leadership final project

Based on a development plan developed by B. Mitchell, CEO/Founder Partners4Results; Faculty, Northeastern

University. This information will be included in a forthcoming book. It is copyrighted and cannot be further

used without permission.

Self-Assessment on Leadership Competencies Directions: Please review the competencies listed below and rate your skills. The scale is:

Needs

Development Strength

1 2 3 4 5

Character: Displaying high integrity and honesty Avoids saying one thing and doing another (i.e., “walk the talk”)

Acts consistently with their words

Follows through on promises and commitments

Models the core values

Leads by example

Personal Capability: Technical and professional expertise Is sought by others for advice and counsel

Uses technical knowledge to help team members troubleshoot problems

Has credibility because of in-depth knowledge of issues or problems

Solving problems and analyzing issues Exercises a high level of professional judgment

Makes good decisions based on a mixture of analysis, wisdom, experience, and judgment

Encourages alternative approaches and new ideas

Innovation Encourages alternative approaches and new ideas

Consistently generates creative, resourceful solutions to problems

Consistently challenges the usual approach of doing things and find new and better ways to do the job

Resilience Creates a culture of learning that drives individual development

Based on a development plan developed by B. Mitchell, CEO/Founder Partners4Results; Faculty, Northeastern

University. This information will be included in a forthcoming book. It is copyrighted and cannot be further

used without permission.

Works to improve new ideas rather than discouraging them

Encourages people to find innovative ways to accomplish their goals

Practicing self-development Makes constructive efforts to change and improve based on feedback from others

Seeks feedback from other to improve and develop themselves

Consistently looks for developmental opportunities (excited to learn)

Focus on Results: Focus on Results Aggressively pursues all assignments and projects until completion

Does everything possible to meet goals or deadlines Establish stretch goals Maintains high standards of performance

Sets measurable standards of excellence for themselves and others in the workgroup

Promotes a spirit of continuous improvement

Takes responsibility for outcomes/initiatives Takes personal responsibility for outcomes

Can be counted on to follow through on commitments

Goes above and beyond what needs to be done without being told

Interpersonal Skills:

Communicating powerfully and prolifically

Is skillful at communicating new insights

Provides the work group with a definite sense of direction and purpose

Helps people understand how their work contributes to broader business objectives Inspiring and motivating others to high performance Energizes people to go the extra mile

Has the ability to get people to stretch and reach goals beyond what they originally thought possible

Based on a development plan developed by B. Mitchell, CEO/Founder Partners4Results; Faculty, Northeastern

University. This information will be included in a forthcoming book. It is copyrighted and cannot be further

used without permission.

Building Relationships Is trusted by work group members

Balances concern for productivity and results with sensitivity for employees’ needs/problems

Is approachable and friendly

Handles difficult situations constructively and tactfully Developing others Is genuinely concerned about the development of others’ careers

Gives individuals an appropriate balance of positive and corrective feedback

Gives honest feedback

Takes interest in the work of others

Supports others’ growth and success Collaboration and teamwork Has developed cooperative working relationships with others

Promotes a spirit of cooperation with members of the work group

Ensures that the work unit works well with other groups and department

Leading Organizational Change: Developing strategic perspectives Knows how work relates to the organization’s business strategy (line-of-sight connection)

Translates the organization’s vision and objectives into challenging and meaningful goals for others

Can take the long view; can be trusted to balance short-term and long-term needs of the organization Championing change Becomes the champion for projects or programs, presenting them so that others support them

Is an effective marketer for work groups’ projects, programs, or products Connect internal groups with the outside world Has demonstrated ability to represent the work group to key groups outside the group/department

Helps people understand how meeting customers’ needs is central to the mission and goals of the organization