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Development Guide

Development Guide. The following guide provides a list of Leadership Competencies and their definitions and suggested development activities Strategic Excellence Operational Excellence Interpersonal Excellence Personal Excellence Team Building. Development Guide.

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Development Guide

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  1. Development Guide • The following guide provides a list of Leadership Competencies and their definitions and suggested development activities • Strategic Excellence • Operational Excellence • Interpersonal Excellence • Personal Excellence • Team Building

  2. Development Guide As you develop a competency you should move through the following steps: Step 1. Recognizing and Understanding the Competency • look for the competency in other people, in books, in films • study the competency target level descriptions and the developmental suggestions in this guide Step 2. Seeing the Relevance to your Job • 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 • ask your manager or other experienced people how you could apply the competency • get feedback on your own performance Step 3. Planning & Experimentation • plan ahead: think of opportunities where you can practice the competency, if necessary look outside your usual role/responsibilities for opportunities • 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 • competencies are acquired through practice and perseverance, so be patient with yourself and practice

  3. 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

  4. 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 • 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 • 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. Work Related • 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

  5. 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: • Formal Training: • Applying Systems Thinking and Common Archetypes to Organizational Issues, http://www.iseesystems.com/Store/training/ApplySysThink.aspx. Online learning. • Systems Thinking Seminar. Linkage Incorporated • Reading: • 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 • Work Related: • 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

  6. Competency: Fosters Innovation Definition: Actively seeks out and encourages new ideas then visibly champions those ideas Development Activities: Formal Training • 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 Reading • 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 • 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

  7. 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 • 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 • 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. • A Guide to Getting It: A Clear, Compelling Vision by Aziam Teresa Work Activities • 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

  8. 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.

  9. Competency: Operationalizes Strategy Definition: Translates high-level strategy into meaningful tasks and activities. Development Activities: Formal Training • 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 • 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 • 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 • 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.

  10. Competency: Manages Results Definition: Executes plans by managing people and resources to consistently exceed expectations Development Activities: • Formal Training • Managing for Results Workshop • Reading • 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 • Develop an action plan for each of your key initiatives. • Review the performance measures currently used in your division • Develop a clear picture of your own personal standards of excellence in your job. • Measure each accomplishment versus your goals. • Challenge yourself by taking part in a strategic project that goes beyond your usual areas of responsibility/expertise. • Analyze the effectiveness of your organization to determine if the structure and processes facilitate or hinder getting work done. • Create a task force to come up with new ways of increasing productivity, quality, etc. • Take a calculated approach to evaluating possible initiatives and anticipating potential obstacles. • Schedule a planning session with your management team to develop challenging goals in key success areas and develop a plan to realize the goals. • Set a long-term strategic goal and outline a business plan to achieve it. • Clarify your priorities in terms of the costs and the payoffs. • Evaluate the relative risks of a number of approaches. • Continually look for ways to change and improve processes to create sustained system improvements.

  11. 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: • Formal Training • http://www.thethinkingcoach.com/seminars_programs.htm • Decisive Leadership: Using Creativity, Experimentation, and Data in Decision Making, Linkage. • Reading • 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 • 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

  12. 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.

  13. Competency: Communicates With Influence Definition: Uses appropriate methods and strategies to communicate with and motivate others Development Activities: • Formal Training • 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 • Reading • 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 • 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

  14. Competency: Collaborates & Partners with Others Definition: Works effectively with others from diverse disciplines, divisions and cultures to achieve Avaya goals and objectives Development Activities: • Formal Training • 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 • Reading • 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 • 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

  15. Competency: Develops Talent Definition: Seeks to identify and foster the potential of others at Avaya Development Activities: • Formal Training • How to Help Managers Take Ownership of Talent Management: Attracting, Retaining and Transitioning Employees, Pardigm Learning • Reading • Developing Employees Who Love to Learn: Tools, Strategies, and Programs for Promoting Learning at Work, by Linda Honold • 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 • Work Activities • 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

  16. 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.

  17. Competency: Exhibits Integrity Definition: Acts in a professional and ethical manner under all circumstances Development Activities: • Formal Training • 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 • Reading • Credibility: How Leaders Gain and Lose It, Why People Demand It (Jossey-Bass Management) (Paperback), by James S. Kouzes, Barry Z. Posner • 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) • Work Activities • 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

  18. Competency: Demonstrates Adaptability Definition: Effectively adapts to change; displays flexibility in dealing with people and situations Development Activities: • Formal Training • Managing Chaos: Tools to Set Priorities and Make Decisions under Pressure Seminar - American-Management-Association.org • Change Management: Adapting to Change, http://www.bizhotline.com/html/change_management__adapting_to.html • Reading • 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) • Work Activities • 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

  19. Competency: Demonstrates Functional Expertise Definition: Demonstrates and shares job knowledge and skills pertinent to his/her role at Avaya Development Activities: • Formal Training • Leadership for Technical Managers, Center for Creative Leadership • Reading • Execution: The Discipline of Getting Things Done by Larry Bossidy, Ram Charan, and Charles Burck (Jun 15, 2002) • 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 • 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

  20. Competency: Exhibits Executive Presence Definition: Displays maturity, confidence and composure in even the most challenging situations Development Activities: • Formal Training • 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 • Reading • 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. • Work Activities • 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.

  21. 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.

  22. 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: • Formal Training • Building Effective High Performance Teams - Ken Blanchard • Building High Performance Teams - David Sibbet, Grove Consultants International • Reading • 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 • Work Activities • 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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