USFWS Leadership Competency Model

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USFWSLeadershipCompetencyDevelopmentModelA Tool for Developing the Service’s Leaders

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TABLE OF CONTENTSIntroduction . 3Value of the USFWS Leadership Competency Development Model . 3How to Use This Tool. 4What is a Competency? . 4OPM Leadership Competencies . 5Foundational Leadership Competencies. 5OPM Executive Core Qualifications (ECQ’s) . 7Leadership Competencies by ECQ . 8Four Organizational Leadership Levels in the Service . 11Process Used to Develop the Model . 12The Model at a Glance. 13USFWS Mission Critical First Appointment Leader Competencies . 15ACCOUNTABILITY . 16CREATIVITY AND INNOVATION . 20CUSTOMER SERVICE . 25FLEXIBILITY . 28PROBLEM SOLVING . 33TEAM BUILDING . 38TECHNICAL CREDIBILITY . 42USFWS Mission Critical Mid-Level Leader Competencies . 46ACCOUNTABILITY . 47CONFLICT MANAGEMENT . 52CREATIVITY AND INNOVATION . 57PARTNERING . 62PROBLEM SOLVING . 67TEAM BUILDING . 73TECHNICAL CREDIBILITY . 77USFWS Leadership Competency Development ModelRev. March 2008Page 1

USFWS Mission Critical Senior Leader Competencies. 81ACCOUNTABILITY . 82DECISIVENESS . 87DEVELOPING OTHERS . 91EXTERNAL AWARENESS . 96INFLUENCING AND NEGOTIATING . 102PARTNERING . 108STRATEGIC THINKING . 113USFWS Mission Critical Executive Leader Competencies . 119ACCOUNTABILITY . 120DECISIVENESS . 125DEVELOPING OTHERS . 131INFLUENCING AND NEGOTIATING . 137POLITICAL SAVVY . 142STRATEGIC THINKING . 147VISION . 153Linkage of Competencies Among Levels . 158The Leadership Challenge Is Yours . 159USFWS Leadership Competency Development ModelRev. March 2008Page 2

First Appointment LeaderUSFWS Leadership Competency Development ModelIntroductionThe U.S. Fish and Wildlife Service has a long and proud tradition of achievingour mission through scientific excellence and leadership. The Service hasmaintained its preeminent role in these areas by ―growing leadership‖ throughemployee development. As a continuation of this heritage, the Service’sLeadership Competency Development Model has been developed to assist withthe continuous learning efforts of our employees, and to guide employees at alllevels and in all functions toward excellence in addressing the Service’s mission.The Service’s Leadership Competency Development Model is provided inresponse to employee interest in knowing what skills or experiences are neededin order to succeed in leadership positions, and also in response to the ServiceDirectorate’s commitment to ensure that our agency continues to have a cadre ofemployees who are prepared for advancement to senior conservation leadershippositions. The Model was developed based on input from over 600 leaders andincludes Wage Grade leaders to Senior Executive leaders. The Model identifiesattributes that an employee should obtain, at whatever his or her level or job inthe Service, to enhance readiness for positions of greater responsibility. ThisModel also enhances and compliments the scientific and natural resourcesmanagement knowledge and skills that remain critical to employee performanceand success in conservation leadership.Value of the USFWS Leadership Competency Development ModelThe USFWS Leadership Competency Development Model assists Serviceemployees in the identification of the mission critical competencies or priorityareas our Service leadership deemed significant at four different organizationallevels of leadership. This tool was developed for the purpose of educatingleaders at all levels regarding the competencies required for their success ateach leadership level. For the leader who has reached their target level, this toolcan be used to help identify strengths and areas for improvement for the purposeof continuous learning. For the individual aspiring to the next leadership level,this tool can be used to help create an Individual Development Plan (IDP).Supervisors can use this Model as a tool in coaching and mentoring their aspiringsubordinates.The USFWS Leadership Competency Development Model was developed tohelp prepare you to be a more effective leader in the Service. The Modelanswers the question regarding what competencies our Service leaders feel aremost important for success in our agency. While the intent is not to minimize orUSFWS Leadership Competency Development ModelRev. September 2010Page 3

First Appointment Leaderdownplay the importance of striving for excellence in all 28 leadershipcompetencies, it is helpful for Service employees to know what Serviceleadership believes to be the top mission critical competencies for our agencyleaders.How to Use This ToolThis tool is designed so the reader can reference information by variousmethods. The following information is provided to accurately describe what eachleadership competency looks like: A definition of a competencyA description of the importance of the competency to a Service leaderA description of how the competency is demonstrated in the ServiceThe elements that make up the competency for a particular organizationallevelThe behaviors that make up the elementA listing of potential developmental activities that can be used to increaseor develop competenceWhat is a Competency?A competency is the integration of one’s knowledge, skills, abilities and attributesin order to perform effectively on the job. Competencies are observable andmeasurable behaviors, which are critical to successful individual and corporateperformance.Competencies incorporate knowledge, skills, abilities and attributes, appliedthrough behaviors, which help to ensure organizational/mission critical resultsand outcomes.USFWS Leadership Competency Development ModelRev. September 2010Page 4

First Appointment LeaderThe Department of the Interior, Department Manual 370 DM 312.3identifies mission critical competencies as being those clusters of knowledge,abilities, skills and attributes that are critical to producing the key outcomes formission accomplishment. The USFWS Leadership Competency DevelopmentModel identifies and explains the seven mission critical competencies for eachorganizational leadership levels in the Service.OPM Leadership CompetenciesThe Office of Personnel Management identified 28 specific leadershipcompetencies that are critical to leadership success. These competencies arebased on extensive research of Government and private sector executives withinput from agency senior executives and human resource managers. Twentytwo of the competencies are specific competencies that are contained within theexecutive core qualifications. The remaining six leadership competencies are thefoundational competencies that, as a minimum, all leaders must be proficient into be successful.Foundational Leadership CompetenciesFoundational leadership competencies are the tools people need in order to leadothers, regardless of the organizational level they function in. These foundationalleadership competencies are skills, areas of knowledge, and attributes, and arebasic or fundamental to all leaders in government. These leadershipcompetencies form the foundation for employees to continually develop and buildupon through their careers in the Service as they assume positions withincreased responsibility and authority.Possessing skill and expertise in the foundational competencies is essential toemployees at all organizational levels. Experience and training that strengthenand demonstrate the basic foundational competencies will enhance a candidatesoverall qualifications for leadership positions. All other leadership competenciesbuild or springboard from the foundational knowledge provided by these sixcompetencies.No one foundational competency is considered more important than the other.Successful leaders at all organizational levels are proficient in all six of thefoundational leadership competencies. Because of this, the foundationalcompetencies are sometimes referred to by human resource professionals as the“sacred six”.USFWS Leadership Competency Development ModelRev. September 2010Page 5

First Appointment LeaderThe six foundational leadership competencies are as follows:Foundational Leadership CompetenciesInterpersonal SkillsTreats others with courtesy, sensitivity, and respect.Considers and responds appropriately to the needsand feelings of different people in different situations.Oral CommunicationMakes clear and convincing oral presentations. Listenseffectively; clarifies information as needed.Integrity/HonestyBehaves in an honest, fair, and ethical manner. Showsconsistency in words and actions. Models highstandards of ethics.WrittenCommunicationWrites in a clear, concise, organized, and convincingmanner for the intended audience.Continual LearningAssesses and recognizes own strengths andweaknesses; pursues self-development.Public ServiceMotivationShows a commitment to serve the public. Ensures thatactions meet public needs; aligns organizationalobjectives and practices with public interests.USFWS Leadership Competency Development ModelRev. September 2010Page 6

First Appointment LeaderOPM Executive Core Qualifications (ECQ’s)OPM identified and adopted the Executive Core Qualifications (ECQ)’s and theirunderlying leadership competencies in 1997. Since the Service adopted theECQ’s and their underlying leadership competencies, emerging and currentleaders have expressed some frustration around the fact that there are numerouscompetencies and they may not be of the same priority to all leaders in allfunctional areas. The priority of the competencies is situational, and oftendepends upon position, program, and organizational leadership level of theindividual. The Service recognized this concern, which led to the developmentand adoption of the USFWS Leadership Competency Development Model.The five executive core qualifications identified in this Model are based onextensive research done by the Office of Personnel Management (OPM) of theattributes of successful executives in both the private and public sectors. Theywere derived by lengthy collaboration, reflecting the best thinking of many seniorexecutives and associations, as well as agency human resources professionals.The five OPM Executive Core Qualifications (ECQ’s) are:LeadingChangeThe ability to bring about strategic change, both within andoutside the organization, to meet organizational goals. Inherentto this qualification is the ability to establish an organizationalvision and to implement it in a continuously changingenvironment.LeadingPeopleThe ability to lead people toward meeting the organization'svision, mission, and goals. Inherent to this qualification is theability to provide an inclusive workplace that fosters thedevelopment of others, facilitates cooperation and teamwork, andsupports constructive resolution of conflicts.ResultsDrivenThe ability to meet organizational goals and customerexpectations. Inherent to this qualification is the ability to makedecisions that produce high-quality results by applying technicalknowledge, analyzing problems, and calculating risks.BusinessAcumenThe ability to manage human, financial, and informationresources strategically.BuildingCoalitionsThe ability to build coalitions internally and with other Federalagencies, State and local governments, nonprofit and privatesector organizations, foreign governments, or internationalorganizations to achieve common goals.USFWS Leadership Competency Development ModelRev. September 2010Page 7

First Appointment LeaderThe ECQ’s are used by many departments and agencies in selection,performance management, and leadership development for management andexecutive positions. Successful leaders address all five qualifications in theirdevelopment and in carrying out their leadership responsibilities. Experience andtraining that strengthen the leadership competencies will enhance a leader’sperformance. Employees interested in the mid-level, senior and executive leaderlevels should ensure they develop bench strength in leadership competenciesthat span across all five ECQ’s. This is particularly important for leadershippositions that have influence outside the Service.Leadership Competencies by ECQThe other 22 competencies are needed to develop a leadership culture in theService that drives for results, serves customers, and builds successful teamsand coalitions within and outside the organization. Within each of the corequalifications are specific competencies that define areas where employees canassess their knowledge and abilities, and target their training, job assignments,education and career path to further develop these leadership attributes andsucceed in the organization. The level and scope at which these competenciesare performed increase as grade and responsibilities increase.The leadership competencies with their associated ECQ are as follows:Core Qualification 1: Leading ChangeCompetencies Associated with Leading ChangeCreativityandInnovationDevelops new insights into situations; questions conventionalapproaches; encourages new ideas and innovations; designsand implements new or cutting edge programs/processes.ExternalAwarenessUnderstands and keeps up-to-date on local, national, andinternational policies and trends that affect the organization andshape stakeholders' views; is aware of the organization's impacton the external environment.FlexibilityIs open to change and new information; rapidly adapts to newinformation, changing conditions, or unexpected obstacles.ResilienceDeals effectively with pressure; remains optimistic andpersistent, even under adversity. Recovers quickly fromsetbacks.USFWS Leadership Competency Development ModelRev. September 2010Page 8

First Appointment LeaderCompetencies Associated with Leading ChangeStrategicThinkingFormulates objectives and priorities, and implements plansconsistent with the long-term interests of the organization in aglobal environment. Capitalizes on opportunities and managesrisks.VisionTakes a long-term view and builds a shared vision with others;acts as a catalyst for organizational change. Influences othersto translate vision into action.Core Qualification 2: Leading PeopleCompetencies Associated with Leading PeopleConflictManagementEncourages creative tension and differences of opinions.Anticipates and takes steps to prevent counter-productiveconfrontations. Manages and resolves conflicts anddisagreements in a constructive manner.LeveragingDiversityFosters an inclusive workplace where diversity and individualdifferences are valued and leveraged to achieve the vision andmission of the organization.DevelopingOthersDevelops the ability of others to perform and contribute to theorganization by providing ongoing feedback and by providingopportunities to learn through formal and informal methods.TeamBuildingInspires and fosters team commitment, spirit, pride, and trust.Facilitates cooperation and motivates team members toaccomplish group goals.Core Qualification 3: Results DrivenCompetencies Associated with Results DrivenAccountabilityHolds self and others accountable for measurable highquality, timely, and cost-effective results. Determinesobjectives, sets priorities, and delegates work. Acceptsresponsibility for mistakes. Complies with establishedcontrol systems and rules.USFWS Leadership Competency Development ModelRev. September 2010Page 9

First Appointment LeaderCompetencies Associated with Results DrivenCustomerServiceAnticipates and meets the needs of both internal andexternal customers. Delivers high-quality products andservices; is committed to continuous improvement.DecisivenessMakes well-informed, effective, and timely decisions, evenwhen data are limited or solutions produce unpleasantconsequences; perceives the impact and implications ofdecisions.Entrepreneurship Positions the organization for future success by identifyingnew opportunities; builds the organization by developing orimproving products or services. Takes calculated risks toaccomplish organizational objectives.Problem SolvingIdentifies and analyzes problems; weighs relevance andaccuracy of information; generates and evaluates alternativesolutions; makes recommendations.TechnicalCredibilityUnderstands and appropriately applies principles,procedures, requirements, regulations, and policies relatedto specialized expertise.Core Qualification 4: Business AcumenCompetencies Associated with Business AcumenFinancialManagementUnderstands the organization's financial processes. Prepares,justifies, and administers the program budget. Overseesprocurement and contracting to achieve desired results.Monitors expenditures and uses cost-benefit thinking to setpriorities.HumanCapitalManagementBuilds and manages workforce based on organizational goals,budget considerations, and staffing needs. Ensures thatemployees are appropriately recr

Foundational Leadership Competencies Foundational leadership competencies are the tools people need in order to lead others, regardless of the organizational level they function in. These foundational leadership competencies are skills, areas of knowledge, and attributes, and are basic or fundamental to all leaders in government. These leadership

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