Competencies Discussion Guideassets.liicompetencies.com/pdfs/LII-Discussion-Guide.pdfyour...

Competencies Discussion Guide

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Leader Instructions •  Objective: Learn about the competencies, what they mean to LII, and what

they mean to you and your teams. •  How to Use: Project this PDF (like slides) using Full Screen Mode or print

on legal paper and distribute at town halls, staff meetings or round tables •  Key Points to Highlight With Your Teams:

–  LII has new core competencies that will be used in hiring, performance discussions and professional development.

–  We want to ensure that you are well versed in them because – bottom line – this affects your development and success at LII.

–  We have a couple ways of describing the competencies. They are behaviors that contribute to individual and organizational success. Another way to say it is that our goals and results are WHAT we achieve; competencies describe HOW we achieve.

–  The senior leadership team met to discuss what behaviors were most important for success at LII. They agreed on 8.

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New Core Competencies

DevelopmentProcess

PerformanceReviewProcess

HiringProcess

LII has new core competencies that will be used in:

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Increase Your LII Star Power

•  New tools and resources are available to help you take the lead in your own development and increase your LII star power.

•  Visit LIICompetencies.com to learn more about the competencies.

•  View the FYI (For Your Improvement) ebook in the Learning Centre to read about development tips tied to the competencies.

•  In the coming weeks, more tools and resources will be available.

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Watch the Launch Video at LIICompetencies.com

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LII Core Competencies For each competency, we’ll cover: •  The definition •  A description of skilled

behaviors •  How a group of our leaders

described this competency at LII

•  What the competency means to our team (discussion)

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Building strong customer

relationships and delivering customer-centric solutions

CustomerFocus

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Skilled •  Gains insight into customer needs •  Identifies opportunities that benefit the customer •  Builds and delivers solutions that meet customer expectations •  Establishes and maintains effective customer relationships

Customer Focus

Visit LIICompetencies.com for descriptions by career level

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What LII Leaders Said About Customer Focus

•  Know your customers. Be clear about who they are, what they want, their point of view and experience.

•  See things through a customer lens. In everything you do, keep an eye focused on your customers’ perspective.

•  Advocate for your customers. Go beyond understanding what they need to proactively delivering what they need.

•  Keep your balance. You can’t lose sight of other important objectives and competencies while you are focusing on the customer.

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Customer Focus Discussion

1.  What questions do you have about this competency? 2.  What are some examples of how we apply Customer Focus

on our team? 3.  Who do we work with that really models this competency?

What have you observed that supports your choice? 4.  What obstacles do we face on our team that compete with

Customer Focus? How can we overcome them? 5.  What are some ways we could practice or build this

competency?

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Making good and timely decisions that keep the organization moving forward

DecisionQuality

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Skilled •  Makes sound decisions, even in the absence of complete

information •  Relies on a mixture of analysis, wisdom, experience, and

judgment when making decisions •  Considers all relevant factors and uses appropriate decision-

making criteria and principles •  Recognizes when a quick 80% solution will suffice

Decision Quality


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•  See the big picture. Consider the short- and long-term impact of your decisions.

•  Whose decision is it? Know who the decision maker is, who should be consulted, who should be informed, etc.

•  Balance timeliness and thoughtfulness. If a decision needs to be made quickly, don’t spend a week overthinking it.

•  Have a contingency plan. Understand the risks associated with your decision.

•  Use data appropriately. Gather the right data to make an informed decision.

What LII Leaders Said About Decision Quality

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Decision Quality Discussion

1.  What questions do you have about this competency? 2.  What are some examples of how we apply Decision Quality on

our team? 3.  Who do we work with that really models this competency?


Decision Quality? How can we overcome them? 5.  What are some ways we could practice or build this

competency?

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Consistently achieving results, even under tough circumstances

DrivesResults

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Skilled •  Has a strong bottom-line orientation •  Persists in accomplishing objectives despite obstacles and

setbacks •  Has a track record of exceeding goals successfully •  Pushes self and helps others achieve results

Drives Results


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•  Own it. Take personal responsibility for achieving results. Driving results takes commitment.

•  Know which levers to pull. Set good goals, and then figure out what actions you need to align to achieve them. Examine the actions regularly to ensure they are the right ones.

•  Cultivate a sense of urgency. In a competitive market, hustle matters. Stick to your timeline, even when you encounter obstacles.

•  Leave no casualties. We don’t want results at any cost. Achieve results without alienating others or sacrificing other objectives.

What LII Leaders Said About Drives Results

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Drives Results Discussion 1.  What questions do you have about this competency? 2.  What are some examples of how we apply Drives Results on

our team? 3.  Who do we work with that really models this competency? What

have you observed that supports your choice? 4.  How do we drive results without being a bully or alienating

others? 5.  What obstacles do we face on our team that compete with

driving results? How can we overcome them? 6.  What are some ways we could practice or build this

competency?

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Building strong-identity teams that apply their diverse skills and perspectives to achieve common goals

BuildsEffec?veTeams

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Skilled •  Forms teams with appropriate and diverse mix of styles,

perspectives, and experience •  Establishes common objectives and a shared mindset •  Creates a feeling of belonging and strong team morale •  Shares wins and rewards team efforts •  Fosters open dialogue and collaboration among the team

Builds Effective Teams


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•  Be an intentional team. Know your mission and what you are trying to accomplish. Share challenges, accomplishments and recognition.

•  Care about people. Encourage and help each other. Succeed together. Individual career goals and job satisfaction matters.

•  Be sensitive to team dynamics. Address team dynamic issues quickly, before they have time to fester or impact productivity.

•  Break silos. A team that doesn’t work well with other teams can’t be effective. See yourself as part of a larger team, the LII team.

•  Create a safe environment. Help each other fix mistakes instead of attacking the one who made them.

What LII Leaders Said About Builds Effective Teams

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Builds Effective Teams Discussion 1.  What questions do you have about this competency? 2.  How can someone who doesn’t have direct reports build an

effective team? 3.  What are some examples of how we apply Builds Effective

Teams on our team? 4.  Who do we work with that really models this competency? What

have you observed that supports your choice? 5.  What obstacles do we face on our team that compete with

building effective teams? How can we overcome them? 6.  What are some ways we could practice or build this

competency?

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Developing and delivering multi-mode communications that convey a clear understanding of the unique needs of different audiences

CommunicatesEffec?vely

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Skilled •  Is effective in a variety of communication settings: one-on-one,

small and large groups, or among diverse styles and position levels

•  Attentively listens to others •  Adjusts to fit the audience and the message •  Provides timely and helpful information to others across the

organization •  Encourages the open expression of diverse ideas and opinions

Communicates Effectively


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•  Know your audience. Learn about your audience’s point of view. •  Mix it up. Consider how your audience likes to receive

communication. When you need to reach a large group, you’ll need more than one method.

•  Get to the point. Get to your main point quickly and provide background as needed.

•  Master timing and frequency. Demonstrate strong communication skills and leadership courage by delivering tough messages early and up front.

•  Check for understanding. Ask questions and watch body language to gauge whether your point is getting across.

What LII Leaders Said About Communicates Effectively

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Communicates Effectively Discussion

1.  What questions do you have about this competency? 2.  What are some examples of how we apply Communicates

Effectively on our team? 3.  Who do we work with that really models this competency?


Communicates Effectively? How can we overcome them? 5.  What are some ways we could practice or build this

competency?

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Creating a climate where people are motivated to do their best to help the organization achieve its objectives

DrivesEngagement

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Skilled •  Structures the work so it aligns with people’s goals and

motivators •  Empowers others •  Makes each person feel his/her contributions are important •  Invites input and shares ownership and visibility •  Shows a clear connection between people’s motivators and the

organizational goals

Drives Engagement


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What LII Leaders Said About Drives Engagement

•  Know what makes them tick. To engage someone, you need to know what they care about. Motivate, challenge and reward them based on what works for them as individuals.

•  Give them a common purpose and goals. Employees need to know what they are working toward and how to get there. Let employees know how their work connects to LII’s success. Include your team in setting goals to drive ownership.

•  Don’t micromanage. Create an empowered team. As long as they model our behaviors, let them accomplish the goals their own way.

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Drives Engagement Discussion 1.  What questions do you have about this competency? 2.  What are some examples of how we apply Drives

Engagement on our team? 3.  How can a person without direct reports drive engagement? 4.  Who do we work with that really models this competency?


driving engagement? How can we overcome them? 6.  What are some ways we could practice or build this

competency?

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Adapting approach and demeanor in real time to match the shifting demands of different situations

Situa?onalAdaptability

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Skilled •  Picks up on situational cues and adjusts in the moment •  Readily adapts personal, interpersonal, and leadership

behavior •  Understands that different situations may call for different

approaches •  Can act differently depending on the circumstances

Situational Adaptability


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What LII Leaders Said About Situational Adaptability •  Read the room. Pay attention to what others say with their words

and body language. •  Put it in context. Situational Adaptability goes beyond reading a

room. You need to be able to read the larger environment. •  Anticipate change. Accept that changes are always likely and

adjusting your plans is part of the job. •  Choose your battles. Know when to get on board and when to

take a stand. •  Don’t take “being yourself” too far. Saying, “This is the way I

am,” sends a signal you are either unwilling or incapable of personal growth.

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Situational Adaptability Discussion 1.  What questions do you have about this competency? 2.  What are some examples of how we apply Situational

Adaptability on our team? 3.  Who do we work with that really models this competency? What

have you observed that supports your choice? 4.  What obstacles do we face on our team that compete with

situational adaptability? How can we overcome them? 5.  What are some ways we could practice or build this

competency?

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Gaining the confidence and trust of others through honesty, integrity, and authenticity

Ins?llsTrust

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Skilled •  Follows through on commitments •  Is seen as direct and truthful •  Keeps confidences •  Practices what he/she preaches •  Shows consistency between words and actions

Instills Trust


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What LII Leaders Said About Instills Trust •  Do what you say. Honor your commitments and do what you say

you will do. •  It’s OK to be vulnerable. To build trust you need to let people in.

Showing vulnerability makes you authentic and approachable. •  Be honest when it’s hard. Admitting mistakes and owning up to

failures takes courage, but pays dividends in the trust it builds. •  Be transparent. Abandon ulterior motives. Tell others what you’re

really after. Explain the reasons behind decisions. •  Don’t be too direct. You still need to keep confidences and refrain

from sharing information that would bring harm without benefit.

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Instills Trust Discussion 1.  What questions do you have about this competency? 2.  What are some examples of how we apply Instills Trust on our

team? 3.  What makes you trust people at work? 4.  Who do we work with that really models this competency?


instilling trust? How can we overcome them? 6.  What are some ways we could practice or build this

competency?

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