JLBC Measuring and developing


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 DEVELOPING

JLBC COMPETENT

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.

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