Leadership Competencies: April

I believe in Leadership Development and I have dedicated my career to learning about leadership and helping others become great leaders. I developed a leadership competency model many moons ago and have found and kept a library of competencies accordingly. In March 2018, I decided to start sharing my library online. The same narrative is shared on Facebook, LinkedIn and Twitter.

Each month, a blog post just like this one will be created housing all the random social media posts from that month. The blog will publish after the first social media post and updated throughout the month as other posts occur. I hope you find it insightful and valuable as you work towards effective and successful leadership. 

April 30: Sizing Up People

A skilled leader is a good judge of talent and can, after a decent amount of time, identify the strengths and limitations of people. He/she is also good at analyzing what he/she sees in an objective manner and projecting what others are likely to do in any given situation.

On the other hand, leaders who struggle with this competency may find themselves overly critical of others and unwilling to alter an initial judgment about them. This limits their ability to see the potential of others who don’t immediately “wow” them. In addition, leaders who haven’t developed this competency well have a tendency to allow their bias or stereotypes to influence their decisions about others. They rarely rely upon data or evidence and, instead, make instant judgments that often do more harm than good.

What about you…where do you fall on this spectrum?

 

April 26: Comfort Around Higher Management

Individuals who excel at this competency deal and interact well with more senior managers, can present and/or engage with them without stress or tension, and can respond to and/or anticipate their needs well.

Individuals who struggle with this competency have a tendency to be too political or too ambitious, and they may overestimate the meaning and usefulness of their relationship with the more senior executives.

On the other hand, individuals who lack this competency are often nervous, lacking in self-confidence and/or lacking in composure when dealing with more senior professionals. They rarely know how to influence these individuals and often find themselves “not quite fitting” into the situation.

What is your comfort level?

 

April 16: Technical Learning

Individuals skilled in this competency pick up on technical things quickly and can learn new technical skills, industries, companies and products easily.

Individual who “overuse” this skills have a tendency to learn learn learn but rarely act act act; in other words, they overdo the learning and rarely apply it. They also often fail to relate to others who can’t catch on to technical concepts easily.

On the other hand, individuals who can’t grasp this competency often fall behind as more and more, technical expertise and competence are required for our jobs. They may be stuck and wed to the past, may struggle with understanding and adopting new technologies or concepts, and may simply lack the interest and curiosity about them.

It seems so simple…isn’t learning learning? But clearly, it is not – so where do you see yourself?

 

April 2: Managing Through Systems

If that seems a little ambiguous, don’t fret –  let’s not make it more complicated than it has to be.  It’s about managing THROUGH others or things. Effective leaders can develop processes or protocols, communicate them clearly to others, set and enforce standards of execution and then step aside and trust…meaning they let the work happen!
Ineffective leaders either get way too comfortable and/or reliant upon auto-pilot and are resistant to change or improvement. Or they default to the idea that they, personally, have to have a say or a hand in things and are often unwilling or incapable of developing a system and delegating the execution to others. We’ve all be micromanaged, and we’ve all be forced to conform. On the other hand, we know how terrific it feels to be trusted.
That being said, let’s step up for our teams, develop frameworks and protocols for them, and then let the magic happen!


About the Author

Heather Kinzie, SPHR, SHRM-SCP, GPHR, serves as the Chief Operating Officer for The Strive Group. With more than 20 years of organizational and workforce performance experience, Kinzie offers consulting, coaching, content development and ltraining to clients. She oversees a team of experts who utilize a broad, systematic approach to problem solving and consultation. Recognizing the critical importance of leadership, communication and effective collaboration among teams, Kinzie is committed to helping clients improve communication, engagement and organizational performance.

See all posts by