Development Guide
• The following guide provides a list of Leadership
Competencies and their definitions and suggested
development activities
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Strategic Excellence
Operational Excellence
Interpersonal Excellence
Personal Excellence
Team Building
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Development Guide
As you develop a competency you should move through the following steps:
Step 1. Recognizing and Understanding the Competency
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look for the competency in other people, in books, in films
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study the competency target level descriptions and the developmental suggestions in this guide
Step 2. Seeing the Relevance to your Job
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think of examples when you have demonstrated the competency in the past, think about what you have
done and what you could have done differently
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ask your manager or other experienced people how you could apply the competency
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get feedback on your own performance
Step 3. Planning & Experimentation
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plan ahead: think of opportunities where you can practice the competency, if necessary look outside your
usual role/responsibilities for opportunities
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consider if there is any knowledge or skill you need to gain or modify to deliver successfully on your current
accountabilities
Step 4. Skill Practice
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competencies are acquired through practice and perseverance, so be patient with yourself and practice
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Strategic Excellence
• Develops and expresses a compelling and thoughtful
vision of the future based upon a thorough
understanding of customer needs, the competitive
landscape, internal linkages, systems, resources and
synergies and the innovation pipeline
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Competency: Exhibits Customer and Competitor Focus
Definition: Aggressively monitors the business environment to gather client and competitor information and uses
this intelligence to inform business decisions
Development Activities:
Formal Training
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Study competitive advantage in the global marketplace with a focus on marketing strategy ... behavioral aspects such as customer orientation,
competitor orientation
Study how the military strategy development to determine that anticipates competitor responses to your actions. One of them is not to get so
focused on your competitors that you lose sight of what's most important -- understanding and giving customers what they want.
Reading
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Competitive Strategy by Michael E. Porter (Jan 19, 2004)
Crafting and Executing Strategy : The Quest for Competitive Advantage - Concepts and Cases (Strategic Management: Concepts and Cases)
by Jr., Arthur A Thompson, A. J. Strickland III, and John E Gamble (Jun 24, 2005)
Becoming a Customer-Focused Organization by Craig Cochran (Jan 2006)
Trust-Based Selling: Using Customer Focus and Collaboration to Build Long-Term Relationships by Charles H. Green (Hardcover - Nov 17,
2005)
Built for Growth: Expanding Your Business Around the Corner or Across the Globe (Hardcover)by Arthur Rubinfeld (Author), Collins Hemingway
Customer Mania!, It's Never Too Late to Build a Customer-Focused Company, Ken Blanchard, KenBlanchard.com.
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Understand the customer, define your customer base, recognize the customer’s needs, and listen to the customer
Recognize the competitor’s position and value proposition
Use competitor information to define a customer focus, develop a strategy, deliver on customer commitments, remove barriers to delivering
quality customer services
Determine how to focus on customer satisfaction that can unify the entire supply chain. Many global competitors are conquering markets on
exactly that basis
Improve your customer service team, hire the right people who are customer oriented, train and reward for delivering superior customer service
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Competency: Recognizes Internal Linkages and Uses Systems Thinking
Definition: Uses a broad understanding of key business processes an inter-relationships to generate
business opportunities
Development Activities:
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Formal Training:
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Reading:
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Johan Wallin, Business Orchestration: Strategic Leadership in the Era of Digital Convergence, John Wiley & Sons 2006 (Chichester,
England)
Rafael Ramirez & Johan Wallin, Prime Movers: Define Your Business or Have Someone Define it Against You, John Wiley & Sons
2000 (Chichester, England)
Internal Linking: Thinking Inside The Box, Contributed by Wayne Hurlbert, 2005-01-10, http://www.seochat.com.
Applied Systems Thinking, Curt McNamara (c.mcnamara@ieee.org) Based on a paper presented at the 1998, International Society for
the Systems Sciences Conference, ISSS Home Page. http://www.tc.umn.edu/~ahler002/tft~1.htm
http://www.pegasuscom.com/aboutst.html
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Applying Systems Thinking and Common Archetypes to Organizational Issues,
http://www.iseesystems.com/Store/training/ApplySysThink.aspx. Online learning.
Systems Thinking Seminar. Linkage Incorporated
Practice using the mental tools and mental models
Use systems thinking to examine a current process or work project
Observe someone else using systems thinking models
Receive coaching from someone with expertise in systems thinking
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Competency: Fosters Innovation
Definition: Actively seeks out and encourages new ideas then visibly champions those ideas
Development Activities:
Formal Training
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How can you turn your organization into an innovator? John Winsor, author of Spark: Be More Innovative Through Co-Creation, and
Marshall Van Alstyne, associate professor at Boston University and visiting professor at MIT, Published on: February 2007. WEBINAR,
Adobe Acrobat (.pdf) http://solutionfinder.modernhealthcare.com/modernhealthcare/search/viewabstract/87357/index.jsp
Growth and Renewal: The 10 Faces of Innovation, Kelley, Tom, http://www.tenfacesofinnovation.com/thebook/index.htm
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Making Innovation Work: How to Manage It, Measure It, and Profit from It by Tony Davila, Marc J Epstein, Robert Shelton Business & Economics - 2005
Open Innovation: The New Imperative for Creating and Profiting from Technology, by Henry William Chesbrough - Business &
Economics - 2006
Innovation and Organizing for Results by Frances Hesselbein - Business & Economics - 2001
Return on Ideas: A Practical Guide to Making Innovation Pay, by David Nichol, 13 April 2007.
Work Related
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Practice using innovation tools - www.debonogroup.com
Create some fresh ideas with innovative thinking - www.ideacrossing.com
Create innovative competitive advantage and differientation through innovation - www.innovationlabs.com
Increase your mental flexibility to use creative thinking
Approach problems with an open mind, avpid making quick decisions
Generate innovative ideas and solutions in self and others
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Competency: Expresses a Compelling Vision of the Future
Definition: Creates and communicates a persuasive picture of the future and the critical path to that future
Development Activities:
Formal Training
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CEO Leadership Workshop: Driving sustainable innovation and revenue growth , http://www.turnaroundip.com/workshopceo.html
Strategic Change Workshop, http://iru.ingersollrand.com/instructorled/58530/58524.html
Reading
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Transforming the Company, Manage Change, Compete and Win’ by Colin Coulson-Thomas, published by Kogan Page, Tel. 01903
828800; Fax. 020 7837 6348; E-mail: orders@lbsltd.co.uk or on-line at www.ntwkfirm.com/bookshop
Full Steam Ahead! Unleash the Power of Vision in Your Work and in Your Life, Dr. Jesse Stoner, coauthor with Dr. Ken Blanchard.
http://www.kenblanchard.com/ignite/ignite_volume12_2005.html#30436
Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations by Ken Blanchard, Publisher: Prentice
Hall: September 29, 2006, ISBN-10: 0-13-144390-9.
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A Guide to Getting It: A Clear, Compelling Vision by Aziam Teresa
Work Activities
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Practice creating clear compelling visions for success and how to communicate a compelling vision
Identify a process for developing the scope of the vision;
Demonstrate how to think about the future of the organization in a systematic fashion;
Recognize how to formulate alternative visions and then how to pick the one that is right for the organization and all its constituencies
Define a process of implementing the vision and translate the vision into reality
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Operational Excellence
• Recognizes what needs to be done, creates
alignment across the organization, remove obstacles
that impede progress, simplifies operational
processes and drives results that can be
benchmarked, measured and improved upon.
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Competency: Operationalizes Strategy
Definition: Translates high-level strategy into meaningful tasks and activities.
Development Activities:
Formal Training
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Services Operations Strategy, http://www.mgmt.purdue.edu/academics/operations
Supply Chain Management, http://www.apics.org/Education/Workshops/nationalworkshops.htm
Balanced Scorecard, http://www.balancedscorecard.org
Lean Six Sigma, http://www.6sigma.us/six-sigma-orlando.php, http://www.leanadvisors.com/Lean/tools/six_sigma.cfm
Operations Modeling, http://www.training-classes.com/programs/00/66/6688_object_and_data_modeling_workshop.php
Reading
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A strategic supply chain simulation model, Ritchie-Dunham, J.; Morrice, D.J.; Scott, J.; Anderson, E.G., Simulation Conference Proceedings, 2000.
Winter, Volume 2, Issue , 2000 Page(s):1260 - 1264 vol.2.
Operations Strategy: Competing in the 21st Century by Sara L. Beckman, Donald B. Rosenfield, Donald Barry Rosenfield, Donald Barry Rosenfield,
May 2007
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Operations Strategy by Nigel Slack, Mike Lewis, Pub. Date: October 2007.
Managing Business Process Flows: Principles of Operations Management (2006, 2nd ed.) Raví Anupindi, University of Michigan, Sunil Chopra,
Northwestern University, Sudhakar Deshmukh, Northwestern University, Jan A. Van Mieghem, Northwestern University, Eitan Zemel, New York
University, Prentice Hall, 2006.
Operations Strategy: Practices and Principles, Jan Van Mieghem
Work Activities
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Identify the enterprise's direction and understands why this knowledge is important.
Align Personal Behavior With Organization's Strategy: Consciously adapts own behavior to organizational strategy to demonstrate a model of what the
appropriate behavior looks like and to ensure consistency (i.e., if the customer is king, then models "customer first" behavior).
Set Strategic Direction: Ensures that the goals, priorities, and key activities of self and others in the organization align with the strategic direction.
Operationalizes Strategy for Others: Communicates to personnel at all levels of the organization about what strategic direction means for their work,
and how it should help them set priorities on a day-to-day basis.
Addresses Organizational Forces: Anticipates and addresses organizational forces that may support or inhibit the implementation.
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Competency: Manages Results
Definition: Executes plans by managing people and resources to consistently exceed expectations
Development Activities:
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Formal Training
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Reading
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Managing for Results Workshop
Managing for Results (Paperback) by Peter F. Drucker
Getting a Project Done on Time: Managing People, Time, and Results by Paul B. Williams
Supply Chain Cost Management: The Aim & Drive Process for Achieving Extraordinary Results by Jimmy Anklesaria (Hardcover - Nov
30, 2007)
Work Activities
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Develop an action plan for each of your key initiatives.
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Review the performance measures currently used in your division
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Develop a clear picture of your own personal standards of excellence in your job.
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Measure each accomplishment versus your goals.
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Challenge yourself by taking part in a strategic project that goes beyond your usual areas of responsibility/expertise.
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Analyze the effectiveness of your organization to determine if the structure and processes facilitate or hinder getting work done.
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Create a task force to come up with new ways of increasing productivity, quality, etc.
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Take a calculated approach to evaluating possible initiatives and anticipating potential obstacles.
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Schedule a planning session with your management team to develop challenging goals in key success areas and develop a plan to
realize the goals.
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Set a long-term strategic goal and outline a business plan to achieve it.
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Clarify your priorities in terms of the costs and the payoffs.
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Evaluate the relative risks of a number of approaches.
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Continually look for ways to change and improve processes to create sustained system improvements.
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Competency: Exercises Judgment & Decision-Making
Definition: Uses critical thinking and knowledge of the business to develop plans, solve problems, take
decisions, and manage risks
Development Activities:
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Formal Training
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Reading
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Harvard Business Review on Decision Making by Peter Ferdinand Drucker, John Hammond, Ralph Keeney, and Howard
Raiffa (Paperback - May 2001)
Decisions, Decisions: The Art of Effective Decision Making by David A. Welch (Paperback - Nov 2001)
Business Strategy: A Guide to Effective Decision-Making (The Economist Series) by Jeremy Kourdi (Hardcover - Oct 29,
2003)
Communicating in Groups: Building Relationships for Effective Decision Making by Joann Keyton (Paperback - Jan 22,
2002)
Work Activities
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http://www.thethinkingcoach.com/seminars_programs.htm
Decisive Leadership: Using Creativity, Experimentation, and Data in Decision Making, Linkage.
Know your biases and check your common errors in thinking
Define the problem and determine the root cause, use the 5 Whys.
Look for patterns and causes to determine alternatives
Conduct an historical analysis
Study decision makers - find someone who makes decisions effectively.
Define decision making models, and practice using them and get feedback
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Interpersonal Excellence
• Enrolls people in a collaboration that inspires
and engages their best efforts both as
individuals and teams, challenges people to
develop to their full potential, encourages
debate, affirms the value of working together,
and sustains “a thrilling and rewarding work
environment” that advances the corporate
agenda.
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Competency: Communicates With Influence
Definition: Uses appropriate methods and strategies to communicate with and motivate others
Development Activities:
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Formal Training
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Reading
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Power Talk: Using Language to Build Authority and Influence (Hardcover) by Sarah Myers McGinty (Author), Sarah Myers McGinty Ph.D
Guide to Managerial Persuasion and Influence (Guide to Series in Business Communication) by Jane P. Thomas (Paperback - Jul 16,
2003)
Influence: Gaining Commitment, Getting Results, CCL Press, 2004, David Baldwin and Curt Grayson
Work Activities
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http://www.trainingclasses.com/programs/00/52/5221_communicating_with_influence_building_successful_interperson.php
Influence Strategies- http://www.trainingregistry.com/influence_training.html
Influencing Others -http://www.trainingregistry.com/influence_training.html
Increase your leadership impact by command attention of others
Ask for feedback on your influencing effectiveness and ask what you can do to improve
Use a variety of techniques to influence others. View influencing as a problem to be solved.
Seek assignments that give you an opportunity to lead a group or influence others
Be the first to ask questions or offer ideas in a meeting
Encourage your employees to come to you with ideas and then support the implementation of ideas you feel are viable
Don’t back down quickly when you are challenged
Observe people in your organization who are highly influential, and model their behavior
Practice being more forceful in situations such as community events where the costs, risks, and implications are not as great as at work
Initiate new ideas, objectives, and projects with your manager and with your people and give compelling reasons for ideas
Gain support from others, before presenting your ideas to a group, explain it to a few colleagues and get their buyin and support
Be aware of your speaking style and your ability to be convincing especially senior leaders
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Competency: Collaborates & Partners with Others
Definition: Works effectively with others from diverse disciplines, divisions and cultures to achieve
objectives
Avaya goals and
Development Activities:
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Formal Training
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Reading
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Leadership Networking: Connect, Collaborate, Create, CCL Press, 2007, Curt Grayson, David Baldwin
Active Listening: Improve Your Ability to Listen and Lead, CCL Press, 2006, Michael H. Hoppe
Leading Through Collaboration: Guiding Groups to Productive Solutions, by John P. Glaser
The Culture of Collaboration, by Evan Rosen
Work Activities
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Leadership Networking: Connect, Collaborate, Create - http://www.ccl.org/leadership
Active Listening: Improve Your Ability to Listen and Lead - http://www.ccl.org/leadership
Gaining Clarity About Political Organizations: Dispelling the Negativity of Organizational Politics - http://www.ccl.org/leadership
Build effective relationships with others
Treat people fairly with respect
Develop effective relationships with your employees, be more approachable, take a personal interest in them
Develop effective relationships with colleagues in other departments and other areas of the organization, understand their business and
what they do
Be aware of other’s cultures preferences and seek their buy-in before making decisions
Seek win/win solutions, adopt a more accepting view of others
Develop an effective relationship with senior management
Foster an environment of openness and trust
Be objective and nonevaluative in your day to day dealings with people
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Competency: Develops Talent
Definition: Seeks to identify and foster the potential of others at Avaya
Development Activities:
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Formal Training
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Reading
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Developing Employees Who Love to Learn: Tools, Strategies, and Programs for Promoting Learning at Work, by Linda Honold
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The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People by
Lance A. Berger and Dorothy R. Berger, Oct 1, 2003
Successful Manager's Handbook, edited by Susan H. Gebelein, Kristie J. Nelson-Neuhaus, Carol J. Skube, David G. Lee, Lisa A.
Stevens,Lowell W. Hellervik, and Brian L. Davis
Successful Executive's Handbook, edited by Susan H. Gebelein, David G. Lee, Kristie J. Nelson-Neuhaus, Elaine B. Sloan
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How to Help Managers Take Ownership of Talent Management: Attracting, Retaining and Transitioning Employees, Pardigm Learning
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Identify other’s strengths and development needs
Delegate developmental challenges to build strengths
Prepare employees to represent you at meetings
Train all employees, continuously encourage employees to learn, and provide the resources needed
Provide employees feedback on development needs and create effective development plans
Groom employees for advancement and succession planning
Coach and mentor your employees
Take an interest in your employee’s career, and provide information career opportunities
Increase the employee’s exposure to the total organization, be their advocate
Development a talent pipeline
Develop yourself, and be aware of development needs, be committed to your own self development
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Personal Excellence
• Expresses and demonstrates “unwavering
integrity”, professionalism, adaptability and a
personal commitment to Avaya’s shared
goals and values while, at the same time,
representing the company in a manner that
earns the respect and admiration of
customers, suppliers, employees, colleagues,
stockholders, the community and even the
competition.
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Competency: Exhibits Integrity
Definition: Acts in a professional and ethical manner under all circumstances
Development Activities:
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Formal Training
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Business Ethics Training Provides video training in business ethics, customer service, management, team building, and HR issues,
www.media-partners.com
Business Ethics Training, Provides video training in business ethics, customer service, management, team building, and HR issues. Free
online previews, www.media-partners.com
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Reading
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Credibility: How Leaders Gain and Lose It, Why People Demand It (Jossey-Bass Management) (Paperback), by James S. Kouzes, Barry Z.
Posner
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Work Activities
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Inspiring Leadership: Character and Ethics Matter by R. Stewart Fisher, Perry J. Martini
Integrity: The Courage to Meet the Demands of Reality by Henry Cloud, - Feb 7, 2006)
Evaluate your own integrity and ethical behavior, model your beliefs through your behavior
Use honest communication to enhance your integrity
Make realistic promises and keep them
Model ethical behavior
Keep confidential information private, don’t promise confidentiality if you can keep it!
Make ethical decisions
Protect the organization’s reputation
Protect confidential information
Stand up for others, especially your people when they need your support - avoid shooting the messenger
Resist the urge to rationalize poor ethical behavior
Follow your organization’s code of ethics and apply it judiciously
Hold yourself and other’s accountable for ethical behavior inside and outside the organization
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Competency: Demonstrates Adaptability
Definition: Effectively adapts to change; displays flexibility in dealing with people and situations
Development Activities:
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Formal Training
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Managing Chaos: Tools to Set Priorities and Make Decisions under Pressure Seminar - American-Management-Association.org
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Change Management: Adapting to Change, http://www.bizhotline.com/html/change_management__adapting_to.html
Reading
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Work Activities
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Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change, Chris Argyris
What Got You Here Won't Get You There: How Successful People Become Even More Successful by Marshall Goldsmith and Mark Reiter
(Jan 9, 2007)
A Leader's Legacy by James M. Kouzes and Barry Z. Posner (Hardcover - Aug 18, 2006)
Reduce stress though adequate preparation and managing your time
Reduce your emotional involvement in stressful situations and address and deal with conflict
Reduce stress by using physical and emotional coping strategies such as breathing, exercise, diet, positive self talk, mental imagery and
meditating
Demonstrate self confidence, overcome reasons for lack of self confidence
Use your strengths to build on your success, deal constructively with failures and setbacks
Accept criticism openly and nondefensively
Increase your flexiblity when interaction with others, listen to what they have to say, try to see their point of view.
Increase your adaptability to alternative solutions, when you approach a problem, remember there are many possible solutions
Learn to deal with ambiguous situations effectively, be ready to think on your feet when the situation calls for it.
Handle crises situations effectively
Recognize how to manage change effectively, address your own reactions to change, understand other’s resistance to change, and
address their issues to overcome them.
Create a plan for change, gain commitment of key individuals, determine the readiness for change, implement systems and structures
needed to make change happen efficiently
Involve others in the change process, communicate the change, and follow up to ensure the change has been successful
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Competency: Demonstrates Functional Expertise
Definition: Demonstrates and shares job knowledge and skills pertinent to his/her role at Avaya
Development Activities:
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Formal Training
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Reading
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Execution: The Discipline of Getting Things Done by Larry Bossidy, Ram Charan, and Charles Burck (Jun 15, 2002)
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Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't by Ram Charan (Hardcover - Jan 2, 2007)
Good to Great: Why Some Companies Make the Leap... and Others Don't, by Jim Collins
Work Activities
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Leadership for Technical Managers, Center for Creative Leadership
Use self assessment and self management skills to identify developmental needs, and continuously learn and develop yourself
Keep update on job knowledge and areas that impact his/her area
Develop self to demonstrate functional and technical knowledge and skills to do his or her job at a high level of accomplishment
Develop a strategic mindset, recognize broad implications of issues, analyze factors outside the business and apply strategic thinking
skills to opportunities
Demonstrate the ability to be innovative, increase your mental flexibilty, make use of existing information, challenge the way it has
always been done philosophy, use logical and intuitive approaches, approach problems with curiosity and openness
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Competency: Exhibits Executive Presence
Definition: Displays maturity, confidence and composure in even the most challenging situations
Development Activities:
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Formal Training
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Reading
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Sixteen Characteristics To Help You Advance Up The Corporate Ladder Quickly And Effectively Through Increased Exposure, Visibility,
And Self-Promotion, Joe Garfinkle.
Lions Don't Need to Roar: Using the Leadership Power of Personal Presence to Stand Out, Fit in and Move Ahead by D. A. Benton (Aug
1, 1993)
Making Great Leaders, Daniel Goldman, www.haygroup.com/books_resources.
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Emotional Intelligence for Leadership Development, www.instituteod.com
The Power of Executive Presence - developing your personal impact and influence, http://www.successtalks.com/power.html
Be Aware That Gestures and Mannerisms Either Support or Sabotage What You Say
Become Conscious of What Your Body Language Says When You're in Front of a Group
Add Volume to Increase Authority
Identify Vocal Qualities That May Detract From an Overall Positive Impression
Recognize how others respond to you when you talk to them
Actively listen to others and ask questions, use silence to let them speak, take notes, fully listen.
Ask others opinions, use their suggestions and ideas, and give them the credit.
Act don’t react in difficult situations, show respect, listen with understanding, and ask for help, summarize what was discussed, clarify
concerns, and close for agreement.
In the challenging situations, size up the situation, get feedback from others who are closest to the situation, determine what is needed,
define a plan of action, communicate the action, and implement the action with confidence. Be involved, and observe how effectively the
action plan is working, making adjustments to the plan along the way.
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Builds Team Performance
• Expresses and demonstrates a commitment to
creating a work environment that builds on
collective talents, leverages collective resources,
encourages self-examination and debate, forges
alliances and team-work and creates the synergies
across the company necessary to implement the
strategic vision of the future.
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Competency: Builds High Performance Teams
Definition: Create a positive work environment that leverages talent and resources, and demonstrates leadership greatness to
achieve success.
Development Activities:
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Formal Training
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Reading
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A Manager's Guide to Improving Workplace Performance - Page 73, by Roger Chevalier - Business & Economics - 2007
Leading at a Higher Level: Blanchard on How to Be a High Performing Leader by Ken Blanchard - Business & Economics 2006
The Manager's Pocket Guide to Organizational Learning by Stephen J. Gill - Business & Economics - 2000, THE
DREXLER/SIBBET TEAM PERFORMANCE MODEL
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Building Effective High Performance Teams - Ken Blanchard
Building High Performance Teams - David Sibbet, Grove Consultants International
Develop work when needed, assign meaningful goals and projects, and encourage others to take responsibility and defines
success in terms of the whole team
Actively take on a team leadership role and lead the team through stages of team development
Learn effective team building tools and incorporate them into team meetings
Develop a high performance team assessment tool and evaluate the team’s development process
Facilitate high performance team development and build team competence
Participate in Action Learning Teams to solve critical business challenges and learn new areas of the business
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