leadership effectiveness and development strategies - university of minnesota

7/25/2019 Leadership Effectiveness and Development Strategies - University of Minnesota

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UM

LEADS

Leadership

Competency

Model

Level: Senior Leader I

University of Minnesota

Leadership Effectiveness And Development Strategies



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SENIOR LEADER II Leadership Competency ModelOverview of Competencies with Definitions and Behavioral Descriptors

STRATEGIC LEADERSHIP

Operates StrategicallyAligns initiatives with the strategic priorities of the University; determines objectives and priorities;

integrates information from a variety of sources to evaluate alternatives; adheres to defined principles

when making decisions.

Defines and articulates a clear vision and priorities.

Aligns the strategic priorities of the unit with the direction and strategic priorities of the broader

organization.

Understands and predicts trends that may impact the University and the unit. Clarifies issues despite layers of complexity and ambiguous information.

Makes decisions using appropriate data.

Exhibits Financial Acumen Practices good stewardship of University resources; understands the meaning and implications of key

financial indicators; uses financial analysis to evaluate opportunities; manages budgets.

Understands the University budget framework, financial systems, and processes.

Anticipates and addresses the impact of key financial decisions.

Ensures financial decisions are consistent with University policies and priorities.

Secures and allocates resources in alignment with strategic priorities. Develops alternate sources of funding (e.g., grants and collaborative partnerships).

Shares rationale for budget and financial decisions with stakeholders in a transparent way.

Demonstrates Organizational Savvy Understands the context of issues and dilemmas; is attuned to organizational politics; skillfully navigates

University cultures; knows when to challenge "the way it has always been done."

Understands unique dynamics and cultures when working across units and enterprise-wide.

Adapts appropriately to the realities and constraints of the University.

Utilizes knowledge of the University strategic direction to interact with external constituencies.

Builds a broad base of support among key decision makers.

Recognizes which battles are worth fighting and when it is time to compromise.



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Leverages Diversity and Differences Ensures that strategies and systems are in place to optimize diverse talent; leads by example in encouraging

others to foster diversity goals, values, and practices.

Capitalizes on diversity and differences to achieve strategic goals.

Fosters a climate of respect and inclusion.

Develops strategies that integrate equity and diversity into the mission, vision, and strategic goals.

Seeks and attracts diverse thoughts and perspectives.

Applies Functional Expertise Knows the business of the unit; accesses functional and technical knowledge to make key decisions; is aware

of current trends; is sought out as an expert in the field.

Maintains a leadership presence in the broader field by remaining abreast of cutting edge issues

and innovations.

Applies the appropriate knowledge, information, and expertise in making decisions and addressingcritical issues.

Mentors others by teaching, demonstrating, and explaining skills and concepts.

Provides advice and counsel to internal and external organizations in areas of expertise.

RESULTS LEADERSHIP

Manages Execution Anticipates change; conveys clear priorities; addresses barriers, takes action, and ensures accountability.

Ensures broad strategies are translated into specific objectives, metrics, and action plans.

Balances multiple priorities and initiatives while achieving day-to-day results. Sets clear expectations and holds self and others accountable for results.

Delegates responsibility and authority to the appropriate staff.

Monitors and tracks progress of key initiatives.

Takes action to resolve issues or conflicts when they arise.

Demonstrates Adaptability Adjusts to new situations; solves problems effectively; creates an environment where others can do the

same.

Creates an environment that encourages innovation and appropriate risk-taking.

Rises to the challenge of new demands, constraints, and shifting priorities.

Operates effectively in crisis situations and unanticipated events.

Solves problems despite ambiguity, lack of structure, or incomplete information.



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PEOPLE LEADERSHIP

Listens and Communicates EffectivelyShares information openly; conveys messages through verbal and written communication; actively listens

and incorporates input from others.

Promotes a free flow of information throughout the organization.

Translates information and frames messages for the audience.

Tailors communication style to the audience.

Communicates the value of the unit so it is regarded as a critical resource for the University.

Listens attentively and with empathy to concerns expressed by others.

Ensures reports, documentation, and other written information are thorough and complete.

Develops Relationships and Fosters Collaboration Invests time in relationships; cultivates an active network of relationships inside and outside the unit;

fosters collaboration and teamwork by being inclusive, supportive, cooperative, and sharing power.

Promotes a culture of collaboration and teamwork.

Cultivates networks and partnerships inside and outside of the University.

Connects people and groups with common goals and interests.

Builds consensus among multiple stakeholders with opposing viewpoints on critical issues.

Maintains positive relationships even under difficult circumstances or when there is disagreement.

Builds Talent Attracts and retains high caliber staff; supports a development culture; empowers others; manages

performance.

Leads and manages a workplace that optimizes the talents of each person.

Attracts and hires key individuals with the critical capabilities needed by the organization.

Establishes and promotes systems and processes that recognize strong performance and enhance

development.

Develops successors and talent pools to ensure availability of future talent.

Addresses and corrects performance issues.



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PERSONAL LEADERSHIP

Establishes Trust Models values that result in trusting relationships; honors commitments to others; is perceived to be fair;

balances transparency and keeping confidences.

Exhibits high levels of integrity.

Delivers consistently on commitments.

Operates in a transparent, open, and ethical manner.

Demonstrates consistency between words and actions.

Respects personal confidences and sensitive information.

Credits others for their contributions and accomplishments.

Displays Self-Awareness Attuned to the humanity of the job; understands impact of own behavior; considers and responds

appropriately to the needs and feelings of others.

Exhibits an awareness of one's own capabilities and addresses development needs.

Demonstrates courage (e.g., says no when necessary, names problems, stands alone).

Accepts responsibility for one's actions.

Balances humility and self-assurance.

Admits mistakes, misjudgment, and uncertainty.

Receives feedback constructively and acts on it when appropriate.



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SENIOR LEADER II - Leadership Competency Model Competencies, Behavioral Descriptors and Behavioral Anchors


Operates Strategically

Minimally Effective (1) Effective (3) Highly Effective (5)

Defines and articulates a clear vision and priorities.

Does not define a vision and

priorities that is clear and/or

does not share it with others.

Defines and articulates a clear

vision and priorities.

Creates a clear, shared vision and

set priorities that balance short-

term needs with long-term plans.

Aligns the strategic priorities of the unit with the direction and strategic priorities of the broader

organization.

Pursues priorities within own

area with little consideration of

their fit with strategic priorities

of the broader organization.

Aligns the strategic priorities of

the unit with the direction and

strategic priorities of the broader

organization.

Fully aligns and integrates the

strategic priorities of own area

with the broader direction and

strategic priorities;

communicates the rationale.

Understands and predicts trends that may impact the University and the unit.

Displays limited awareness ofkey external developments and

trends that are likely to have

impact.

Understands and predicts trendsthat may impact the University

and the unit.

Proactively prepares for keydevelopments and trends that

are likely to impact the University

and unit; accurately assesses

opportunities and threats.

Clarifies issues despite layers of complexity and ambiguous information.

Defines complex issues too

broadly or too narrowly;

misses some important

elements.

Clarifies issues despite layers of

complexity and ambiguous

information.

Defines and clarifies complex

issues despite incomplete or

ambiguous information and

addresses all critical elements;

frames issues so others canunderstand.

Makes decisions using appropriate data.

Makes decisions without

gathering available data.

Makes decisions using

appropriate data.

Makes decisions after critically

evaluating the right data.



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Exhibits Financial Acumen


Understands the University budget framework, financial systems, and processes.

Demonstrates a lack of

understanding of the University’s

budget and its financial systems

and processes.

Understands the University

budget framework, financial

systems, and processes.

Stays current with the

University’s budget and its

financial systems and processes;

integrates information as

appropriate.

Anticipates and addresses the impact of key financial decisions.

Rarely discusses or considers theimpact of key financial decisions

on stakeholders.

Anticipates and addresses theimpact of key financial decisions. Reliably anticipates andproactively addresses the impact

of key financial decisions on

multiple stakeholders.

Ensures financial decisions are consistent with University policies and priorities.

Infrequently considers University

policies and priorities when

making financial decisions.

Ensures financial decisions are

consistent with University

policies and priorities.

Uses a thorough understanding

of University policies and

priorities when making financial

decisions.

Secures and allocates resources in alignment with strategic priorities.

Sometimes fails to secure

needed resources; allocates

resources not in alignment with

strategic priorities.

Secures and allocates resources

in alignment with strategic

priorities.

Consistently secures resources

for strategic initiatives; carefully

matches the resources to the

priorities.

Develops alternate sources of funding (for example, grants and collaborative partnerships).

Frequently relies on standard

approaches to funding initiatives.

Develops alternate sources of

funding (e.g., grants and

collaborative partnerships).

Skillfully identifies and develops

new funding streams; pieces

together funding from multiplesources.

Shares rationale for budget and financial decisions with stakeholders in a transparent way.

Keeps information about

financial decisions to self or a

small cadre of confidantes.

Shares rationale for budget and

financial decisions with

stakeholders in a transparent

way.

Consistently conveys a clear

rationale for financial decisions in

a way that is easily understood

by stakeholders.



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Demonstrates Organizational Savvy


Understands unique dynamics and cultures when working across units and enterprise-wide.

Seems unaware of cultural

dynamics.

Understands unique dynamics

and cultures when working

across units and enterprise-wide.

Demonstrates a thorough

understanding of unique cultural

dynamics; identifies and

implements effective strategies

to work across units and

enterprise-wide.

Adapts appropriately to the political realities and constraints of the University.

Pays little attention to political

realities and constraints.

Adapts appropriately to the

political realities and constraints

of the University.

Leverages political realities to the

benefit of the organization;

recognizes critical realities and

constraints in order to move

issues forward.

Utilizes knowledge of the University strategic direction to interact with external constituencie

Misses opportunities to convey

and position the University’s

strategic direction; fails to

connect with external

constituencies.

Utilizes knowledge of the

University’s strategic direction to

interact with external

constituencies.

Employs a deep understanding of

the University’s strategic

direction to optimize working

relationships with external

constituencies.

Builds a broad base of support among key decision makers.

Gains limited or insufficient

support from key decision

makers and influencers.

Builds a broad base of support

among key decision makers.

Effectively influences key

decision makers; develops

strategies to capitalize on a

broad base of support.

Recognizes which battles are worth fighting and when it is time to compromise.Displays little open-mindedness;

fails to recognize opportunities

to compromise.

Recognizes which battles are

worth fighting and when it is

time to compromise.

Wisely evaluates issues and

priorities to determine

investment of time and energy;

judiciously compromises.



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Leverages Diversity and Differences


Capitalizes on diversity and differences to achieve strategic goals.

Insufficiently capitalizes on

diversity and differences to

achieve strategic goals.

Capitalizes on diversity and

differences to achieve strategic

goals.

Ensures that the organization

effectively capitalizes on diversity

and differences to achieve

strategic goals.

Fosters a climate of respect and inclusion.

Does little to create or maintain a

climate that makes all people

feel respected and included.

Fosters a climate of respect and

inclusion.

Works diligently to reinforce the

principles that all people should

be respected and workplaces

should be inclusive.

Develops strategies that integrate equity and diversity into the mission, vision, and strategic

goals.


commitment to the integration

of equity and diversity initiatives

into the mission, vision, and

strategic goals.

Develops strategies that

integrate equity and diversity

into the mission, vision, and

strategic goals.

Creates a culture where equity

and diversity are integrated into

the mission, vision, and strategic

goals and reflected in daily work.

Seeks and attracts diverse thoughts and perspectives.

Inconsistently looks for diverse

thoughts and perspectives.

Seeks and attracts diverse

thoughts and perspectives.

Intentionally seeks diverse ideas

and opinions and serves as a

magnet for them.



10


Applies Functional Expertise


Maintains a leadership presence in the broader field by remaining abreast of cutting edge

issues and innovations.

Takes limited action to remain

abreast of or anticipate trends

within the field.

Maintains a leadership presence

in the broader field by remaining

abreast of cutting edge issues

and innovations in the field.

Recognizes and actively pursues

leadership opportunities to

advance the broader field.

Applies the appropriate knowledge, information, and expertise in making decisions and

addressing critical issues.Applies limited knowledge,

information, or expertise in

making decisions and addressing

critical issues.

Applies the appropriate

knowledge, information, and

expertise in making decisions and

addressing critical issues.

Expertly applies broad and deep

knowledge gained from

experience to make decisions

and address critical issues.

Mentors others by teaching, demonstrating, and explaining skills and concepts.

Makes little effort or misses

opportunities to mentor others.

Mentors others by teaching,

demonstrating, and explaining

skills and concepts.

Seeks out opportunities to

mentor others by sharing

expertise and demonstrating its

application to the organization.

Provides advice and counsel to internal and external organizations in areas of expertise.

Reveals limited insight and

proficiency in the field.

Provides advice and counsel to

internal and external

organizations in areas of

expertise.

Defines and articulates clear and

meaningful recommendations to

internal and external

organizations; provides credible,

expert advice and counsel.



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RESULTS LEADERSHIP

Manages Execution


Ensures broad strategies are translated into specific objectives, metrics, and action plans.

Inconsistently translates broad

strategies into specific objectives,

metrics, and action plans.

Ensures broad strategies are

translated into specific

objectives, metrics, and action

plans.

Ensures that broad strategies are

integrated, coordinated, aligned,

and translated into specific

objectives, metrics, and action

plans.

Balances multiple priorities and initiatives while achieving day-to-day results.

Demonstrates difficulty inbalancing multiple priorities and

initiatives with achieving day-to-

day results.

Balances multiple priorities andinitiatives while achieving day-to-

day results.

Pursues multiple priorities andeffectively balances time,

resources, and results; takes

appropriate action to move key

initiatives forward while

maintaining operating

effectiveness.

Sets clear expectations and holds self and others accountable for results.

Sometimes conveys unclear

expectations; does not hold self

and others accountable; acceptssubstandard results.

Sets clear expectations and holds

self and others accountable for

results.

Fully communicates expectations

for self and others, verifies

understanding, and ensuresaccountability.

Delegates responsibility and authority to the appropriate staff.

Delegates few assignments; stays

overly involved in tasks or makes

poor use of others’ skills.

Delegates responsibility and

authority to the appropriate

staff.

Delegates significant

responsibility and authority to

appropriate staff, empowering

others to make substantive

contributions; efficiently utilizes

available resources.

Monitors and tracks progress of key initiatives.

Seldom pays attention to the

progress of key initiatives or

goals.

Monitors and tracks progress of

key initiatives.

Regularly monitors the progress

of key initiatives and goals;

redirects efforts when goals

change or are not met.



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Takes action to resolve issues or conflicts when they arise.

Inconsistently addresses issues or

conflict that may prevent work

from moving forward.

Takes action to resolve issues or

conflicts when they arise.

Decisively finds ways to resolve

issues or conflicts with the

appropriate sense of urgency;

models effective conflict

resolution.



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RESULTS LEADERSHIP

Demonstrates Adaptability


Creates an environment that encourages innovation and appropriate risk-taking.

Provides little support or

encouragement for others to

develop new ideas and

initiatives; discourages risk-

taking.

Creates an environment that

encourages innovation and

appropriate risk-taking.

Nurtures an environment that

challenges and encourages

others to generate breakthrough

ideas and initiatives.

Rises to the challenge of new demands, constraints, and shifting priorities.

Continues to follow the samepath despite new demands or

shifting priorities.

Rises to the challenge of newdemands, constraints, and

shifting priorities.

Responds nimbly andconstructively to new demands,

constraints, and shifting

priorities; addresses obstacles

and develops novel solutions for

handling problems.

Operates effectively in crisis situations and unanticipated events.

Operates erratically when faced

with crisis situations and

unanticipated events; unable to

make clear decisions for self orothers.

Operates effectively in crisis

situations and unanticipated

events.

Acts as a settling influence in

crisis situations and

unanticipated events; refocuses

own and others’ efforts, andprovides direction.

Solves problems despite ambiguity, lack of structure, or incomplete information.

Becomes confused, disorganized,

and/or ineffective when faced

with ambiguous situations,

uncertain structure, or

incomplete information.

Solves problems despite

ambiguity, lack of structure, or

incomplete information.

Proactively solves problems

during periods of ambiguity and

uncertainty; remains calm and

identifies the best course of

action.



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PEOPLE LEADERSHIP

Listens and Communicates Effectively


Promotes a free flow of information throughout the organization.

Discourages or hampers the flow

of information within some levels

of the organization and/or in

certain directions.

Promotes a free flow of

information throughout the

organization.

Actively and consistently

promotes a free flow of

information across all levels of

the organization and in all

directions.

Translates information and frames messages for the audience.

Struggles to make concepts and

information easily understood.

Translates information and

frames messages for the

audience.

Translates even complex

information into understandable,

meaningful, relevant language.

Tailors communication style to the audience.

Uses an inappropriate

communication style and level of

detail for the audience (e.g., too

much or too little detail).

Tailors communication style to

the audience.

Uses the most appropriate style,

level of detail, and type of

communication for the intended

audience.

Communicates the value of the unit so it is regarded as a critical resource for the University.

Communicates the value of the

unit in a minimally persuasive

manner.

Communicates the value of the

unit so it is regarded as a critical

resource for the University.

Presents an articulate, highly

persuasive, and compelling

rationale that supports the unit’s

value to the University.

Listens attentively and with empathy to concerns expressed by others.

Demonstrates poor listening

skills; or fails to demonstrate

empathy.

Listens attentively and with

empathy to concerns expressed

by others.

Actively provides opportunities

to communicate; listens with

genuine interest and empathy.

Ensures reports, documentation, and other written information are thorough and complete.

Presents documentation and

reports that vaguely or

inaccurately convey information;

seldom makes important

editorial improvements.

Ensures reports, documentation,

and other written information

are thorough and complete.

Presents documents or reports

that clearly convey the

appropriate information;

provides insightful, sound, and

useful review of written

information.



15

PEOPLE LEADERSHIP

Develops Relationships and Fosters Collaboration


Promotes a culture of collaboration and teamwork.

Seldom promotes or actively

impedes teamwork and

collaboration across boundaries.

Promotes a culture of

collaboration and teamwork.

Champions efforts that build a

culture of collaboration and

teamwork; builds bridges that

span organizational boundaries.

Cultivates networks and partnerships inside and outside of the University.

Shows little interest in relating

with others outside one’s area.

Cultivates networks and

partnerships inside and outside

of the University.

Cultivates broad networks and

partnerships that create

synergies within and outside the

University.

Connects people and groups with common goals and interests.

Takes few steps toward helping

people build connections.

Connects people and groups with

common goals and interests.

Strategically connects people and

groups across functional,

cultural, and organizational

boundaries resulting in mutually

beneficial outcomes.

Builds consensus among multiple stakeholders with opposing viewpoints on critical issues.

Downplays or avoids discussions

of opposing viewpoints among

stakeholders; acts in ways that

interfere with having a

constructive dialogue.

Builds consensus among multiple

stakeholders with opposing

views on critical issues.

Proactively fosters dialogue

where opposing viewpoints

among multiple stakeholders can

be heard; facilitates agreement

about the best decision.

Maintains positive relationships even under difficult circumstances or when there is

disagreement.Makes little effort to maintain

positive relationships under

difficult circumstances; avoids

disagreement or holds grudges.

Maintains positive relationships

even under difficult

circumstances or when there is

disagreement.

Consistently promotes positive

relationships even under difficult

circumstances or when there is

disagreement.



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PEOPLE LEADERSHIP

Builds Talent


Leads and manages a workplace that optimizes the talents of each person.

Ineffectively manages talent;

people are not able to employ

their best efforts to the benefit

of the organization.

Leads and manages a workplace

that optimizes the talents of each

person.

Leads and manages a workplace

that serves as a model for other

leaders by optimizing the

strengths of each person.

Attracts and hires key individuals with the critical capabilities needed by the

organization.

Hires candidates withoutadequately assessing the

critical capabilities needed by the

organization.

Attracts and hires key individualswith the critical capabilities

needed by the organization.

Builds reputation as an employerof choice; uses highly successful

methods to attract and hire

key individuals with the critical

competencies needed by the

organization.

Establishes and promotes systems and processes that recognize strong performance and

enhance development.

Pays little attention to the role of

recognition and development in

reinforcing good organizationaloutcomes.

Establishes and promotes

systems and processes that

recognize strong performanceand enhance development.

Creates a culture that employs

systems and processes to

recognize strong performanceand enhance development across

the organization.

Develops successors and talent pools to ensure availability of future talent.

Rarely considers future talent

needs or recognizes talent pools.

Develops successors and talent

pools to ensure availability of

future talent.

Ensures internal candidate pools

are developed; viable candidates

are available to fill most

openings.

Addresses and corrects performance issues.

Inconsistently addresses

performance issues; does not

take needed corrective action.

Addresses and corrects

performance issues.

Appropriately and consistently

addresses performance issues in

the best interest of both the

employee and the organization.



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PERSONAL LEADERSHIP

Establishes Trust


Exhibits high levels of integrity.

Fails to exhibit consistent

standards of personal integrity.

Exhibits high levels of integrity. Models and inspires high

standards of integrity in personal

interactions and decision making.

Delivers consistently on commitments.

Shows a disregard for following

through on commitments.

Delivers consistently on

commitments.

Consistently delivers on even

difficult commitments,

demonstrating a strong sense of

accountability.

Operates in a transparent, open, and ethical manner.

Does not consistently operate in

a transparent, open, and ethical

manner.

Operates in a transparent, open,

and ethical manner.

Integrates transparency,

openness, and ethical standards

into daily habits; articulates

operating principles.

Demonstrates consistency between words and actions.


consistency between words and

actions.

Demonstrates consistency

between words and actions.

Earns confidence through

modeling consistency between

words and actions.

Respects personal confidences and sensitive information.

Occasionally betrays confidences

and inappropriately shares

sensitive information.

Respects personal confidences

and sensitive information.

Establishes a workplace culture

that supports respect for

personal confidences and

sensitive information.

Credits others for their contributions and accomplishments.

Misses opportunities to

acknowledge and promote the

efforts of others; occasionally

fails to credit others for their part

in joint accomplishments.

Credits others for their

contributions and

accomplishments.

Enthusiastically gives credit

where credit is due; provides

visibility to others for their

successes and contributions.



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PERSONAL LEADERSHIP

Displays Self-Awareness


Exhibits an awareness of one’s own capabilities and addresses development needs.

Displays little insight into own

strengths and weaknesses.

Exhibits an awareness of one’s

own capabilities and addresses

development needs.

Exhibits a keen awareness of own

strengths and development

needs; constantly strives to gain

additional insight.

Demonstrates courage (e.g., says no when necessary, names problems, stands alone).

Has trouble saying "no" to the

demands or recommendations of

others; refrains from voicing

opinions or concerns that may be

unpopular.

Demonstrates courage (e.g., says

no when necessary, names

problems, stands alone).

Demonstrates the courage to

stand one's ground and firmly

but constructively says what

needs to be said.

Accepts responsibility for one's actions.

Avoids responsibility for own

actions and their consequences

(e.g., deflects blame, resists

feedback).

Accepts responsibility for one's

actions.

Willingly and openly accepts

responsibility for own actions

and their consequences.

Balances humility and self-assurance.

Displays arrogance and/or lack of

confidence.

Balances humility and self-

assurance.

Models the balance of humility

and self-assurance for others.

Admits mistakes, misjudgment, and uncertainty.

Reluctantly admits mistakes and

misjudgments and does not

openly admit uncertainty.

Admits mistakes, misjudgment,

and uncertainty.

Transparently admits mistakes;

sees them as learning

opportunities; admits uncertainty

when appropriate.

Receives feedback constructively and acts on it when appropriate.

Conveys a limited interest in

feedback and rarely acts on it

constructively when it is

received.

Receives feedback constructively

and acts on it when appropriate.

Actively seeks feedback, receives

it openly, and makes a concerted

effort to act on it.

leadership effectiveness and development strategies - university of minnesota

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