FLLI INFO ONLY - SLCs.pdf

FAA SUCCESSION PLANNING

REVISED STRATEGIC LEADERSHIP CAPABILITIES

FAA Succession Planning | 2017 – 2018 | November 2017

Eight Strategic Leadership Capabilities (SLCs) create the foundation for developing transformational leaders

FAA Succession Planning | 2017 – 2018 | November 2017 DRAFT

Focus on Mission The ability to focus on the FAA’s core mission, to understand that mission in the larger context, communicate it to others, and to take well-aligned action to further the mission and cause.

Proficiency Level Proficiency Definition Behavioral Indicators

Novice/Awareness Demonstrates awareness of the mission

• Is aware of and can recite the FAA mission

• Articulates how their job/role is aligned to and supports the overall mission

• Recognizes how others’ roles connect to the mission

Foundational/Basic Understands the mission

• Effectively communicates and champions the mission internally and externally

• Explains how the work and initiatives of the lines of business and external stakeholders fulfill the mission

Intermediate Applies the mission

• Takes personal action to align the mission to their work and the work of others

• Creates goals and initiatives based on how they support, extend or align to the mission

• Recommends changes that positively impact the achievement of the mission

• Develops strategic relationships with internal and external stakeholders that support the FAA mission

Advanced Analyzes the mission

• Analyzes the mission in the broader context of social, economic, and industry trends

• Develops processes that create efficiencies and reduce cost/redundancy to achieve the mission effectively

• Maintains strategic relationships and collaborates with internal and external stakeholders that support the FAA mission

• Synthesizes data and knowledge to predict future needs

• Sets organizational goals aligned with the Agency mission

Expert Aligns key stakeholders to achieve the mission

• Fosters interdependency with internal and external stakeholders and constituents to get them to actively engage with and support the FAA mission

• Implements integrated solutions across lines of business that the support the FAA mission

FAA Succession Planning | 2017 – 2018 | November 2017 DRAFT

• Determines upcoming needs and direction required to meet the FAA mission in the future

Developing Others The ability to identify the current and future developmental needs of others and to provide the support and development opportunities to grow the workforce of the future.

Proficiency Level Proficiency Definition Behavioral Indicators

Novice/Awareness Demonstrates awareness of self-development opportunities

• Has knowledge of or can recall sources for development opportunities

• Is aware of areas for self-improvement

• Is mindful of how learning experiences affect development

Foundational/Basic Understands development of others

• Interprets information and explains how it will apply to someone else

• Accurately identifies development needs in others

• Recognizes development gaps and directs others to an applicable resource

• Recognizes complementary skillsets and talents in others

Intermediate Develops others

• Identifies development opportunities outside of their sphere of influence

• Challenges others by delegating and providing “stretch” opportunities

• Offers advice and coaches others on current projects and tasks

• Leverages others’ talents to achieve outcomes

Advanced Builds organizational capacity

• Continues personal development activities that result in self-discovery and growth

• Assesses organizational talent to predict future needs and prepare the enterprise

• Proactively identifies and reaches out to individuals within and outside of one’s team to mentor and develop them for future roles

• Proactively encourages development experiences across organizational boundaries to support individuals’ growth and the overall needs of the FAA

Expert Creates a culture of development

• Develops a strong team and demonstrates a willingness to have staff move to another line of business for the good of the organization

FAA Succession Planning | 2017 – 2018 | November 2017 DRAFT

• Demonstrates awareness of internal, external, and industry trends that influence talent development and future talent needs

• Proactively plans to develop current and future talent to ensure a strong, sustainable talent pipeline

Valuing Diversity & Inclusion The ability to recognize and leverage the full value that diversity of people and ideas bring to the FAA. This includes valuing differences based on any protected class as well as differences in experiences and opinion.

Proficiency Level Proficiency Definition Behavioral Indicators

Novice/Awareness Recognizes the value of others regardless of race, gender, background

• Identifies discrimination and harassment

• Takes individual differences into account when working with others

• Is aware of and manages personal biases

• Relates to others with respect, listening to and valuing their viewpoints and experience

• Recognizes principles of diversity

Foundational/Basic Understands and comprehends the perspective/value of others

• Actively listens and engages in discussion to elicit different points of view

• Asks clarifying questions to ensure an accurate understanding of the others’ positions or opinions

• Paraphrases what is communicated particularly in difficult conversations

• Balances sharing one’s own views with gathering others’ opinions

Intermediate Demonstrates diverse viewpoints

• Applies a participative style to encourage diverse ideas and points of view

• Calls on others with differing viewpoints to share insights to ensure all voices are heard

• Encourages impartial listening and open, robust debate

• Invites the sharing of alternative solutions or viewpoints

Advanced Employs inclusive team environment practices

• Sets expectations that encourage diverse ideas

• Recognizes and respectfully surfaces others' biases that impact discussions

FAA Succession Planning | 2017 – 2018 | November 2017 DRAFT

• Models constructive behavior, such as addressing conflict openly and sensitively

• Makes, maintains, and reinforces a safe environment for people to express minority opinions

• Cultivates an environment where others feel valued

• Distinguishes between acceptable and unacceptable values

Expert Drives and defends systemic changes that increase diversity at FAA

• Promotes the value of working in diverse teams within and outside the FAA

• Develops a vision and strategy that ensures diversity in the workforce at FAA

• Actively promotes the recruitment, advancement, and success of a diverse and inclusive workforce

• Assesses, predicts, and appraises diversity and inclusion advancement in the organization

Encouraging Innovation When encouraging innovation, individuals demonstrate the ability to recognize opportunities for innovation, plan for the future, and encourage others to develop bold, innovative solutions.

Proficiency Level Proficiency Definition Behavioral Indicators

Novice/Awareness Recognizes opportunities for innovation

• Recalls how conventional approaches can be adopted or modified to improve results

• Relates to new ideas suggested by others and is supportive in moving ideas forward

• Identifies the need for innovative solutions to accomplish FAA's mission

Foundational/Basic Understands the need for new ideas

• Recognizes independent creativity to develop new approaches and solutions

• Interprets/reviews existing approaches; tries new solutions

• Expresses predictions about how/when to incorporate new thinking or approaches into internal discussions and solutions

Intermediate Encourages change and innovation

• Illustrates bold new ideas to others even when facing resistance

• Engages others in the process of anticipating and addressing barriers

FAA Succession Planning | 2017 – 2018 | November 2017 DRAFT

• Encourages others to discover existing situations in new ways and to challenge the status quo

• Relates to those who are not willing to accept new ways of operating for the betterment of FAA

Advanced Leads and supports change and innovation

• Demonstrates and leads others in the design and construction of innovative solutions that are not obvious to others

• Develops ongoing, systemic solutions that produce valuable solutions to challenges for FAA and the NAS

• Employs and rewards resources that advance bold new ideas which support responsible risks for enacting change

• Operates ongoing systems or practices that drive innovation

Expert Integrates and assesses Innovation Initiatives focused on the future

• Encourages people to think about and embrace the changes needed today that will prepare the FAA for the future

• Designs and builds the business case for change and enhances organizational readiness for change

• Plans for, builds, and evaluates the workforce of the future

Communicating Effectively The ability to communicate openly and honestly. Listens to understand the needs of others. Effectively interprets intent, influence, and nonverbal elements of communication. Tailors communication style to fit different groups and circumstances. Provides constructive feedback.

Proficiency Level Proficiency Definition Behavioral Indicators

Novice/Awareness Awareness of personal communication style and skills

• Recognizes the principles of verbal, nonverbal, and written communication

• Knows constructive methods of providing feedback and is open to constructive feedback

• Speaks and writes in a clear, concise and organized manner appropriate to the audience and situation

• Communicates in a way that demonstrates support and respect

FAA Succession Planning | 2017 – 2018 | November 2017 DRAFT

Foundational/Basic Understands the impact of communications

• Interprets verbal and non-verbal messages from others correctly

• Communicates honestly and allows others to communicate values, ideas, beliefs, opinions, needs and wants without judgment

• Actively listens to the views of colleagues and leaders

• Asks questions to gain understanding and clarify ambiguous messages

• Identifies the need for diplomacy when sharing opinions and stating decisions

Intermediate Applies effective communication to set clear direction and actively seeks feedback

• Expresses needs, concerns, or requests at the appropriate time, using the appropriate method and forum

• Engages team members to discuss differences of opinion and ensure all voices are heard

• Applies tact and diplomacy in knowing what to say, when, and to whom and how to communicate messages in a way that will gain support

• Communicates a direction that enables and motivates others to act

• Seeks and provides honest feedback to clarify situations and potential misunderstandings

Advanced Communicates strategically across the organization

• Maintains composure in difficult, conflicted situations

• Acknowledges and addresses political sensitivities thoughtfully in communications

• Clearly explains strategic, financial, and operational decisions

• Obtains perspectives and analyzes input/feedback from stakeholders to understand competing perspectives

Expert Integrates communication skills to build relationships across stakeholders and the FAA

• Integrates feedback and messages from stakeholders to develop compelling messages that address concerns and acknowledge constituents’ input

• Communicates effectively in complex and sensitive situations with internal and external stakeholders

• Works with internal and external stakeholders to communicate joint venture objectives across lines of business or the Agency

• Communicates important messages about strategic initiatives affecting the FAA in a way that inspires action while acknowledging different or competing perspectives

FAA Succession Planning | 2017 – 2018 | November 2017 DRAFT

Working Collaboratively The ability to partner and work jointly across and beyond the FAA. Able to foster alliances to address short- and long-term efforts by getting the right people together to achieve better outcomes.

Proficiency Level Proficiency Definition Behavioral Indicators

Novice/Awareness Identifies and builds key relationships

• Establishes credibility and works cooperatively with peers to achieve objectives

• Encourages open communication and exchange of ideas and knowledge

• Establishes touch points and communications to keep others informed

• Defines networking opportunities inside and outside of the organization

Foundational/Basic Demonstrates an understanding of collaboration

• Articulates basic expectations of collaborative behavior clearly

• Defines success as a team rather than an individual accomplishment

• Develops relationships with internal and external colleagues

• Models and fosters an open dialogue among team members

• Identifies barriers to transparency and open communication and initiates appropriate solutions

Intermediate Solves immediate issues using collaboration

• Builds upon existing and new relationships to achieve organizational goals

• Coordinates within and across organizations to team around an event to address issues, problem solve, or pool required resources

• Uses internal projects as opportunities to collaborate and establish strategic collaborations

• Clarifies purpose, expectations, and group norms to create an environment that promotes collaboration

• Shares success with the team

Advanced Strategically aligns people around systemic issues within the FAA

• Articulates and gains agreement on a shared purpose that links to the larger mission

• Helps people see the big picture across the Agency, including constraints

• Maintains positive and productive working relationships that encourage sharing of expertise for mutual benefit despite differences or complexities

FAA Succession Planning | 2017 – 2018 | November 2017 DRAFT

• Resolves conflicts and differences in a constructive manner that uses a win-win approach or identifies a common ground

• Works with headquarters, lines of business, regional offices, and key stakeholders to secure organizational support and enable a collaborative agenda

Expert Partners with external stakeholders to address issues within and outside of the FAA

• Sets the climate as well as standards, policies and guidelines for collaboration with internal and external stakeholders across the government and industry to achieve strategic priorities and shared goals

• Navigates high-risk, complex situations across the government and relevant sectors using collaborative strategies

• Facilitates positive interactions between key officials, executives, unions, employees, and other interested parties to gain support for programs/policies

Leading with Influence The ability to take a leadership role in creating a high-performing team and organization. This includes focusing others by providing a sense of purpose, inspiring commitment, and providing the necessary support and resources to enable others to achieve FAA’s mission.

Proficiency Level Proficiency Definition Behavioral Indicators

Novice/Awareness Sees oneself as a leader

• Recognizes the opportunity to lead, guide, facilitate or serve others regardless of formal title

• Communicates information/context or ensures others are informed when they need information

• Displays a leadership stature and ability to manage self/emotions in difficult situations

• Completes commitments

Foundational/Basic Creates a sense of purpose for others

• Communicates a clear and compelling purpose to motivate others

• Works to gain other’s buy-in to the direction or purpose of the team or organization

• Generates confidence in the team and/or organization’s purpose and goals

• Encourages employees to pursue learning and leadership opportunities

FAA Succession Planning | 2017 – 2018 | November 2017 DRAFT

Intermediate Leads others to achieve success

• Creates a positive climate and good morale

• Communicates rationale and expectations clearly when setting new business directions, policies or procedures

• Provides ongoing feedback to others regarding progress towards the purpose

• Communicates positive expectations that others can accomplish the purpose

• Gives people latitude to make decisions in their own sphere of work

• Involves others by leveraging people’s strengths and making work rewarding

Advanced Creates an impact across FAA

• Represents the team/organization and its purpose to the larger Agency

• Secures support and resources needed to implement goals aligned with the purpose

• Creates work opportunities and stretch assignments that lead to growth and development

• Delegates authority and responsibility to build others’ leadership capacity

Expert Leads others to success internally and externally

• Acts as and is recognized as a leader with internal and external stakeholders

• Synthesizes understanding of the business to navigate organizational challenges and influence change

• Models leadership that inspires and enables others to lead effectively in their organization

• Structures team interactions so others take accountability for decision making and taking action

• Develops and/or advocates for leadership development programs

Demonstrating Accountability The ability to achieve results that have the greatest impact on the mission by holding self and others accountable to achieve higher levels of performance. It includes consideration of potential “risk” in making decisions and setting priorities and mitigating those risks accordingly.

Proficiency Level Proficiency Definition Behavioral Indicators

Novice/Awareness Defines/identifies measures of success

• Identifies metrics to show improvement and impact

• Tracks performance against self-imposed measures of excellence

FAA Succession Planning | 2017 – 2018 | November 2017 DRAFT

Foundational/Basic Improves performance

• Finds new ways to track and measure performance or results, proactively making changes to improve performance

• Asks consistently how things can be done better/faster/more efficiently

• Exhibits determination and persistence to push through organizational barriers to improve performance

Intermediate Commits self and team to stretch goals and higher levels of performance

• Encourages others to strive to do their best

• Sets ambitious, but realistic goals for improvement for self and others

• Monitors performance of self and others against goals and provides ongoing feedback

• Follows through on commitments and goals with a sense of urgency

Advanced Prioritizes actions/processes based on mission impact and need

• Analyzes time and effort, including conducting a thorough cost-benefit analysis, required to take action and impact the mission

• Makes decisions based on what will make the biggest mission impact for the investment of effort

• Confronts others whose actions are not aligned with FAA's mission

• Balances input from others in decision making

Expert Initiates and builds a culture of risk-based decision making

• Teaches others to analyze risk, cost, and impact to allocate resources effectively

• Reinforces behaviors that build enterprise-wide critical thinking

• Drives continuous improvement through proactively identifying, assessing, combining, modifying, and critiquing systems based on long-term mission benefit