Personal Competencies

Personal Competencies - Personal Competencies for Political...

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Unformatted text preview: Personal Competencies for Political Leadership Click to edit Master subtitle style Our Agenda n Character Skills Communication Skills Critical Reasoning Skills n n Character Skills n Alignment with values Behavior consistent with purpose Personal integrity n n Communication Skills n Information Acquisition n n Listen Read n Information Provision n n Speak Write Acquiring Information n In order to have value alignment, a leader must know what the values are Listening n n n n n Stop talking Be attentive Ask self what message is Replay n Reading n Variable speeds for variable content Writing with Clarity n n n n n n Overall Strong first paragraph Have an analytic core Clear next steps Summarize with 5 stars Professional housekeeping An organization can improve effectiveness in two ways: 1. It can build on the strengths it has, and 2. It can modify its deficiencies. Usually, it is easier to succeed with #1 than #2. In either case the emphasis should be on making a difference in those activities that truly matter to the success of the organization. Organizational effectiveness concerns three interlocking levels: Strategic Effectiveness: The selection of objectives, purposes and methods around which the entire organization functions. "What business are we in and how will we compete?" Operational Effectiveness: The ability to carry out the day-to-day work of achieving an organization's purposes. "How do we do things effectively?" Individual Effectiveness: How a leader influences operational and strategic effectiveness. "What do I as an individual need to do for the organization to improve?" In each of these cases there are three questions that need to be posed and answered: What is success? How can we determine if we've achieved success? Who is the customer? Regardless of the level, clarifying these questions almost always yields insight into improving effectiveness. You may find it helpful to consider organizational effectiveness by asking: Strategic: How can you influence EPA's long range choices? Operational: How can you influence the pollution media programs choices as well as how OCFO itself conducts its day-today business? and Individual: What and how do you wish to achieve during your time at EPA? Strategic Effectiveness: Great Opportunities But Great Challenges EPA is floundering strategically today. It has been floundering for about 10 years. This is because the command-and-control paradigm, which underlays most of EPA's statutory and organizational assumptions, is increasingly misaligned with the demands of environmental progress. We're relying principally on regulatory answers because past leaders have not articulated and enforced a compelling alternative vision. The accompanying Memo to Governor Whitman explores this in more detail. It was prepared at the request of folks helping the transition team. The paper on Complex Adaptive Systems provides some of the theoretical take on why such change is necessary. The agency has made some efforts toward strategic redirection, however the drivetrain of EPA is regulatory, command-and-control based. You have an opportunity to employ your position as principal steward of EPA's resources to channel resources into nontraditional environmental areas and away from the conventional command-and-control areas. You also could exercise your portfolio to influence the intellectual foundations to support such changes. But be carefulthere are strong forces both within the agency and among congressional and interest groups that do not wish to see EPA change. Operational Effectiveness: Programs and OCFO Both Provide Opportunities There are substantial opportunities to improve the operational conduct of EPA's pollution control media programs. Analytic consideration of foundational assumptions can yield interesting insights. The paper on Air Quality and Sprawl indicates the potential in challenging conventional wisdom. But programs consistently resist probing examinations of what they're doing and how they're doing it. This is not simply a case of momentum trumping change. The programs have a historic pattern of being over-tasked and under-resourced. It's tough to simultaneously innovate and scramble to produce. OCFO has analytic capability that could undertake quantitative program analysis, however I expect the programs will resist. The OMB initiative in program performance assessment could give you an opening necessary to expand this work. Of course, were you to do this, your managers should ask "What gets taken off the table to free up the necessary resources?" This could be an invitation to examine OCFO's internal activities to identify appropriate redirection to support the extra work. Or you could take another tack and use OCFO analytic staff to serve as seeds around which the programs could be invited to also provide staff to undertake the program analytic efforts. Regardless, rigorous analytic work can uncover opportunities for improvement by challenging conventional wisdom. Personal Effectiveness: Nothing Works Without It It is impossible to influence strategy or conduct effective assessments of operations unless those involved, especially the leaders, are individually effective. This requires thoughtful and explicit choice of areas to influence as well as disciplined and sustained attention to those areas. Peter Drucker in his classic The Effective Executive says that without the individual effectiveness traits of focus and follow-through, no executive can achieve success. The accompanying Public Management Research Highlights has been an attempt to franchise individual effectiveness by keeping individual SESers abreast of the latest intellectual developments in environmental management. Most executives at EPA, however, respond to more concrete influences, such as the budget or legislation. As CFO, you have entree to all. It is your choice about how and where you will participate. Effective participation will likely require both financial expertise, which you have from previous CFO service, and some knowledge of the programs and their scientific underpinnings. Proper briefing can get you up to speed on those. In any case, asking fundamental questions about important topics can be extraordinarily effective. * * * * * Organizational effectiveness can be approached at the strategic, operational or personal level. At any level, it is important to ask "What is success?" "If we're successful, how will we know?" and "Who is the customer." As the CFO you have opportunities to influence EPA in each area by asking these questions. While you can play in any of these areas, you likely will need to choose which areas to emphasize and how you will exert your influence. n n n n n n n n Clear purpose Delivering Effective Oral Presentations Clear organization Substantial content Effective conclusion Slides that work Composition Physical presence Speech patterns Problems of Egocentric Thinking It's true because . . . n n n n n I believe it. We believe it. I want to believe it. I have always believed it. It is in my interest to believe it. Criteria for Critical Thinking n n n n n Precision Clarity Significance Accuracy Completeness Relevance Fair Logical Depth Breadth Elements of Critical Thinking n n n n n n n Purpose Questions Information Concepts Assumptions Inferences Point of view Fundamental Intellectual and Interpersonal Traits: Don't Be A n n n n n n n Humility Courage Empathy Autonomy Integrity Persevere Have confidence in reasoning Affirm People ...
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This note was uploaded on 09/21/2008 for the course PS 3013 taught by Professor Emison during the Fall '08 term at Mississippi State.

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