavewelldeveloped
copingstrategies.Thiswouldincludetheabilitytobalancetime,manageprioritiesanddeal
withstress.Understandingtheneedforbalancingpersonalandorganizationalprioritiesis
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criticalindevelopingahealthyworkenvironment.Theinabilitytodealwithdaytoday
pressurescanhavesignificantnegativeimpactsdirectlyontheleaderaswellasthosethatwork
closelywithhim/her.

Apersonnotpossessingandutilizingtheseskillsandabilitiesbeginstoshowdiminishedsigns
ofeffectivenessovertime.Signsmaybehardtopickup,atleastintheinitialstages,however,
overtimeanumberoffactorsbegintobecomeobservableincluding:lowerenergyor
motivationallevels,physicalorhealthproblems,symptomsofstressoranxiety,orthetendency
toputinevenlongerhours.Thismaybeadifficultareatoaddressbecauseoftheerroneous
viewthatsuccessfulleadersmustopenlydemonstratedisregardfortheeffectsofstressand
heavyworkloads.

Solicitsfeedbackaboutperformanceandshortcomingsandusesthisinformationasa
basisforlearningandimprovement.
Demonstratestheabilitytobedecisiveandstandbyhis/herdecisions.
Utilizestimemanagementtechniquesandpersonalskillstoensureprioritiesarefocused
uponandachieved.
Demonstratesapositiveattitudetowardwork,employees,colleagues,andthe
organization.
Exhibitsselfconfidenceinhis/herskillsandabilitiesandisnotafraidtomovebeyond
thecomfortzone.
Keepssituationsinperspectiveandbringshumortobearinsituationswhereitishelpful
andappropriatetodoso.
Demonstratesgoodjudgmentbybeingsensitiveandmindfuloftheimpactofdecisions
onindividuals,customers,andtheorganization.
Adjuststomultipledemands,shiftingpriorities,ambiguity,andrapidchange.

PerformanceManagement

Anorganizationisonlyaseffectiveasitsstaff.Aperformancemanagementsystemisan
accountabilitysystem.Itprovidesstaffwiththebusinessresultstheyareaccountableforand
setsexpectationsforhowtoachievethoseresults.Staffmustclearlyunderstandperformance
expectations,theiralignmentwithorganizationalneeds,andbeencouragedintheircareer
development.Todosorequiresthatleaderspayattentiontotheperformanceofindividual
staffandmanagethatperformanceinaccordancewiththeneedsoftheunit.

Leaderswhoexcelinthisareamayhavelowerthannormalturnoverofstaff,lowersickness
anddisabilityrates,orstaffwhoareperformingtolevelshigherthanothercomparableunits.
Theunitasawholemayalsobeshowingevidenceofhighperformance.

Ensuresthereisalinkbetweenindividualperformanceandorganizationalobjectives.
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Setsclearperformancestandardsandexpectationsforstaffandmakesitclearhow
performancewillbemeasured.
Providesongoingfeedbackandcoaching,andrewardsandrecognizesstaffinan
appropriateandtimelymanner.
Takesdecisiveandappropriateactioninsituationswherethereareperformance
problems.
Providesdevelopmentalandlearningopportunitiesforstaff.
Workswithteammemberstoutilizeanddeveloptalentsandskillstoensuretheyare
abletomaximizetheircontributionstotheteam.
Demonstratesanunderstandingoforganizationalpoliciesandproceduresrelatedto
managingtheperformanceofothers.
Delegatesdecisionmakingandaccountabilitytothemostappropriatelevel.

ResourceManagement

Resourcesinorganizationsarelimitedandmustbeusedtoachievemaximumbenefit.Skillsin
thisareawouldincludetheabilitytoassessandsetprioritiestoalignandmanageresourcesto
ensurethattheseresultsareachieved.Thisimpliestheneedtounderstandtheinternal
organizationalmechanismsfortheplanningandmanagementofresources.Leadersmustbe
entrepreneurialandtakeadvantageofopportunitiestosecureadditionalresourcesforthe
unit.

Aleaderwoulddemonstratestrengthinthisareabybeingknowledgeableofthebasicsof
finance,resourceallocation,managementmechanismsandprocessesusedwithinthe
institution.Staffingandprioritiesmayhavechangedtomeetthechangingrequirementsand
opportunities,anditislikelythattheoverallresourcebaseoftheunithasincreasedovertime.
Thereisprobablyincreasedorsignificantevidenceofnewinitiativeswithintheunit.

Possessesknowledgeofthoseinstitutionalprocesses,mechanisms,andterminology
thatpertaintobudgetingandresourcemanagement.
Demonstratesanunderstandingoffinancialmanagementandinterpretsandexplains
financialdatainameaningfulandeasytounderstandmanner.
Accuratelymonitorsshiftsinprioritiesandplans,andrefocusesfinancial,human,and
otherresourcestoensurethechangingprioritiesareachieved.
Administersbudgetstoensuretheyareadheredtoandareusedinamannertoachieve
businessgoalsandobjectives.
Acceptspersonalaccountabilitywhenresourcesarenotusedeffectivelyorresultsare
notachieved.
Workscreativelytotapintonontraditionalsourcesofresourcessuchassecondments,
collaborativefundingandcrossfunctionalteams.
Establishesandutilizesanaccountabilityandmeasurementsystemthatlinksoutcomes
toresources.
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Developsandmaintainsanetworkofknowledgeablecontactsinindustry/business
pertinenttothebusinessunit.

StrategicThinking

Leadersmustunderstandthebigpicture.Organizationsareattheirbestwhentheyareable
totakethebestofwhatisandbuildfutureopportunities.Strategicthinkingisthewayin
whichwethinkabout,assess,viewandcreatethefutureforourselvesandourcolleagues.
Thismeansdevelopinganawarenessoftrendsthatcouldimpactthefuture,interpretingthese
trendsandtakingadvantageofopportunitiesthatareemerging.Itiscriticalthatopportunities
aretranslatedintoapracticalvisionandplanthatengagesthemembersoftheunit.

Leadersdemonstratingstrengthinthisareaarerarelycaughtbysurprisesthathavea
significantnegativeimpactontheunit.Itislikelythatthepersonortheunitwouldbe
identifiedatthefrontoftheirfieldandisabletobringthisstrategicunderstandingtoa
practicallevel.

Demonstratesanunderstandingofthegapsandbarriersbetweenwherethebusiness
unitisnowandwhereitneedstobe,tobesuccessfulinthefuture.
Developsasoundstrategyandplanfora3to5yearorlongertimeframe.
Workswithotherstoconceptualizeanddevelopasoundbusinessplanwhichalignswith
NAITsAcademicandbusinessplan.
Effectivelycommunicatesthevision,strategies,andplantoacquirerequiredsupport
andresources.

IntegrityandEthicalBehavior

Organizationsandtheirleadersmustmodelandexemplifycorporatesocialresponsibilityand
ethicalpractices.Theremustbeconsistencybetweentheexpressedvaluesonpaperorin
wordsandtheaction/behaviourstaken.Thelegalandmoralcostsofnotdemonstratingethical
behaviourcanbeverytaxingandexpensive.

Aleaderwithstrengthinthisareaisoftendescribedassomeonethatcanbetrustedor
someonewhocanbecounteduponbecausehe/shefollowsthroughwithhis/herpromises.If
theleaderdemonstratesappropriateethicalbehaviour,itislikelythatothersintheunitwill
followhis/herlead.

FollowsthebasicprinciplesandvaluesoftheInstituteandhis/herprofession.
Challengesselfandotherstocontinuallyupholdbasicvaluesandethicalbehavior.
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Interactswithpeopleinamannerthatishonest,respectful,andtruthful.
Acceptsfullaccountabilityforareasofresponsibilityanddoesnotblameothersfor
problemsorperformanceoutcomedeficiencies.
Demonstratesconsistencybetweenactionandwordsanddoesnotaskotherstodo
whathe/sheispersonallyunwillingtodo.
Possessesanunderstandingofandadherestolegislationrelatedtobasichumanrights
anddiversityissues.

BusinessSkillsandKnowledge

Everyorganizationhasanoverallsetofpolicies,procedures,guidelinesandprotocols.Leaders
mustunderstandthesebusinessfundamentalsandhowtooperatewithintheframework.This
generalbusinessmindsetiscrucialtoaccomplishingdailyactivitiesandtasks.Thereisalsoa
requirementthatleaderspossessknowledgeregardingcomputers,communicationsystems,
themanagementofstaff,andavarietyofotherrelatedareas.Aleadermusthaveaworking
knowledgeofthebasicsintheseareasasitpertainstohis/herorganization.

Aleaderwithstrengthinthisareatendstoberatherobviousinthathe/shecanfunction
effectivelyintermsofcommunicatingorjustgettingthingsdone.

Demonstratestheabilitytousecomputersandrelatedtechnologyforcommunication,
managementofstaffandpersonalefficiency.
Possessesknowledgeofrelevantcollectiveagreements,policies,academicregulations
andproceduresforNAIT.
Utilizesinternalcontentexpertsforassistanceindealingwithcomplextechnicalissues.
Cultivatesanenvironmentofcontinuouslearninginselfandotherstoaccommodate
changesintechnologyandinformationrequiredbythejob.
Demonstratesasoundknowledgeoftheprofessionorindustryinwhichhe/sheworks.
Possessesabasicknowledgeofprojectmanagementtoolsandapproaches,anduses
themtoachieveresults.

ServiceOrientation

Withoutcustomers,noorganizationcanexistforlong.Customersaresophisticated,knowledgeable,
andhavehighexpectations.Itiscriticalthatleadersunderstandthechangingneedsofcustomers
andattempttobuildrelationshipswiththem.Leadersmustunderstandcustomersandensurethat
theunitisalignedaccordingly.

Leadersthathavecompetencyinthisareaunderstandtheircustomers.Theretendstobelow
levelsofcomplaintsorfrustrationsbythecustomerandoftenisanincreaseinthenumbersof
customersovertime.
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Initiatesanddevelopseffectiveworkingrelationshipswithcustomerstobetter
understandtheirneedsandtoservethem.
Continuallysearchesfornewwaystoimprovecustomerserviceandtomeetorexceed
theirneeds.
Activelystrivestomeettheinterestsandneedsofthecustomersbyaligningprocesses
andprogramsandsettingprioritiesthatfocusonthecustomer.
Persistentlylobbiesonbehalfofclientstointegratetheirinterestsandneedsintothe
largerstrategicinstitutionaldirection.
Identifiestrendsandanticipatesanddevelopsplanstomeetthefutureneedsofclients
beforetheymaybeawareofthem.
Recognizesandbalancesthediverseneedsofdifferentcustomerorstakeholdergroups.

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SUGGESTEDDEVELOPMENTALACTIVITIES

Coachingcanbeprovidedbytheimmediatesupervisorandinitiatedbyeitherparty.Coaching
shouldbeaplanned,structured,ongoingprocessthatprovidesfortheimprovementof
knowledgeandskillsspecifictoresponsibilities.

JobEnrichmentoccurswhentheemployeetakesonmoreresponsibility,performingtasksthat
werepreviouslydonebysupervisororsomeonewithmoreexperienceorskill.Sometimesthis
takestheformofverticalloadingwhereeachlevelofmanagementtakesonresponsibilities
fromabove,anddelegatessomecurrentresponsibilities.

IndividualAssignmentsareausefulwaytogainspecial,indepthexpertiseincompetencies
thatareimportanttoleadershiprolesatNAIT.

TeamAssignmentsincludeservingonacommittee,advisorypanel,orprojectteam.
Employeescandevelopskillsinworkingwithothers.Anetworkofusefulcontactswithother
employeesthroughoutNAITcanalsobedeveloped.

TemporaryReplacement,byoverlappingotherssoastorelievethemduringvacations,illness,
orleavesofabsence,canbehelpfultothedevelopmentofabroadervisionofNAIT.This
developmentalactivityisalsousefultotestandapplycompetenciesindifferentsettingsina
lowrisk,shorttermsituation.

JobRotationoccurswhenemployeesspendapredeterminedlengthoftimeonavarietyof
functions.Forsomeithasmeantswappingjobsforapredeterminedperiodoftime,witheach
preparingtheotherinadvanceandbeingoncalltohelpwithunexpectedsituations.

LateralTransferscanenrichonesemploymentinanorganizationandprovidecareerand
leadershipdevelopmentopportunitiesthroughavarietyofnewexperiencesandchallenges.

PostSecondaryEducationshouldbeconsideredtomeettheeducationalrequirementsfor
leadershippositions.

InternalLeadershipDevelopmentWorkshopsareavailablesuchasNAITsNorthstar
LeadershipSeriesandAdvancedLeadershipDevelopment(ALD)program.

ExternalStructuredSelfDevelopmentProgramsincludeprogramssuchasToastmasters,Dale
Carnegie,andPacificInstitute.Mostoftheseprovideasupportiveenvironmentfordeveloping
interpersonal,communication,andteambuildingskills.

MakingPresentationsandRunningMeetingsprovidesopportunitiesforemployeestodevelop
skillsinplanning,organizing,appraisingpeopleandsituations,givingandreceivinginformation,
delegating,andgoalsetting.
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AttendanceatHigherLevelStaffMeetingswillallowemployeestobroadentheirawarenessof
corporatestyleandvalues,andofthecompetenciesthathavehelpedseniormanagersbe
successful.

ConductingTraining,bothinternalandexternaltoNAIT,developsplanningandanalyticalskills,
communicationeffectiveness,sensitivitytotheneedsandfeelingsofothers,andself
confidence.

Mentoringprovidestheopportunityforemployeestospendtimewithapeerorsupervisor,
sometimesfromadifferentorganizationalworkunit.Thementorsroleistoprovidesupport
andguidanceasrelatedtothedevelopmentoftheemployee.

StudyingManualsandInternalDocumentshelpstheemployeetounderstandthegoals,
standards,andcultureofNAIT.

StructuredDiscussionswithPeersorSubordinatesprovidesemployeeswiththeopportunityto
exchangeinformationandexpertisewithotherNAITstaff.(e.g.breakfastonceamonth,lunch
everyotherTuesday).ExpertsfromoutsideNAITcouldbeinvitedtothegrouptosharenew
knowledgeorskills.

VolunteerWorkprovidesmanyopportunitiestolearnaboutandexperienceleadership.

Technical/ProfessionalAssociationparticipationwillkeepemployeesuptodatewiththe
technicalsideoftheirjobs.Involvementincommitteework,specificallyinleadershiproles,will
providevaluableexperienceindevelopingmanagerialcompetencies.

AssessmentsinStyle/Skillprovideinformationthatisusefulinevaluatingdevelopmental
needs.

*Industrial/ExperienceLeavesprovidevaluableindustryexperience.Inapprovingthistypeof
leave,thepotentialbenefitstoNAITandtotheemployeearetakenintoconsideration.

*EducationLeavesprovideopportunitiesforemployeestocontinuetodevelopandgrowin
theircareers.

*InserviceprovidesanopportunityforNAITstafftoparticipateinavarietyofworkshops.The
intentistooffersessionsthatmeetcurrentandfutureprofessionalandpersonaldevelopment
needs.Offeringsincludecomputerskillsupgrading,wellnessworkshops,NorthstarLeadership
sessions,PerformanceManagementsessions,andsoon.

*Conferences,Workshops,Seminars,andConventionsmayprovideemployeeswith
professionaldevelopmentalopportunitiestailoredtotheaspiringleader.

*SeetheRenewal,Enrichment&LeaveOpportunitiesdocumentontheCampusCommunity>Human
Resources>Enrichment