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OLLI Standards 4-2017

Organizational Leadership—Learning and Innovation

“Learning is an essential attribute of high-performing organizations. Effective, well-deployed organizational learning can help an

organization improve from the early stages of reacting to problems to the highest levels of organization-wide improvement,

refinement, and innovation.” (2017-2018 Baldridge Excellence Framework, p. 32)


OLLI PROGRAM CORE VALUES

An Open and Inquiring Mindset. Learning requires active inquiry and an openness to new ways of thinking and behaving. Fearless

exploration leads to new discoveries that pave the way to innovation.

Continual Learning and Self-Improvement. With a playful and courageous spirit engage in active and timely self-reflection that

leads to continued personal mastery of new knowledge and skills that enable new behavioral competencies.

Authentic Voice and Engaged Listening. Being genuine and truthful in thought and action is key to effective communication and

leadership. Giving active consideration to the voice of others enables dialogue and learning that inspires others to collaborate in

moving the organization toward a shared vision of being in the present and the future.

Ethically and Socially Responsible Action. As organizational leaders/members it is vital to be transparent, fair, and ethical in all

endeavors and to be cognizant of societal impacts of actions.

Humility and Appreciation in Relationships. The welcoming of diverse others into our life and work is a source of inspiration. The

willingness to alter our views base

d on new ideas, information and situations that flow from this diversity is vital to rewarding relationships and steady progress toward

shared visions.

Critical Information Consumption and Informed Decisions. Understanding the past, present and future as well as the interaction

among social, political, legal, economic and technological forces at play is vital to making sound decisions in a volatile, ambiguous,

complex and uncertain world. Understanding is built on a critical assessment of available data, information and research findings.

Courage, Resolve, and Resilience. Taking risks to support innovation requires courage in the face of the unknown, resolve when

obstacles and resistance impede, and resilience to keep motivating the self, individuals, teams and the organization to move forward.

Collective Wisdom and Collaborative Action. Engaging teams and networks in solving problems, responding to stakeholders, and

anticipating the future leads to an ever-changing, high performing organization.

Commitment to Excellence, Value and Results. Achieving greatness requires commitment to high performance standards and

striving to achieve those standards. The goal is to achieve results that create value for all stakeholders.


OLLI STANDARDS/ COMPETENCIES

The OLLI program standards/competencies are an amalgamation of leadership and performance competencies identified by NIST

(National Institute of Standards and Technology-Baldridge Performance Excellence Program), SHRM (Society of Human Resource

Management) and ATD (Association for Talent Development).* In drawing on these resources, as well as the previous Organizational

Leadership Standards (2012), we believe the new OLLI program reflects the interdisciplinary nature of the knowledge, skills and

dispositions needed to lead and foster organizational, team and individual learning that leads to continual organizational performance

improvement and innovation. These leadership standards acknowledge that organizational learning professionals must develop

expertise that embraces knowledge of people, teams, organizations, as well as the social, political, legal, economic, and technological

contexts in which organizations operate. * See reference list for web links to each of these organizations and their models for leadership and performance competencies.

Standards/Competency Domains

1. Personal Mastery

2. Leadership--Vision, Mission and Strategic Direction

3. Learning Organization Systems and Culture

4. Talent Engagement, Development and Management

5. Organizational Performance Improvement and Innovation

6. Stakeholder Communication, Consultation and Collaboration

7. Ethics, Citizenship, and Social Responsibility

8. Assessment, Evaluation, Research and Knowledge Management

9. Contextual and Organizational Acumen

Definitions of Competency Domains

Each of these domains is characterized by a knowledge base, performance competencies/ skills and dispositions. Within each domain

it is possible to demonstrate varying levels of knowledge and behavioral competence. The rubric specifying these different levels of

competence is not included in this document.


An effective leader of organizational learning, continuous improvement and innovation demonstrates excellence in each of the

following domains:

Personal Mastery—Engages in thoughtful reflection, assessment, and personal development in the belief that enthusiastic commitment to one’s

own comprehensive and holistic wellness, growth and fulfillment is a necessary means to workplace learning, performance excellence, continued

improvement and innovation.

Leadership--Vision, Mission and Strategic Direction for Organizational Learning and Knowledge Management—Envisions, initiates,

develops, communicates, and implements a shared vision that provides strategic direction for current and future individual, team and

organizational learning success that supports the vision, mission and strategic direction of the organization.

Learning Organization Culture, Structures and Processes—Creates, sustains and changes when necessary the culture, structures, and processes

that enable individuals, teams and the organization to solve problems, address changing stakeholder needs and innovate in response to the winds of

change faced by the organization.

Talent Engagement, Development and Management—Fosters learning and growth among organizational members and engages them in high

performance behaviors that create value for themselves and the organization. Collaborates in designing and delivering learning opportunities that

creatively employ learning technologies suited to the learning needs of differing individuals and teams.

Organizational Performance Improvement and Innovation— Generates and supports continual improvement in high quality organizational

performance in the present, while at the same time promoting the innovation that with will enable the organization to survive and flourish in the future.

Stakeholder Communication, Consultation and Collaboration— Proactively communicates with all organizational stakeholders in a manner

that appreciates and values different perspectives, and fosters information/knowledge sharing and collaboration in achieving results that benefit all

organizational stakeholders.

Ethics, Citizenship, and Social Responsibility—Promotes organizational citizenship and social responsibility in an ethical manner that embraces

integrity and accountability in all individual, team and organizational learning and workplace practices.

Assessment, Evaluation, and Research— Accesses, generates, interprets and manages the data necessary to assess and evaluate the effectiveness of

organizational learning, the quality of organizational performance, and the need for innovation to meet changing client/customer needs or challenges

in the competitive environment. Assures the accuracy of information being used in organizational decision-making. Supports the development of

information/knowledge sharing structures and processes needed for timely and effectively organizational decision-making and action.

Contextual and Organizational Acumen—Monitors and understands the social, political, economic, legal and technological forces that may

impact the organizational purpose and results. Uses that information to generate new strategies for learning that support the strategic plans of the

organization. Actively advocates for societal changes that promise to benefit the organization and its stakeholders.


Standard 1: Personal Mastery— Engages in thoughtful reflection, assessment, and personal development in the belief that

enthusiastic commitment to one’s own comprehensive and holistic wellness, growth and fulfillment is a necessary means to

workplace learning, performance excellence, continued improvement and innovation.

Knowledge Base Behavioral Competencies

Has knowledge of and understands:

Role of personal mastery in organizational learning.

Self-assessment tools to gauge mindsets and behavioral

competence in areas such as leadership; openness,

change, innovation, risk-taking, decision-making,

emotional intelligence, life satisfaction, character

development and well-being (physical, emotional and

social).

Mindfulness theory and practice

Tools to assist with reflective practices.

Goal setting theory and practices

Character development

Philosophical inquiry

Demonstrates a commitment to comprehensive and holistic wellness,

learning, performance excellence, and fulfillment in one’s profession

and life.

Envisions the kind of leader/person one is working towards.

Clearly articulates personal values.

Regularly reflects on goals, decisions, actions, successes and failures

as opportunities for growth and development.

Uses a variety of self-assessment tools to gauge mindsets and

behaviors related to leadership, openness, change, innovation,

decision-making, character development and well-being (physical,

emotional, and social).

Regularly takes risks to enhance personal and professional growth

and development.

Regularly sets new and realistically attainable goals that require

operating outside of one’s comfort zones.

Cultivates self-awareness, humility, resilience, and perseverance.

Acts with personal, professional, and behavioral integrity.

Challenges prevailing modes of thinking and displays mental agility

in terms of operative mental models and assumptions.

Strives for excellence and satisfaction in personal and professional

endeavors.

Provides guidance and counseling to others on practices associated

with personal mastery

Dispositions—to value continuous learning and growth; to motivate self and others to achieve personal and organizational goals;

to be disciplined in the pursuit of a healthy lifestyle and to seek help when needed; to gratefully accept guidance; to seek meaning

in one’s life and workplace experiences and to implement insights gained from assessment and reflection; to reflect on one’s

influence and to exhibit congruence between thoughts and action when interacting with others; to share what one’s has learned

from one’s own journey to personal mastery.


Standard 2: Leadership—Shared Vision, Mission, and Strategic Direction for Organizational Learning and Knowledge

Management—Envisions, designs, develops, communicates, implements, and stewards a shared vision of organizational learning

and knowledge management that enables current and future individual, team and organizational learning and knowledge

management effectiveness which supports the vision, mission and strategic direction of the organization.

Knowledge Base Behavioral Competency Outcomes


Leadership theories and best practices, including

distributed leadership

Organizational learning theories and best practices.

Knowledge management theories and best practices.

Continuous improvement, change and innovation

theories and practices.

Communication theories, skills and techniques that

foster effective organizational management and

leadership.

Teaming (group dynamics) theories and best practices

Motivation and persuasion techniques

Information and communication technologies, including

social media usage practices in the workplace and in the

larger society.

Organizational strategizing and strategic-tactical

alignment.

Maximizing use of intellectual capital in the

organization.

Aligns organizational learning and knowledge management with

overall organizational strategy and objectives.

Advocates for valuing organizational learning and knowledge

management throughout the organization.

Leads/facilitates collaboration among key stakeholders in

developing organizational learning and knowledge management

strategies that enhance the ability of the organization to generate

high quality performance, continual performance improvement and

innovation.

Advocates for the importance of using the intellectual capital of

organizational stakeholders.

Leads/facilitates the transfer of knowledge and best practices

among units and situations using appropriate media and

technologies.

Uses organizational technology and performance management

systems to monitor, analyze, evaluate, and report organization data

that can help inform decisions about organizational performance

and the need for change and/or innovation.

Dispositions— to think strategically, critically, and creatively; to view leadership as a complex response to the changing needs of

people, teams and organizations for direction and support; to embrace, encourage and support shared leadership; to view learning

and knowledge sharing as a key to high quality organizational performance, improvement and innovation; to seek opportunities to

guide the leadership development of others.


Standard 3: Learning Organization Culture and Systems--Creates, sustains and changes when necessary the culture,

structures, and processes that enable individuals, teams and the organization to solve problems, address changing stakeholder

needs and innovate in response to the winds of change faced by the organization.



Organizational learning theories and best practices.

Organizational culture and its role in high performing

organizations that embrace continuous improvement and

innovation.

Cultural norms and behaviors that support individual,

team and organizational learning, continuous

improvement, and innovation.

Theories and best practices for fostering inclusivity and

diversity

Systems perspective and integration.

Networking with and outside organizational boundaries.

Organizational behavior and development.

Team dynamics and best practices in fostering effective

multidisciplinary teams.

Knowledge management theories and best practices

particularly as they relate to organizational learning.

Best practices in implementing cultural changes to

support changing organizational mission and strategic

direction.

Cultivates an organizational culture conducive to inquiry, openness,

honesty, trust, dialogue, collaboration, the appreciation of differing

viewpoints and the expectation of excellence in all endeavors.

Generates specific organizational initiatives to develop norms,

values and behaviors that support organizational learning, high

quality organizational performance, continuous improvement and

innovation.

Uses internal and external data to monitor changes in the

organizational strategic direction that may require cultural change

in the organization.

Anticipates changes that may be needed in organizational cultural

and structures to support a new organizational vision and mission.

Provides consultation, guidance and leadership in cultural changes

that may be needed to support changes in strategic direction for the

organization.

Champions and facilitates cultural changes embraced by senior

leadership.

Ensures that the vision for organizational culture permeates all

workplace learning and development opportunities provided by the

organization.

Dispositions—to spur curiosity; to view learning as normative at the individual, team and organizational levels; to create a

psychologically safe environment in which there is time for reflection, differences are appreciated, and new ideas are encouraged;

to encourage experimentation and risk-taking; to foster the generation; collection, analysis, interpretation and sharing of critical

information among stakeholders; to engage in disciplined analysis of gathered intelligence to identify and solve problems; to

provide diverse learning opportunities for all organizational members.


Standard 4: Talent Engagement, Development and Management--Fosters learning and growth among organizational members

and engages them in high performance behaviors that create value for themselves and the organization. Collaborates in designing

and delivering learning opportunities that creatively employ learning technologies suited to the learning needs of differing

individuals and teams.

Knowledge Base Behavioral Competencies


Employee life cycle phases, recruitment, selection, and

retention techniques.

Employer value proposition techniques.

Formal and informal assessment and evaluation

methods and techniques.

Job analysis, evaluation and design of job descriptions.

Workforce engagement strategies and techniques for

differing kinds of work and organizational levels.

Workforce motivation, engagement and work

satisfaction theories and practices.

Management of people, including difficult individuals

and difficult situations.

Skill and competency models and development

approaches for such models.

Adult learning theories and how they inform the

development of workplace learning opportunities.

Workforce and leadership development approaches and

best practices.

Training/learning design, development,

implementation, and evaluation models and techniques.

Communication and information technologies that

support training and learning for diverse audiences.

Metrics, measurement, needs assessment and

evaluation.

Consults with senior leadership in identifying the critical

competencies needed by the organization’s workforce and leadership.

Ensures leadership and management personnel understand how

organizational performance benefits from the retention and

development of workforce knowledge, skills and competencies

Develops strategies for acquiring, motivating, and engaging a high-

performing workforce willing to engage in continual learning.

Assesses workforce readiness and organizational needs and balances

organizational needs with individual workforce needs.

Aligns talent development and management with organization’s

mission and strategic direction.

Applies best practices in workplace flexibility, diversity, and

engagement to improve collaboration and organizational performance

Leads workforce and leadership succession planning

Collaborates in the design and implementation of a comprehensive

and coherent model of talent acquisition and development for the

organization.

Collaborates in the design and implementaation of assessment/

evaluation processes to inform decisions about talent development for

the organization.

Uses assessment, evaluation and research results to identify and

address learning/training needs in the organization’s workforce and

leadership.

Consults with management on how to supervise difficult employees,

handle disruptive behaviors and respond with corrective action.


Mentoring and coaching techniques for the

development of high-performing management and

leadership talent.

Advocates for the utilization of experiential learning techniques to

develop organizational talent/intellectual capital.

Fosters well designed and delivered learning/training opportunities to

serve the learning/training needs of multiple business units, work

teams and organizational leadership

Consults and coaches leadership on workforce engagement,

development and management.

Dispositions—to create, value and support a diverse workforce; to motivate all organizational members to accept responsibility for

actively pursuing their own personal and professional development; to engage the workforce in creating positive organizational

results and value; to keep abreast of new technologies that can be employed to ensure workforce learning opportunities meet the

varied needs of individuals, teams and organizational units; to bring creativity to the process of instructional design and delivery; to

actively engage in coaching and mentoring others.

Standard 5: Organizational Performance Improvement and Innovation--Generates and supports continual improvement in

high quality organizational performance in the present, while at the same time promoting the innovation that with will enable the

organization to survive and flourish in the future.



Organizational behavior, management and development

theories

Change management theories and approaches

Organizational politics

Best practices for stimulating and supporting creativity

and innovation.

Organizational performance standards and metrics

Organizational performance assessment and evaluation

techniques

Organizational problem identification techniques.

Approaches to designing organizational structures.

Examines organizational problems in terms of organizational

learning and knowledge management solutions to maximize ROI,

profit, revenue, and strategic effectiveness.

Listens to organizational challenges as articulated by senior

leadership within the organization and key business/organization

informants.

Serves as in-house expert on organizational learning, knowledge

management and workforce (talent) development.

Benchmarks the competition and other comparison groups to inform

decisions related to organizational learning, performance

improvement, and innovation.

Evaluates critical organizational learning and knowledge

management activities in terms of value added, impact, and utility

derived from cost-benefit analyses.


Knowledge management systems and techniques that

facilitate organizational assessment, improvement and

innovation.

Organizational intervention design and implementation

techniques.

Balance scorecard philosophy

ISO standards

Cost-benefit analysis

Information systems and management theory

Maintains expert knowledge of key industry and organizational

performance metrics.

Designs strategies for improving metrics related to organizational

learning, talent development, organizational performance,

continuous improvement and innovation.

Supports the implementation of technologies and knowledge

management systems/processes that will enhance organizational

performance, improvement, and innovation.

Participates in developing business/organizational strategy with

senior organizational leaders.

Dispositions—to foster and value the flexibility, creativity, and initiative to drive organizational improvement and innovation; to

engage in and support risk-taking and experimentation; to sense and respond to problems and opportunities for improvement; to

maintain a future orientation that helps spark innovation; to see strategic opportunities and pursue intelligent risks.

Standard 6: Stakeholder Communication, Consultation, and Collaboration— Proactively communicates with all

organizational stakeholders in a manner that appreciates and values different perspectives, and fosters information/knowledge

sharing and collaboration in achieving results that benefit all organizational stakeholders.



Organizational and leadership communication theories

and best practices.

Interpersonal communication and relationship theories

and best practices.

Active listening theory and best practices

Dialogue among stakeholders with differing

perspectives and background

Communication and cultural competencies required for

functioning in global marketplace

Story-telling as a key leadership and organizational

communication.

Provides clear, concise information to stakeholders and others.

Ensures that all stakeholder voices are heard and acknowledged.

Selects the appropriate communication media to convey

information to diverse groups of stakeholders.

Actively seeks and promotes the use accurate information in all

information/knowledge being shared with organizational

stakeholders.

Demonstrates proficiency in all the basic communications skills

necessary to inform, engage and persuade organizational

stakeholders to collaborate in achieving organizational goals.

Demonstrates proficiency and comfort in communicating with

diverse audiences of all sizes using the most appropriate media for

the situation.


How to present information/data in clear and engaging

ways to differing audiences using a variety of

communication media.

Persuasion theory and techniques

Interviewing techniques and best practices

Team dynamics and techniques to foster effective

collaboration especially in multi-disciplinary teams.

Information and communication technologies,

including social media.

Intercultural communication and relationship building

Public communication strategies and best practices

Welcomes and develops opportunities for workplace dialogue

around competing viewpoints.

Advocates for knowledge sharing and communication about best

practices throughout the organization.

Promotes the implementation of a technological infrastructure that

supports organization-wide sharing of knowledge and best

practices.

Maintains a keen awareness of how communication and

information technologies can be used to facilitate collaboration and

the flow of useful information throughout the organization.

Excels in conflict resolution and negotiation and can support the

development of those skills in others.

Dispositions-- to act with integrity, authenticity and transparency in all communication with others; to cultivate appropriate

alliances and collaboration among stakeholders; to value candor and openness in all communications with others; to value accuracy

and truthfulness in information sharing; to encourage and foster feedback and dialogue among stakeholders.

Standard 7: Ethics, Citizenship, and Social Responsibility—Promotes organizational citizenship and social responsibility in an

ethical manner that embraces integrity and accountability in all individual, team and organizational learning workplace practices.



Personal and organizational ethics

Codes of ethical conduct

Organizational citizenship theory and best practices

Organizational social responsibility best practices

Accountability theory and best practices

Ethical and transparent decision-making

Community outreach theories and best practices

Calculation of societal benefits of organizational

strategies, products/services and actions

Issues related to related to disabilities, ethnicity, gender,

language, race, sexual orientation etc.

Shows consistency between espoused and enacted values.

Maintains appropriate levels of transparency in organizational

practices.

Serves a role model of integrity, fairness and ethical behavior in the

workplace.

Safeguards the values of democracy, equity, and diversity within the

organization.

Works to advance an organization culture where all members can

expect to be treated with respect and where unethical behavior or

conflicts of interest can be reported without fear of reprisal.

Supports and facilitates accountability of all organizational members

for integrity and ethnical behavior.


Consults with leadership on developing and implementing a code of

conduct

When creating strategies for organizational learning, improvement and

innovation balances employee concerns/needs and organizational

success.

Encourages organizational citizenship and social responsibility in the

workplace and beyond.

Consults on management/leadership decisions related to ethics,

governance, and social involvement.

Promotes social justice within and beyond the organization

Critically evaluates the potential and legal consequences of

organizational decisions, actions and plans for the future, alerting

leadership to possible undesirable consequences.

Dispositions—To become an active and engaged citizen in the workplace and in the larger society; to abide by democratic processes

and outcomes; to be flexible in practice, to value differences and advocate for more equitable workplace and societal practices; to

work within and beyond the organization to initiate and enact meaningful improvements and innovations where all voices are

represented and heard; to consider the common good and societal well-being and benefit; to take action in the face of criticism; and

to confidently collaborate with others in organizing and taking action.

Standard 8: Assessment, Evaluation, and Research—Accesses, generates, interprets and manages the data necessary to assess and

evaluate the effectiveness of organizational learning, the quality of organizational performance, and the need for innovation to meet

changing client/customer needs or challenges in the competitive environment. Assures the accuracy of information being used in

organizational decision-making.



Assessment as it relates to individual, team and

organizational performance, learning, development and

change.

Evaluation as it relates to measuring and determining the

effectiveness of organizational programs, learning,

change and innovation initiatives.

Promotes a culture of evidence in which AER are vital to

organizational learning, performance improvement and innovation.

Leads a comprehensive communication process to inform

organizational stakeholders about the relationship of AER process to

high quality organizational performance and innovation.

Maintains expert knowledge in organizational performance metrics

vital to critical decisions.


How credible published and original research can inform

organizational decision-making and planning.

Qualitative, quantitative, and mixed methods data

collection and analysis techniques.

Critical assessment of the validity, quality, and value of

results/information generated in organizations and in the

larger society.

Techniques for accurately and engagingly reporting

assessment/evaluation/ research findings to different

audiences and for different purposes.

Ethics related to assessment, evaluation and research

conducted in organizations.

Approaches to confidentiality and data protection

Technologies and software that facilitate data collection

and analysis.

Collaborates with others to design and implement appropriate

assessment, evaluation, and research activities that will generate

information needed to make drive performance excellence,

organizational learning and innovation.

Applies critical thinking to results obtained through AER activities to

discern the information most useful in making decisions about

organizational performance and strategic direction.

Vigilantly monitors the accuracy of organizational data/information.

Advocates for the implementation and use of the most current and

effective technologies/systems to collect, analyze, and report AER

results.

Interprets and communicates AER results to organizational leaders

and stakeholders.

Champions the role of AER processes/activities in organizational in

high quality organizational performance and innovation.

Dispositions—to view AER as an essential element for improvement and innovation in all levels of the organization; to see AER and

knowledge management as an integral aspect of a learning organization culture; to take a critical, rigorous, collaborative and creative

stance to generating, collecting and analyzing data necessary to address questions and problems of organizational practice, growth

and development. To accurately and fairly represent assessment and evaluation findings and to share interpretations with all

stakeholders.

\

Standard 9: Contextual and Organizational Acumen-- Monitors and understands the social, political, economic, legal and

technological forces that may impact the organizational mission and results. Uses that information to generate new strategies for

learning that support the strategic plans of the organization. Actively advocates for societal changes that promise to benefit the

organization and its stakeholders.



Environmental surveillance and business intelligence.

Futurist predictions related to the larger social,

political, economic and technological forces in play and

their role in creating alternative futures.

Demonstrates fluency in the language of business as used by senior

leadership.

Articulates the strategic relationship between organizational learning

and the organization’s mission


Risk Assessment/SWOT as it pertains to human/

intellectual capital and organizational learning.

Benchmarking the competition

Politics and social influence

Gathers credible business intelligence related to social, political,

economic, legal and technological trends that may impact the

organization and its need to change and/or innovate.

Analyzes and interprets business intelligence as it relates to

organizational strategies for learning, continuous improvement and

innovation.

Persuasively communicates with organizational senior leadership and

stakeholders regarding how changes in larger environment may impact

the organization and its products/services and its need to change/or

innovate.

Represents the organization interests in advocating for societal

changes that promise to benefit the organization and its stakeholders.

Dispositions—to see the “big picture” as one looks at the present and toward the future and respond by demonstrating how

organizational learning can help the organization create its own future while delivering quality performance in the present.


References

Association of Talent Development (2014). ATD competency model. Arlington, VA: ATD. Retrieved from

https://www.td.org/Certification/Competency-Model

National Institute of Standards and Technology (NIST), (2017). 2017-2018 Baldridge excellence framework. Gaithersberg, MD:

NIST, United State Department of Commerce. Retrieved from

https://www.nist.gov/sites/default/files/documents/2017/02/09/2017-2018-baldrige-excellence-builder.pdf

Society of Human Resource Management (2016). The SHRM body of competence and knowledge. Alexandria, VA: SHRM. Retrieved

from https://www.shrm.org/LearningAndCareer/competency-model/Pages/default.aspx

Wilmington University, College of Education, Doctoral Studies (2012). Organizational leadership standards. New Castle, DE:

Wilmington University.

https://www.td.org/Certification/Competency-Model

https://www.nist.gov/sites/default/files/documents/2017/02/09/2017-2018-baldrige-excellence-builder.pdf

https://www.shrm.org/LearningAndCareer/competency-model/Pages/default.aspx

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