Code, Competencies, and
Current Capability
James Svara
Code and Competencies
for Danish Senior Public Executives
• Code
• Competency
Capability: graph with measures from Esurvey of Deputies and Assistant Directors
• Measures have been converted to 100-point
scale
• Graphs present plus/minus scores compared to
average for all measures, i.e., the relative
strengths and weaknesses of top executives.
Supporting political leaders and
shaping the organization’s mission
Code
Competency
• Advance the
• Ability to detect
organization’s mission
changes in the
while continuously
environment, devise
reexamining and
new organizational
refocusing it.
strategies, and lead
the organization in
achieving them.
• Provide complete,
balanced, and
objective
recommendations to
political leaders
• Challenge political
leaders, though a
constructive dialogue,
to devise effective
policy
• Ability to distill
multiple and
conflicting points of
view into professional
balanced and
politically neutral
counsel.
• Ability to serve as
“sparring partners” to
challenge ideas and
the policy-making
process without
creating personal
conflict.
Capability: Supporting leaders and
shaping mission
Drawing up strategy
Creates understanding of goals
Formulating ideas and visions
Legal, technical, professional advice
Political advice
Influencing decision-making processes
-5.0
0.0
5.0
10.0
15.0
20.0
Ensuring organizational
performance
• Lead by visible
example, which
generates trust
• Ability to develop a
leadership style that
models the behavior
and culture the top
executive wishes to
create in the
organization.
• Ability to build groups
• Fashion teams
with balanced
focused on effective
policy implementation competencies, to focus
and organizational
groups on superior
excellence, from top
performance, and to
to bottom of the
instill that culture
organization
throughout the
organization.
• Ability to move past
• Build consensus to
passive, reactive
support proactive
approaches to managechange in the
ment to energetic,
organization’s
proactive approaches to
capacity and vision.
long-term improvement.
Capability: Organizational performance
Visibility in organization
Fosters trust
Focuses on efficiency and results
Promotes team leadership
Builds consensus
Stimulates improvement in organization
-15
-10
-5
0
5
10
Profile of Top Executives as Managers
Public administration procedures
Evaluation & appraisal
Management techniques
Analytical techniques
Internal communication
Managing IT
-20
-15
-10
-5
0
5
10
15
20
Relating to the public
• Ensure transparency
• Ability to devise
organizational
strategies to open
government
operations to public
view, especially
through electronic
government and
relations with the
media.
• Make service
delivery citizencentered
• Create effective
and honest
communication
with citizens
and
stakeholders
• Ability to devise service
delivery systems that focus
seamlessly on the needs
of citizens, not the
imperatives of government
organizations.
• Ability to fashion clear,
concise descriptions of
governmental policy and to
devise effective
communication strategies,
especially through
electronic government and
the media.
Capability: Relating to the public
Promotes transparency
Media management
Interplay with citizens
Being informed about
citizens viewpoints
Strong communication
with citizens
-10
-5
0
5
10
Advancing public governance
• Promote accountable
and ethical behavior
• Ability to translate
enduring values of
Danish democracy
and universal
standards of
responsible
government into
effective
governmental action.
• Fashion
networks to
achieve policy
goals
• Develop capacity
for new
approaches to
governance
• Ability to build teams of
governmental and nongovernmental persons to
deliver effective services
guided by an
understanding of the
purpose of public policy.
• Ability to integrate
innovative approaches to
government reform and
international perspectives
with Danish political
institutions and civic life.
Capability: Advancing public governance
Setting ethical standards
Builds linkages with other units
Interplay organization & society
Cooperation between PA and private sector
Finds inspiration in other organizations
Oriented toward international developments
-10
-5
0
5
10
A tool for self-assessment
• Define a set of competencies, through the code.
• Have top executives conduct self-assessments
of their competencies.
• Create a 360-degree feedback process to
assess the executive’s competencies.
• Identify peer coaches within the Forum, who can
help top executives strengthen their
competencies.
• Arrange for outside professional coacheswho
can help top executives who feel they need
additional assistance to develop their
competencies.