LEADERSHIP COMPETENCIES
AND BREAKOUT SESSION TOPICS

Understands and has experience in all functional areas of a business. Understands finance as the language of business and uses it to effectively monitor and improve business performance; knows how to utilize a Balanced Business Scorecard to augment financial planning; Is credible with all stakeholders; Expert in all aspects of business planning and leads the management team in highly effective planning protocols.

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Has excellent intuitive problem-solving insight supported by proven problem-solving methodology; Has an impressive documented history of correctly diagnosing complex business problems at the C-level and creating solutions that deliver acceptable outcomes; Leads others to adopt highly effective problem-solving processes.

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Makes good strategic choices. Knows when and how to emphasize and balance the company’s long term strategic objectives; applies broad knowledge and experience when dealing with complex issues; defines and communicates strategy and goals clearly, makes timely tough decisions; Has great balance among operating — execution, cost and top line sales and marketing achievements.

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Plays a variety of leadership roles (for example, driving, delegating, supporting, empowering, collaborating, and coaching) as appropriate; Inspires others to perform at their best; creates a climate that fosters personal investment and excellence; Sets and pursues aggressive goals; Drives for results; Creates both a learning and performance environment, High energy type that can lead a cultural change.

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Expresses oneself effectively both orally and in written form; Great presentation and platform skills; Actively listens to others; At ease leading conversation in both business and social settings.

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Gains trust and respect from customers, employees, the Board and management team; Great seller of ideas; Effectively deals with conflict and stressful business situations; Treats others with respect and dignity; Often persuades others by being considerate of the needs and feelings of each individual; Promotes and builds a high productivity culture by valuing individual contributions; Always praises in public and criticizes in private.

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Does what is right for customers; role models’ consistency between words and actions; Lives their word; Establishes open, candid, trusting respectful relationships at all levels; Treats all people inside and outside fairly; Makes decisions that are effective rather than politically correct.

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Has a nose for business opportunity; Broad experience with modern marketing and sales strategies; Has led marketing and sales change initiatives successfully including developing new markets and new product/service intros; Has let the development of creating a successful marketing and sales culture, Has documentable experience with a sales team in the field; Has a history of growing the company top line through organic sales. Experience working strategically with senior level marketing and sales executives; Understands how to develop compelling value propositions to support marketing and sales strategies; Understands the principles of market opportunity analysis; Experience with sophisticated consultative selling processes.

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Works effectively with both internal and external customers; Knows how to gather and analyze customer data to discover business opportunity, continuously improve customer value, cement customer retention, and develop competitive advantage; Understands how to utilize customer relationships to identify high potential business opportunity and create innovative products/services that create first mover advantage.

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Has a record of relevant achievement that demonstrates success in leading in a dynamic, volatile, environment; Experience should include successful acquisition, and related integration or cultural shifts; Gets things done; Capable of leading from day one.

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Holds subordinates accountable for successfully managing critical projects; Identifies and reacts to outside forces that may impact or alter the company’s strategy or business outcomes; Reacts quickly and establishes a course of action to drive desired results; Identifies barriers to project success, creates a way forward and implements a measurement process to monitor progress.

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Insists that relevant learning takes place at every level as a condition of employment; Has a developmental leadership model defined and has successfully implemented a developmental strategy and process; Knows how to motivate and inspire high potential people to commit to a development process; Acts as a leadership role model, mentor and coach; Empowers employees by giving them the authority to get things accomplished in the most efficient and timely manner;

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As you and your company is evolving into a performance-driven organization it will be connected by the principles of Balanced Leadership. This is where you:

• Think like a customer by approaching each challenge as a true solutions provider.
• Feel like a valued individual by knowing your work matters and you are part of the solution not part of the problem, and you will never compromise on safety.
• Act like an owner by understanding the business and your role in what leads to success.
• Process ties it all together and allows us the ability to replicate the results over time and new people.

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Each of the goals you establish should be tested against the SMART criteria.

• Be Specific:
  • Webster’s defines it as: clearly and exactly presented or stated. Precise or exact; relating to a particular person, situation, etc.
• Be Measurable:
  • To hold employees accountable, you need to be able to measure what they are doing in a way that can be tracked numerically. Usually, if you are specific in your definition of goals, they will be measurable.
  • Sometimes, however, you will find goals that use specific terms, but leave the measurement process in doubt.
• Be Attainable:
  • Goals must be designed so it is possible for people to achieve them. They must be neither so easy that they require no significant effort, nor so difficult that only a superhuman could accomplish them.
  • The employee must have control over his or her performance. Goals are unfair if they specify accomplishments over which the employee being evaluated has little or no control.
• Be Relevant:
  • Goals must support the overall direction.
• Be Time-based:
  • Have a start and finish date.

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Provides candid and helpful performance feedback to direct reports on a regular basis both formally and informally; Ensures that performance feedback is an integral part of every supervisors/managers daily job responsibility; Insists that leaders accept developing subordinates as a major job requirement; Has a history of developing written succession plans and mobilizing company resources to support the plan.

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Demonstrates honesty, transparency and integrity in both business and personal life; Insists on financial and workplace ethical standards and behavior; Takes action to model civic responsibility and support worthwhile social causes; Encourages employees to accept social responsibility for giving back in ways consistent with the organization’s ethical and social values.

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As you grow and develop, take on new challenges or simply move into a new phase of your life, you will be faced with complications and adversity that may set you back. Honesty, perseverance, and trustworthiness will become major factors in overcoming these obstacles and creating your personal brand and your legacy. Along the way, you come to a decision point or stage gate. Your choice is simple but profound in each instance, but a decision must be made. Your choices are LEAD, FOLLOW, or GET OUT OF THE WAY If you choose to lead you will need to be an honest and trusted leader to establish your vision, mission, and values so that those in your care or supervision will trust you enough to follow. For each of us it may be different. For each person it may be different, for some a great spouse, father, leader, and mentor; to have a legacy, to leave the place a little better than they found it. Purpose-driven people put their morals, character, and honesty first. Without purpose, we drift. With purpose, we steer. You have a responsibility to yourself and to others to use your best judgment, weigh your options carefully, and make the right decisions—even if they are not the most favorable or popular, even when no one is watching! When you do that you honor yourself and your values. Wherever your path takes you, know that your trustworthiness is your highest honor. For if you are a trusted leader, others will believe in your vision, mission, and values and will trust in you enough to follow you. That will be your legacy.

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Leadership is something we all have concerns about. Leadership is a concept that is not reserved for or only applies to certain people in business, government, and civic organizations. The reality is that no matter our age, gender, occupation, educational level, or position in life, each of us touches and influences other lives. Through this extension, we are all leaders to someone at some time. It can be a person under our supervision or care, a spouse we honor and live with, or a child we nurture, a student we teach, or a player we coach. It could be as simple as a fellow member of our church or religious affiliation, club, league, or association, but it is usually identified by the fact we have made a positive difference through our actions and examples. Leaders must develop emotional intelligence along with their educational intelligence and business acumen.

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Providing value and listening are key components of any relationship. The foundation of strong relationships also includes being fair to customers and people in your care. Integrity of your word is a critical component of strong relationships and by following through on your word you preserve your integrity of your word. Make sure to ask for assistance from others when necessary to ensure proper follow through and response. Treat every customer, and every person you come in contact with, how you would like to be treated.

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Positively affects the behavior of others, motivating them to achieve personal satisfaction and high performance through a sense of purpose and spirit of cooperation. Leads by example, motivating and inspiring others to contribute opinions and suggestions. Demonstrating a personal commitment to group goals.

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Entrepreneurial is used to describe someone who makes money by starting their own business, especially when this involves seeing a new opportunity and taking risks. Entrepreneurial spirit is a way of approaching situations where you feel empowered, motivated, and capable of taking things into your own hands. It is about seeing the big picture and thinking like an owner. To have an entrepreneurial spirit, you need people who think anything is possible and have the tenacity to accomplish it.

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Knows, respects, and leverages the organizations culture and assets to navigate the difficulties. Leads integrated change within a business unit to achieve sustainable competitive advantage. Utilizes teams intentionally and appropriately and understands the value of people as the greatest asset of an organization. Understands the need to develop leaders who can “see around corners” to anticipate changes in market conditions and proactively position the company for future competitive advantage especially during the disruptions. Includes this fundamental competency to remind leaders that the company expects sound judgment from those in whom it places trust, and that this should be demonstrated to the staff.

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Managers must have the capacity to read and respond to change with a wide repertoire of skills and behaviors. Solicit feedback from trusted colleagues. Ask yourself, “What should I start doing, stop doing, or continue doing to be a more effective teammate?” Evaluate and assess to your strengths and weaknesses. Learn some new habits from people you respect. Be open to colleague who has different strengths than you. Your goal is to learn to see things from their perspective and have an open mind. Your goal be a more flexible, open, and versatile leader.

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