“What it takes to be a Management Leader

In the Public Sector Mid Level Leader”

Dear Public Sector Management-Leader:

In the pages that follow we present the types of knowledge, skill, ability and competencies if a successful public sector department, mid level leader.

We then tailor this section unique to the organization and desires survey administration process…..

LEADERSHIP QUALITIES

Please check the box that best describes your perception of this management leadership skill level.

I. PERSONAL QUALITIES	Job Priority	Growth Area	Solid	Exceptional
Reflects the City of Stockton’s values and leadership practices in both style and personal actions		□	□	□
Direct, honest, respects and acknowledges the contribution of others		□	□	□
Confident in self and gives personal best		□	□	□
Confident in and seeks the best from others		□	□	□
Does what is necessary to get the job done		□	□	□
Ethical		□	□	□
Reliable in meeting commitments to others		□	□	□
Displays a positive attitude; enthusiastic and passionate; inspires people		□	□	□
Respects and maintains confidentiality; trustworthy		□	□	□
Sets example of delivering exceptional service both internal and external		□	□	□
Comments:
II. CHANGE MASTERY	Job Priority	Growth Area	Solid	Exceptional
Displays vision and a keen sense of the future; sees emerging opportunities		□	□	□
Generates new ideas and process improvements		□	□	□
Attempts to influence organizational events; versus reacting to them		□	□	□
Thinks independently; takes calculated risks		□	□	□
Utilizes resources internal to the organization		□	□	□
Questions the way things are done		□	□	□
Presents positive solutions to organizational challenges		□	□	□
Builds commitment by looking for the common ground		□	□	□
Understands, supports and effectively communicates changes to employees and/or customers		□	□	□
Comments:
III. COMMUNICATION	Job Priority	Growth Area	Solid	Exceptional
Provides clear, concise verbal directions and explanations		□	□	□
Expresses self effectively before individuals and groups		□	□	□
Demonstrates respect for other points of view; empathetic; seeks clarification; highlights areas of agreement		□	□	□
Listens with genuine interest and reflects back feelings		□	□	□
Sensitive to non-verbal cues		□	□	□
Encourages the free expression of opinions without being defensive		□	□	□
Clearly expresses ideas in writing and uses correct grammatical form		□	□	□
Can influence others to embrace a position; persuasive		□	□	□
Can think quickly and respond to challenges raised by others in a tactful, positive manner		□	□	□
Good at reading people and their interpersonal and non verbal cues		□	□	□
Comments:

IV. DECISION-MAKING	Job Priority	Growth Area	Solid	Exceptional
Strives for brevity, clarity and appropriate solutions		□	□	□
Identifies problems, secures relevant information and assimilates data		□	□	□
Anticipates problems and opportunities		□	□	□
Seeks advise from others when appropriate		□	□	□
Makes decisions and renders judgments in a timely manner based on facts		□	□	□
Decisions balance organization’s financial and customer needs		□	□	□
Applies intuitive thinking when necessary		□	□	□
Applies strategic thinking for leadership role		□	□	□
Comments:
V. RESILIENCE (level 5 leadership)	Job Priority	Growth Area	Solid	Exceptional
Embraces disappointments, learns from mistakes and takes future risks		□	□	□
Accepts diversity of opinions; unafraid to let people speak their minds; solicits different views		□	□	□
Handles pressure and multiple demands; can remain focused and persistent		□	□	□
Defends personal opinions		□	□	□
Accepts responsibility for actions and will not blame others		□	□	□
Stays with position or plan until the desired objective is achieved; persistent		□	□	□
Comments:
VI. BUSINESS KNOWLEDGE	Job Priority	Growth Area	Solid	Exceptional
Understands organizational financial performance indicators and measures		□	□	□
Understands organizational culture; models the way in actions		□	□	□
Understands general organization business practices		□	□	□
Understands the competitive forces of the private sector and adjusts as needed		□	□	□
Knows how to gain competitive advantage in leading department		□	□	□
Understands and meets customers expectations		□	□	□
Understands and meets stakeholders expectations		□	□	□
Understand the role of measuring performance through cost benefit/ROI		□	□	□
Comments:
VII. TEAM COMMITMENT	Job Priority	Growth Area	Solid	Exceptional
Demonstrates willingness to act in best interests of the organization		□	□	□
Works with others for the common good and tolerates differences		□	□	□
Strives to set team and group objectives consistent with the organization’s goals; viewed as team player and places needs of team above self		□	□	□
Fosters trust and mutual respect in team meetings		□	□	□
Helpful and supportive in daily contacts with subordinates and peers		□	□	□
Supportive of other department goals; willing to lend assistance to others		□	□	□
Asks for help when needed		□	□	□
Admits mistakes; minimizes blame to others		□	□	□
Comments:

VIII. MANAGEMENT	Job Priority	Growth Area	Solid	Exceptional
Selects good people		□	□	□
Trains and develops employees		□	□	□
Conducts regular coaching discussions and staff meetings		□	□	□
Builds strength and continuity in the team		□	□	□
Handles conflict; resolves performance problems		□	□	□
Consistent and timely in giving performance reviews		□	□	□
Anticipates future events; planning		□	□	□
Sets challenging goals for self and others		□	□	□
Allocates decision making responsibilities to appropriate staff		□	□	□
Establishes performance expectation standards		□	□	□
Comments:
IX. LEADERSHIP	Job Priority	Growth Area	Solid	Exceptional
Sets clear expectations and establishes direction		□	□	□
Frequently shares information about the organizational direction		□	□	□
Maximizes the individual talents on the team		□	□	□
Treats people fairly		□	□	□
Brings out the best in people, understands motivational needs		□	□	□
Energizes people towards a common objective		□	□	□
Displays flexibility in management style		□	□	□
Reinforces positive performance		□	□	□
Appropriately involves/includes the right people		□	□	□
Leads by influence and example		□	□	□
Comments:

What leadership areas on this survey do I do appear to do well in?

What leadership areas do I need to improve upon in my leadership development process?

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