Deliver Results  

Leadership Competencies

An organization needs a well defined set of leadership competencies, which it can share with their employees at all levels in terms of expectations. All roles need to demonstrate leadership, but not all leadership competencies are required by all roles. The level and intensity of leadership will change depending upon if you are demonstrating the same at individual level vs. managerial level vs. strategic level.

Deliver Results

This is an extension of Manage for Performance. This competency is related to the 'end-results' part of the performance. The reason we have not included this competency as part of the 'manage for performance' is because we wanted to place a separate emphasis on results part, which is relevant to the day to day accomplishments and running of business.

Contributing at Individual Level   

  • Accepts responsibility for the outcomes of own work: A leader goes by accountability and accepts the output, successes and failure. He does not place the blame on others for shortfalls in his performance. His approach is 'I am responsible'.
  • Takes responsibility for addressing critical situations: A leader does not shy away from the tough situations. He works on confronting the situations and work on their resolutions. He displays the tenacity of pursuing the solution, and working through the barriers and issues.
  • Overcomes difficult obstacles that interfere with getting his/her work done: The key in delivering results is that a leader relentlessly works on the difficult parts of the work. A leader moves out of his comfort zone and seeks to address the tough areas first, as the easy aspects can get taken care of.
  • Does everything possible to meet goals and deadlines: A leader applies all possible methods to 'make it happen'. This includes placing extra hours, seeking and taking help from stakeholders, escalating when needed and insisting from the service providers. A leader will project a high degree of determination to make it happen. He considers the deadlines as non-negotiable and meeting deadlines as being core to building reliability and credibility. A leader understands that the deadline commitments given by him are used by his customers to commit to their customers. He understands that missing a deadline can be having wide and cascading impacts.
  • Demonstrates a sense of urgency about results: A leader sets up the urgency for the deadlines from the day 1 and avoids getting into a crises mode towards the end-phase of delivery. He cascades this sense of urgency to all involved. He avoids the mind-set of being slack on the initial stages of a project. He is as persistent on meeting the deadlines on the first day of the project as he will be on the last day of the project.
  • Demonstrates high personal work standards: A leader acts as a role model for others in terms of the work-style. The work-style includes being punctual for the meetings, meeting deadlines, responding to others without being followed-up, and exhibiting determination to address the tough situations.

Contributing at Managerial Level

  • Accepts responsibility for the outcomes of group efforts: A leader though makes his team accountable for their goals, he does own the outcomes and performance of his team. He takes the responsibility for the highs and lows of the delivery from his team.
  • Holds others accountable for achieving results: While a leader will own the responsibility of the results by his team, he will not do it at the cost of the taking away the sense of accountability or ownership from his team. He will work on making sure that his team is accountable to their respective stakeholders, at their own level, while he manages more senior stakeholders. He appraises and rewards his team on the basis of the ownership-driven metrics.
  • Constructively deals with performance problems on a timely basis: A leader is pro-active in identifying the performance related issues and addresses them early. These performance related issues can be related to attitude, aptitude, skills, resources etc... A leader establishes a control mechanism, by which the performance issues and risks are thrown-up early. A leader does not avoid confronting the performance issues, and he understands that if not addressed timely a performance issues gets exponentially aggravated.
  • Takes focused actions to eliminate barriers affecting or likely to affect team performance: This is the extension to the previous point. A leader places first priority on removing hurdles from the team's path. He works on getting the right resources, driving key agreements with the stakeholders, resolving escalated conflicts etc...
  • Builds commitment in others for their individual/team objectives: A leader, through role-modeling and through his own work-standards builds a sense of commitment within his team to meet the deadlines and promises. Apart from role-modeling, a leader builds the sense of commitment within his team, by building rewards and incentive structures, which drive people to meet their commitments. Building a sense of commitment is combination of inspiration, motivation, performance systems, sharing the big picture etc...
  • Provides incentives/rewards/ recognition for desired results: This is extension of the previous point. A leader builds his entire performance management systems, rewards, incentives, promotions, recognition make his team deliver the results.
  • Promotes a sense of urgency in the team for reaching goals & meeting deadlines: A leader builds a sense of urgency not as threatening message, but as a positive work-style. He build a sense of urgency less by sharing the picture of negative impacts (if deadlines are not met), and more by the benefits (meeting the deadlines).

Contributing at Strategic Level

  • Creates an environment of non-negotiable deadlines: A leader builds a culture of deadlines being sacrosanct. This not only helps in meeting the deadlines, but also drives people to think-through and plan before committing. It will make the people to be more cautious and prudent in setting their goals. A leader ensures that organization performance management systems are skewed heavily to promote the meeting of commitments. On a separate note - An organization will not place all its eggs in 'meeting commitments' bucket. It will also place a good emphasis on 'how we met these commitments?', and this brings us in  the realm of  'in-process quality', 'leadership'
  • Build a culture of holding managers accountable for their team results: A leader builds a culture where the senior leaders take full accountability of the actions of their teams. He creates an environment, where the senior leaders do not walk away with building a good strategy, but they also take the accountability of execution.
  • Building culture of eliminating barriers and managing conflicts: A leader builds a culture where egos, personal relationship and desire to be 'nice' are lesser to the results and objectives. He builds the culture, where the deadlines and results come ahead of the turfs, rigid organization structures and maintaining status quo. A leader, through setting examples demonstrates that no role, no assumptions and no project is a 'holy cow' to make the things happen.
  • Leads or champions efforts that increase productivity and goal accomplishment throughout the organization: This is part of being smart about delivering results. A leader sponsors initiatives, which increase both the efficiency and effectiveness. he invests into the training of people on skills like project management, business process management, conflict management, information management to constantly improve the capabilities, which will finally lead to better results.