NonVerbals Blog

Competency: Visioning – Visionary Leadership

Definition: Keeps the organization’s mission, vision, and values at the forefront of employee decision making and actions; ensures alignment of organization’s strategic plan and agency practices with vision, mission and values.

– Identifying long-term goals and championing the implementation of different or alternative ideas.

People who are competent at visioning generate creative and strategic solutions that can be successfully implemented. They think in innovative ways and support similar thinking in others. They challenge and push the organization to constantly improve and grow.

Behaviors

• Thinks in innovative and creative ways
• Views tactical problems or initiatives from a broad perspective and emphasizes solutions that support strategic objectives
• Generates new ideas/solutions that can be successfully implemented
• Challenges and pushes the organization to constantly improve and grow
• Identifies long-term, future goals for the organization and/or the department
• Champions his/her ideas to successful implementation
• Supports and champions the strategic initiatives of others

Action Oriented – Achieving Business Results

Consistently maintains high levels of activity or productivity; sustains long working hours when necessary, works with vigor, effectiveness and determination over a sustained period.

Today organizations need professionals who are task focused and achieving results. professional are required to either deliver or drive for results. Front line associates are required to ‘Deliver results’ and Supervisors / Managers / Senior management are required ‘Drive for results’.

This (Action Oriented – Achieving Business Results)competency is measured with behavior indicators such as: Assertiveness, Self-Reliance, Work Pace, Realistic, Frustration Tolerance. The intensity of the behavioral traits will make a huge impact on the performance and efficiency.

Pointers to improve this competency:

1. Set ambitious, urgent time deadlines in your work. This applies to important decisions as well as
   projects.
2. Energize your team help them to understand the need for results
3. Finish what you start, avoid jumping around between several unfinished activities / tasks/ projects.
4. Make a list of your goals and objectives at the beginning of each day (a “to do” list).
5. Break large jobs into smaller pieces. This will enable to complete and track them.
6. Set firm deadlines for having a job done.

An excellent short crisp Leadership Statement.

Its a great relation to the bell’s curve (Situational Leadership) modeled by Ken Blanchard, professionals with high competence and low on motivation are greater threat to the growth of the organization (S4 / D4). they possess great levels of competence for a set of skills, however professionals at this level do not develop and coach others, and need greater persuasion to undertake the task.

Developing and managing this cycle of professional’s growth and career-path is becoming imperative. Organisational development stake holders will have to work hard and quick, before this trend becomes a culture. This has greatly led by the recent economic turmoil and less of employee churn. While employees churned at a higher rate in the previous years, organisations did take great care to train and build competencies in a holistic approach; large chunk of  managers did least during those days, this become negative behavior trait of management as a whole. Today managers and S4 / D4 employees do not know how to develop people around them.

This will become a culture if the commitment and competence are not maintained at parallel levels.

OD’s biggest challenge will be to clearly see the Competency Framework and exercise the development planning to avoid redundant workforce at all management levels.

Future Mantra for Success: “1/3rd turn around time” Faster you deliver, at a lesser cost. But HOW? – Train the Managers and Managers coach their People.