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Leadership Competencies
Project team members: Keiren Havens, Tosha Hershey and Eric Fogt

Categories
In order to determine leadership competencies for the agency, we, in consultation with the
Senior Leadership Team, divided staff roles by levels of responsibility that align with job titles:

• Senior Leadership (executives and vice presidents)

• Directors
• Emerging Leaders (coordinators, physicians, NPs, dentists and managers, not
inclusive of “case managers”)
• Leads (responsible for others who perform the same tasks, such as Lead Behavioral
Health Therapist, Lead Therapist Case Manager and Lead CMA)
• Individual Contributors (the majority of staff roles—those that do not have
supervisory or program management/coordination responsibilities)

Gathering Input
Staff members
45-minute group discussions were held at the October 2017 all-staff meeting to obtain staff
perspective on leadership skills, traits and abilities needed at the agency. The discussions were
co-facilitated by a member of the senior leadership team and a non-management team staff
member. Approximately 190 staff members participated.

Shortly thereafter, an anonymous on-line survey was launched for staff; 50 staff members
participated. The most frequently identified traits and behaviors were as follows:

• Takes personal responsibility • Encourages the open expression of

• Provides clear direction new ideas
• Uncovers root causes to issues • Seen as direct and truthful
• Gains insight into clients’ needs • Practices what they preach
• Steps up to handle tough issues • Open to criticism
• Follows through on commitments • Proactively seeks feedback
• Attentively listens to others • Builds rapport
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Board of Directors
The Executive Committee of the Board of Directors met with Kevin Lindamood, Keiren Havens
and Board HR Committee Chair Rodney Scaife to go through a similar group exercise as staff
members. Their goal was to identify leadership competencies that applied specifically to the
Senior Leadership team. Not surprisingly, their ideas about great leadership did not differ much
from staff input. Main themes:

• Thinks strategically • Humble

• Provides clarity • Inspirational
• Has vision and the ability to • Committed
communicate it • Results driven – motivates others
• Transparent • Authentic
• Has integrity • Consistent

President & CEO

Tosha Hershey and Eric Fogt met with Kevin Lindamood to discuss leadership competencies of
the Senior Leadership team. Main themes:

• Has a broad and multidisciplinary perspective

• Integrates different views
• Builds and maintains relationships
• Conveys goals and mission - and drives excitement around them
• Stays current on evolving practices
• Collaborates around shared goals
• Makes difficult decisions and has difficult conversations
• Thinks strategically and system-wide
• Understands people
• Finds balance between the big picture and the small details

Selecting and Sequencing Leadership Competencies

Korn Ferry International
Using all of the input gathered from the Board of Directors, President & CEO, staff breakout
discussions and the staff online survey, we identified the competencies that best represented
the expectations of agency leadership. We then cross-referenced those competencies with
Korn Ferry’s Developmental Difficulty Matrix.
Korn Ferry’s Developmental Difficulty Matrix categorizes leadership skills by how difficult they
are to master. This matrix helps to sequence competency training. Typically, a leadership
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competency is harder to master when it involves factors not necessarily in the control of the
individual leader, such as managing ambiguity or situational adaptability. Additionally, it may
be harder to master a competency such as building an effective team when a leader has not yet
instilled trust, ensured accountability or learned to communicate effectively. Individuals need to
master fundamental leadership competencies so that they have a foundation upon which to
build more complex leadership skills. In this way, the Korn Ferry Developmental Difficulty
matrix helped us to align the leadership competencies so that they build upon one another as
an individual progressed through levels of responsibility at the agency, creating a “Leadership
Developmental Ladder.”

A Quick Side Note about Core Competencies

In the process of identifying leadership competencies, many participants identified traits, skills
and behaviors that aligned with recently-identified core competencies. Core competencies will
be built into every staff member’s success profile and therefore are not included in leadership
competencies. More on core competencies to follow in a separate document.
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Leadership Competencies Chart

Individual Emerging Senior
Leads Directors
Contributors Leaders Leadership Team
Ensures Demonstrates
Instills Trust Self-development Manages Ambiguity
Accountability Self-awareness
Balances Manages
Customer Focus Problem-Solving Business Insight
Stakeholders Complexity
Drives Vision
Drives Results Plans and Aligns Directs Work Strategic Mindset
and Purpose
Communicates Builds Effective Situational
Action Oriented Resourcefulness
Effectively Teams Adaptability
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Competency Traits and Behaviors

In addition to the Leadership Competencies Chart, we have also (a) provided a brief definition
of each competency according to the Korn Ferry Leadership Architect system; and (b) cited
examples of traits and behaviors identified by staff and Board members that exemplify the
competency.
Traits and behaviors may be found under more than one competency because (a) the trait or
behavior was mentioned repeatedly during discussions with staff and Board, which led us to the
conclusion that it was particularly important that leaders demonstrate the specific trait or
behavior within multiple competencies; and/or (b) the trait or behavior is applicable to more
than one competency.

Individual Contributors
Instills Trust

Follow through on commitments; is seen as direct and truthful; keeps confidences; practices
what they preach; shows consistency between words and actions; doesn’t misrepresent
themselves for personal gain.

Associated traits and behaviors: Transparent, trustworthy, authentic, responsible, sets

consistent policies and practices for processes

Customer Focus

Gains insight into customer needs; identifies opportunities that benefit the customer; builds
and delivers solutions that meet customer expectations; establishes and maintains effective
customer relationships and gains their trust and respect.

Associated traits and behaviors: Thoughtful, proactive, active listener, relatable, respectful,
empathetic, professional, coordinates care plans between departments to lessen confusion,
develop systems to prevent clients from falling out of care

Drives Results
Consistently achieves results, even under tough circumstances; has a strong goal-driven
orientation; persists in accomplishing objectives despite obstacles and setbacks; has a track
record of exceeding goals successfully; pushes staff and helps others achieve results.
Associated traits and behaviors: Actively seeks best practices, doesn’t settle, proactive,
persistent, goal oriented/driven, more transparent and less reactive
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Action Oriented
Readily takes action on challenges, without unnecessary planning; identifies and seizes new
opportunities; displays a can-do attitude in good and bad times; steps up to handle tough
issues.
Associated traits and behaviors: Takes the lead, consistent, adaptable, willing to learn, desire
to grow, disciplined, goal oriented/driven, actively seeks out more projects and tasks to
complete, future focused

Leads
Ensures Accountability
Follows through on commitments and makes sure others do the same; acts with a clear sense
of ownership; takes personal responsibility for decisions, actions and failures; establishes clear
responsibilities and processes for monitoring work and measuring results; designs feedback
loops into work.
Associated traits and behaviors: Monitors progress, sets clear objectives, clearly defines goals,
delegates, trusts in others, gives feedback/guidance, practices what they preach, fair

Problem Solving

Considers multiple sides of an issue. Makes informed decisions based on available information.
Weighs potential consequences to the customer, staff and organization before acting. Provides
sound solutions to problems. Recognizes issues and determines actions needed to advance the
decision making process. Follows up as necessary.
Associated traits and behaviors: Well-informed, problem solver, analytical, identifies the right
problem to solve, recognizes the need for change.

Plans and Aligns

Sets objectives to align with broader agency goals; breaks down objectives into appropriate
initiatives and actions; stages activities with relevant milestones and schedules; anticipates and
adjusts effective contingency plans.
Associated traits and behaviors: Sets clear objectives, monitors progress, adapts, recognizes
need for change, pivots between strategy and execution, simplifies complex challenges
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Resourcefulness
Marshals resources (people, funding, material, support) to get things done; orchestrates
multiple activities simultaneously to accomplish a goal; gets the most out of limited resources;
applies knowledge of internal structures, processes and culture to resourcing efforts.
Associated traits and behaviors: Recognizes limitations, resourceful, aware of barriers, knows
limits, adaptable, knows the job, analytical

Emerging Leaders
Self-Development

Shows personal commitment and takes action to continuously improve; accepts assignments
that broaden capabilities; learns from new experiences, from others and from structured
learning; makes the most of available development resources.
Associated traits and behaviors: Introspective, learns from failures, wants to grow/develop,
willing to learn, open to feedback, actively seeks feedback about their performance

Balances Stakeholders
Anticipates and balances the needs of multiple stakeholders; understands stakeholder
requirements; balances the interests of multiple stakeholders; considers cultural and ethical
factors in the decision-making process; acts fairly despite conflicting demands.
Associated traits and behaviors: Adaptable, balances results with feelings, builds
relationships, inclusive, has a multidisciplinary perspective, inclusive in decision making, creates
psychologically safe spaces

Directs Work
Provides clear direction and accountability; delegates and distributes assignments and decisions
appropriately; monitors progress by maintaining dialogue on work and results; provides
appropriate guidance and direction based on people’s capabilities; intervenes as needed to
remove obstacles.

Associated traits and behaviors: Sets clear objectives, clearly defines goals, coaches,
motivates, explains own thought process, empowers people, aware of barriers, strategic
planner, delegates
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Communicates Effectively
Is effective in a variety of communication settings: one-on-one, small and large groups and
among diverse styles and position levels; attentively listens to others; adjusts to fit the audience
and the message; provides timely and helpful information to others across the organization;
encourages the open expression of diverse ideas and opinions.
Associated traits and behaviors: Adaptable, gives feedback, open to feedback, transparent,
attentively listens, encourages new ideas, charismatic, builds consensus, ensures transparency,
solicits opinions/feedback, conveys messages about changes to all team members

Directors
Demonstrates Self Awareness
Reflects on activities and impact on others; proactively seeks feedback without being defensive;
is open to criticism and talking about shortcomings; admits mistakes and gains insight from
experiences; knows strengths, weaknesses, opportunities and limits.
Associated traits and behaviors: Seeks feedback, learns from mistakes, aware of
barriers/strengths, emotionally intelligent, introspective, takes responsibility for past mistakes,
accepts new ideas

Business Insight

Knows how business work and understands financial drivers; keeps up with current and
possible future policies, practices, and trends in the field; uses business knowledge and how
strategies and tactics play out in the market to guide actions.
Associated traits and behaviors: Knows the job, content expert, professional, strategic, knows
how other departments work, remains connected to the reality of running a clinic and working
with the client population

Drives Vision and Purpose

Talks about future possibilities in a positive way; creates milestones and symbols to really
support behind the vision; articulates the vision in a way everyone can relate to; creates
agency-wide energy and optimism for the future; shows personal commitment to the vision.
Associated traits and behaviors: Open to expression of new ideas, mission oriented, relatable,
visionary, monitors progress, goal oriented/driven, celebrates wins, inclusive, dedicated
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Builds Effective Teams

Forms teams with appropriate and diverse mix of styles, perspectives and experience;
establishes common objectives and a shared mindset; creates a feeling of belonging and strong
team morale; shares wins and rewards team efforts; fosters open dialogue and collaboration
among the team.
Associated traits and behaviors: Communicates effectively, builds relationships, able to
follow, appreciative, confident, charismatic, open to feedback, gives feedback, encourages
team for all levels of success, empowers people, builds consensus, inclusive, respects the worth
of team members, is accessible, respects and values all teammates, regardless of role

Senior Leadership Team

Manages Ambiguity

Deals comfortably with the uncertainty of change; effectively handles risk; can decide and act
without the total picture; is calm and productive, even when things are up in the air; deals
constructively with problems that do not have clear solutions or outcomes.

Associated traits and behaviors: Confident, balanced, patient, recognizes need for change,
takes thoughtful initiative, introspective, realistic and adaptive, sees the Big Picture, takes risks,
identifies the right problem to solve

Manages Complexity
Asks the right questions to accurately analyze situations; acquires data from multiple and
diverse sources when solving problems; uncovers root causes to difficult problems; evaluates
pros and cons, risks and benefits or different solution options; facilitates breakthroughs by
integrating diverse views and finding common ground or acceptable alternatives.
Associated traits and behaviors: Builds consensus, collaborative, recognizes limitations, aware
of barriers, identifies right problem to solve, takes thoughtful initiative, organized, simplifies
complex challenges, explains own thought process, asks great questions, thinks out of the box,
actively seeks best practices
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Strategic Mindset
Anticipates future trends and implications accurately; readily poses future scenarios; articulates
credible pictures and visions of possibilities that will create sustainable value; creates
competitive and breakthrough strategies that show a clear connection between vision and
action.
Associated traits and behaviors: Mission oriented, recognizes need for change, accepts new
ideas, thinks critically, open minded, future focused, proactive, strategic, pivots between
strategy and execution, openness regarding decision making

Situational Adaptability

Picks up on situational clues and adjusts in the moment; readily adapts personal, interpersonal
and leadership behaviors; understands that different situations may call for different
approaches; can act differently depending upon the circumstances.

Associated traits and behaviors: Adaptable, consistent, resourceful, innovative risk taker, well
rounded, proactive, relatable, self-aware, humble, insightful, emotionally intelligent, open to
feedback, knows limits, aware of barriers/strengths, balanced, disciplined, a spirit of service,
approachable