JLBC TAKING UP YOUR LEADERSHIP ROLE
JLBC Measuring and developing
After you have drafted the competencies for a leadership role, you can begin to use them to develop your organization’s leaders. The primary vehicles for this are formal appraisals and self-assessment:
• Make sure the leader knows and fully understands what the
• competencies are.
Appoint a “competencies advocate”— someone to encourage the leader
to use the competencies as a
• development tool.
Agree on the competencies to be used in appraisals.
• Train appraisers throughout your organization in the meaning and
• use of competencies. Encourage self-assessment against the benchmarks set by the competencies.
When being assessed in an appraisal or self-assessment, it is helpful to recognize four stages of progress toward competence in a given area. So, for example, if you were to assess development in the competence “Solving problems and making decisions,” the results may
be as shown below.
Assessing competencies: solving problems
JLBC STAGE OF DEVELOPMENT
JLBC NOT YET DEMONSTRATED
JLBC ROLE MODEL/ COACH
JLBC ACTIONS DEMONSTRATED
Has only recently taken up the current role.
It is challenging to step back from the day-to-day operation and engage with others in creative problem-solving.
Encourages other people to put forward new ideas. Explores systematically to understand what is happening and why—Generates ideas to solve problems and decides on actions.
Actively encourages others to think of problems and tensions as creative opportunities to improve service and develop products.