Post on 05-Aug-2020
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
Visit LIICompetencies.com for descriptions by career level
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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?
What have you observed that supports your choice? 4. What obstacles do we face on our team that compete with
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
Visit LIICompetencies.com for descriptions by career level
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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
Visit LIICompetencies.com for descriptions by career level
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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
Visit LIICompetencies.com for descriptions by career level
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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?
What have you observed that supports your choice? 4. What obstacles do we face on our team that compete with
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
Visit LIICompetencies.com for descriptions by career level
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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?
What have you observed that supports your choice? 5. What obstacles do we face on our team that compete with
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
Visit LIICompetencies.com for descriptions by career level
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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
Visit LIICompetencies.com for descriptions by career level
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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?
What have you observed that supports your choice? 5. What obstacles do we face on our team that compete with
instilling trust? How can we overcome them? 6. What are some ways we could practice or build this
competency?
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