Page 126 - The extraordinary leader

The Competency Quest • 103

● Promote a spirit of cooperation with other members of the work
group
● Ensure that the work unit works well with other groups and
departments
Poor performers:
● Do not work well with people who have different backgrounds and
perspectives
● Promote a spirit of competition with other work groups

Leading Organizational Change
14. Developing strategic perspectives
High performers:
● Know how work relates to the organization’s business strategy (line-
of-sight connection)
● Translate the organization’s vision and objectives into challenging
and meaningful goals for others
● Can take the long view; can be trusted to balance short-term and
long-term needs of the organization
Poor performers:
● Get caught up in the “day-to-day” and fail to take a longer-term,
broader perspective on business decisions
15. Championing change
High performers:
● Become champions for projects or programs, presenting them so
that others support them
● Are effective marketers for work groups’ projects, programs, or products
Poor performers:
● Tend to follow the lead of others in change efforts
16. Connect internal groups with the outside world
High performers:
● Have demonstrated ability to represent the work group to key
groups outside the group/department
● Help people understand how meeting customers’ needs is central
to the mission and goals of the organization