The Essential Competency

of Administrators of

Distinctly Christian Schools

Do we ever not do smart things?The tribal wisdom of the Dakota Indians, passed on from one generation

to the next, says that when you discover you are riding a dead horse, the

best strategy is to dismount.

However, in modern business, because of the heavy investment factors to

be taken into consideration, often other strategies have to be tried with

dead horses, including the following:

� Buying a stronger whip.

� Changing riders.

� Threatening the horse with termination.

� Appointing a committee to study the horse.

� Arranging to visit other sites to see how they ride dead horses.

� Lowering the standards so that dead horses can be included.

� Reclassifying the dead horse as living-impaired.

� Change the form so that it reads: "This horse is not dead."

� Hire outside contractors to ride the dead horse.

� Harness several dead horses together for increased speed.

� Donate the dead horse to a recognized charity, thereby deducting its

full original cost.

� Providing additional funding to increase the horse's performance.

� Do a time management study to see if the lighter riders would

improve productivity.

� Declare that a dead horse has lower overhead and therefore performs

better.

� Promote the dead horse to a supervisory position.

Background� Dissertation research completed in 2011

� The research focused on developing a competency model

for leaders of social services agencies in the non-profit

sector

Business/For Profit

Government

Non-profit

Background

� Why? – little research on competency models for leaders

of social services organizations

� Competency has been widely studied.

� Healthcare/medical

� Education

� Business

Definitions

� Competent

� An individual is deemed competent when he or she is able to

accomplish a given task effectively (Woodruffe, 1991 as

cited in Le Deist & Winterton, 2005).

Definitions

� Competencies

� These are specific statements that define areas of expertise

viewed as essential for success in a given context. These

would include competency characteristics or capabilities

such as motives, traits, self-concept, knowledge, and skills

(Spencer & Spencer, 1993, pp. 9-11). The motives and self

concept in competency include a self awareness that

includes a realistic view of personal strengths and

weaknesses along with personal goals and values (Lowney,

2003, p. 98).

The need for competency models

� The idea and development of competency models

� Was first viewed as an replacement IQ testing as a means of

anticipating success

� Recognized that not just skills (what a leader did) mattered

� Took more of a holistic approach

The need for competency models

� The looming staffing crisis in non-profits prior to 2008

� Recruitment – is there a match between individual and the role

� Training/Development – what did someone need to learn

� Example –

� Education – post 2008 retirements slowed

� Significant turnover in next five years

� Varying levels of competency models are used to ensure teacher

preparation

The need for competency models

� More business type skills being expected

� Planning

� Marketing

� Budgeting

� Fundraising

� Data analysis

� More expectations related to outcomes

� Donors

� Students/parents

The need for competency models

� Competencies models can assist in two key areas

� Recruitment of leaders

� Development of leaders

Main Research Question

“In your opinion, what are the skills, knowledge,

traits, motives, and self-concept/self-understanding

that are essential for executive-level leaders in

nonprofit, social services organizations?”

Roles of the Non-profit Leader – Nanus & Dobbs

Outside the Organization

Inside the Organization

Present Operations

Future Possibilities

Politician & Campaigner

Visionary & Strategist

Coach Change Agent

Competency Results from Boyatzis

Cluster Competency Threshold Competency

Goal and action management • Concern with impact• Diagnostic use of concepts• Efficiency orientation

Leadership • Proactivity• Conceptualization• Self-confidence

• Logical thought

Human resource management • Use of oral presentations

Directing subordinates • Managing group process • Accurate self-assessment• Positive regard

Focus on other • Use of socialized power • Developing others• Spontaneity• Use of unilateral power

Specialized knowledge • Perceptual objectivity• Self-control• Stamina and adaptability

• Specialized knowledge

Competency Results from Spencer & Spencer

Cluster Competency

Achievement & Action • Achievement Orientation• Concern for order, quality and accuracy• Initiative• Information seeking

Helping and Human Services • Interpersonal understanding• Customer orientation

Impact and Influence • Impact and influence• Organizational awareness• Relationship building

Managerial • Developing others• Directiveness• Teamwork and cooperation• Team leadership

Cognitive • Analytical thinking• Conceptual thinking• Technical/professional/managerial expertise

Personal Effectiveness • Self-control• Self-confidence• Flexibility• Organizational commitment• Other personal characteristics & competencies (pp.25-88)

� The short comings of the generic models

� Not sector specific

� Do not take into consideration the "missional" focus of what

administrators do

What was learned

�Competencies were identified covering:

� Skills – what the leader does

� Knowledge – what the leader knows

� Traits – who the leader is

� Motives – why s/he does what they do

� Self-concept/self-understanding – confidence,

outcome focused, willing to take responsibility,

humble

�Similarities with existing models did exist but

with key differences

Competency for Non-profit Leaders

Category Competency

Motives Commitment to Mission/Purpose

Skills Communication/Listening

Traits Work/Professional Traits

Skills Building/Managing a Team

Skills Organizational Planning & Development

Skills Respect for people

Knowledge Board Function & Development

Motives Meaningful Work/Seeing Results

Competency for Non-profit LeadersCategory Competency

Skills Financial Management & Development

Skills Problem Solving

Self-Concept Development/Success of Organization

Skills Leadership Perspective

Knowledge Information/Learning Skills

Self-Concept Outcomes Focus/Results Oriented

Traits Interpersonal skills/Traits

Self Concept Humble

How to develop a competency list for a specific role

� Gather the right team

� Represent a variety of perspectives

� Have solid working knowledge of some aspect of the role

� Give yourself enough time

� Plan on multiple meetings

� Need opportunity for dialogue and refinement

� Think broadly about what needs to be accomplished

(Nanus & Dobbs)

How to develop a competency list for a specific role

� Understand current organizational status

� Develop with a view to the future

� Consider the person of the leader

� We lead from the inside out

� Who you are will eventually show

Questions?

Contact info –

Chris Vetter

Corban University

cvetter@corban.edu