TBS Leadership Competencies 2015

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Leadership competencies identified by the Treasury Board of Canada Secretariat

In 2005, the Government of Canada announced a key leadership competencies profile that outlines the leadership skills, abilities and characteristics and behaviours that are needed by managers at all levels. In 2008, the Employee level of the Key Leadership Competencies profile was developed to identify effective leadership behaviors for employees without any supervisory or managerial responsibilities. The profile supports employee learning and development by listing competencies that help focus discussions on performance, learning needs and career plans. In , following extensive consultations, a new Key Leadership Competency profile was announced. The new Key Leadership Competency profile continues to serve as the basis for selection, learning and development, performance and talent management of executives and other senior leaders. For managers, supervisors and employees, the new Key Leadership Competency profile serves as a tool to identify learning and development needs for future career planning. (See http://www.tbs-sct.gc.ca/psm-fpfm/learning-apprentissage/pdps-ppfp/klc-ccl/index-eng.asp, accessed 22 December 2015.)

The competency descriptions below are reproduced below from http://www.tbs-sct.gc.ca/psm-fpfm/learning-apprentissage/pdps-ppfp/klc-ccl/klcp-pccl-eng.asp, accessed 22 December 2015, which also provides examples of effective behaviours for four level of management: deputy minster, assistant deputy minister, director general, and director. Those for director are reproduced below.

Create vision and strategy

Leaders define the future and chart a path forward. They are adept at understanding and communicating context, factoring in the economic, social and political environment. Intellectually agile, they leverage their deep and broad knowledge, build on diverse ideas and perspectives and create consensus around compelling visions. Leaders balance organizational and government-wide priorities and improve outcomes for Canada and Canadians. Examples of effective behaviours at the director level:

  • Informs analysis with a thorough understanding of the environment
  • Engages others to translate implementation strategies into concrete objectives
  • Contributes expertise and insight to the development of organizational strategies
  • Communicates with clarity and conviction
  • Implements strategies that respond to organizational priorities that improve outcomes for Canada and Canadians
Mobilize people

Leaders inspire and motivate the people they lead. They manage performance, provide constructive and respectful feedback to encourage and enable performance excellence. They lead by example, setting goals for themselves that are more demanding than those that they set for others. Examples of effective behaviours at the director level:

  • Creates a sense of common purpose and direction in the organization and among colleagues
  • Sets clear expectations, monitors and evaluates¬† performance
  • Invests time and resources to support continuous learning
  • Gives honest feedback, recognizes¬†performance and manages non-performance
  • Engages employees to gather ideas and input to build cohesive teams
  • Sets challenging goals for self and models dedication and high performance
Uphold integrity and respect

Leaders exemplify ethical practices, professionalism and personal integrity. They create respectful and trusting work environments where sound advice is valued. They encourage the expression of diverse opinions and perspectives, while fostering collegiality. Leaders are self-aware and seek out opportunities for personal growth. Examples of effective behaviours at the director level:

  • Values and provides authentic, evidence-based advice in the interest of Canadians
  • Holds self and the organization to the highest ethical and professional standards
  • Models commitment to citizen-focused service and the public interest
  • Creates opportunities that encourage bilingualism and diversity
  • Implements practices to advance an inclusive, healthy organization, respectful of the diversity of people and their skills and free from harassment and discrimination
  • Exemplifies impartial and non-partisan decision-making
  • Engages in self-reflection and acts upon insights
Collaborate with partners and stakeholders

Leaders are deliberate and resourceful about seeking the widest possible spectrum of perspectives. They demonstrate openness and flexibility to forge consensus and improve outcomes. They bring a whole-of-government perspective to their interactions. In negotiating solutions, they are open to alternatives and skillful at managing expectations. Leaders share recognition with their teams and partners. Examples of effective behaviours at the director level:

  • Builds and nurtures effective and collaborative networks and relationships with communities of practice, colleagues and stakeholders
  • Engages others to support horizontal initiatives
  • Actively listens to understand the impact of issues and perspectives of others
  • Implements strategies that enhance collaboration
  • Acknowledges the contribution of others in achieving objectives
Promote innovation and guide change

Leaders have the courage and resilience to challenge convention. They create an environment that supports bold thinking, experimentation and intelligent risk taking. They use setbacks as a valuable source of insight and learning. Leaders take change in their stride, aligning and adjusting milestones and targets to maintain forward momentum. Examples of effective behaviours at the director level:

  • Ensures that employees apply sound risk management practices
  • Identifies opportunities for and barriers to innovation and proposes creative approaches
  • Implements practices to learn from setbacks and mistakes
  • Adapts plans and strategies to respond to the scope and pace of change
  • Demonstrates resilience, composure and a positive outlook in an environment of uncertainty and ambiguity
Achieve results

Leaders mobilize and manage resources to deliver on the priorities of the Government, improve outcomes and add value. They consider context, risks and business intelligence to support high-quality and timely decisions. They anticipate, plan, monitor progress and adjust as needed. Leaders take personal responsibility for their actions and outcomes of their decisions. Examples of effective behaviours at the director level:

  • Aligns people, work and systems to achieve program and policy efficiencies and results
  • Quantifies, monitors and controls resources and costs
  • Sets and revises goals and plans to reflect changing priorities or conditions
  • Delegates responsibility and accountability to appropriate levels
  • Informs decision-making with sound understanding of context, data and evidence
  • Demonstrates and promotes stewardship of financial and organizational resources
  • Makes challenging decisions and takes action at the opportune time
  • Takes ownership and acknowledges impact and outcome of decisions

Page created by: Ian Clark, last modified on 22 December 2015.

Image: The Public Servant, at http://thepublicservant.ca/event/introducing-the-new-key-leadership-competencies-profile/, accessed 22 December 2015.