JLBC TAKING UP YOUR LEADERSHIP ROLE
JLBC Involving others
When writing competencies for leaders, involve a cross-section of people in your organization. Start the discussion with them by asking, “What does
being effective as a leader look like?” Then invite everyone to contribute to the descriptions of the list of competencies in terms that mean something to them.
JLBC Standard leadership competences
Achieving excellent results
JLBC DESCRIPTION OF COMPETENCE
Delivers with energy and determination on individual, team, and overall objectives that address core business issues and contribute to longer-term organizational goals.
Behaves professionally and ethically.
Builds trust, listens to needs, is open to ideas, and is
sensitive to the perceptions of others.
Questions constructively identify options and develop
solutions by networking with strategic people.
Can work autonomously or in teams, adapt to
various situations, and appreciate diversity.
Remains aware of the needs of others and can focus on objectives and build relationships, even under pressure or in the face of personal criticism.
Good at selecting the right people with complementary strengths to work in teams.
Communicates a clear vision of the organization’s future. Enthuses and energizes people, is accessible to people,
and gains ownership of the steps needed to achieve goals. Knows and team members’ strengths and weaknesses
and encourages initiative and accountability for objectives. Invest in coaching others, giving constructive feedback, and knowing when to support and challenge.
Cultivates good leadership throughout the organization so that everyone is heard and can contribute; brings on the leaders the business will need going forward.
Coaching and communicating