Leading Managers/ Functions are predominantly aimed at Leaders that are either leading other managers or leading a function. Leadership work here is generally associated with:
Leading Managers/ Functions
- Dealing with the pressure and effort it takes to drive innovation and execution of Best Operating Practices
- Coping with the pressures of developing and achieving challenging business plans and budgets
- Working with the uncertainty of having to make tactical choices when there are more than one obvious route to take
- Investing in the effort it takes to identify, prioritise, motivate, champion and execute Best Operating Practices
The picture demonstrates the competence framework and competencies within this library.
- Self Mastery: Self Mastery is key in today’s world of leadership. Understanding the self and one’s own limitations and strengths enables the leader to optimise own and other competencies throughout towards achieving strategic success.
- Relationships: Relationship management and networking is a key driver towards establishing, maintaining and sustaining the livelihood of any organisation. Outcomes such as productivity, innovation and sales performance are improved when leaders are able to change people’s awareness of what is important, and move them to see themselves and the opportunities and challenges of their environment in a new way.
- Business Performance: Business performance behaviour is about a need or desire to achieve, to excel at what you do, to perform. Leaders are responsible to mobilise teams and individuals to achieve company, divisional and sectional targets/objectives.
Definitions of Competencies
The table below provides a descriptor of each of the competencies.
|Emotional Wisdom||A commitment towards self-insight and the process of personal mastery . Adjusts personally to high pressure, uncertainty and changing business conditions. Understands own emotional drivers and able to act appropriately and is aware of own strengths and limitations.|
|Judgement||The ability to judge, make a decision, or form an opinion objectively, authoritatively, and wisely. Carefully considers risks and the impact of decisions on the organisation and the greater society where applicable.|
|Capacity Building||Build organisational capacity (talent , processes, technology and resources) to deliver on future strategic intent. Proactive in seeking feedback and coaching to drive personal development; develops others and nurtures future talent.|
|Proactive Cooperation||Inspires and fosters team commitment, spirit, pride and trust. Encourages teamwork across functional disciplines. Facilitates cooperation and creates an environment conducive to motivation.|
|Communication||Creates shared meaning through appropriate personal/interpersonal interaction. Encourages others to engage in conversations and listens actively.|
|Business Acumen||IUnderstands how the business operates; what the key business issues are; and how they impact on the success of the business. The ability to utilise commercial and financial knowledge, expertise and skills on an appropriate level of complexity.|
|Results Focus||Translates business objectives into practical, prioritised and organised action plans; ensures plans are safely and successfully implemented. A relentless drive to do things better, a strive for new standards of excellence. Creates a culture of high performance.|
|Resilience & Innovation||Balances the paradox of organisational stability and accelerating change and builds capacity to responds positively to business changes/set-backs. Drives innovation and creativity.|
|Strategic Thinking||Defines strategic purpose and direction, considers various scenarios and ensure internal and external alignment that lead to achievement of the direction and ensure continued value creation. This includes systemic thinking.|