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Leadership and Management Competencies

Leadership and Management Competencies are required for success in all NRCS formal leadership positions (e.g., manager, supervisor). This page presents the NRCS Leadership and Management Competencies, including their definitions, general work behaviors, and more detailed illustrative behaviors at each of the following proficiency levels:

  • Level 5 = Expert
  • Level 4 = Advanced
  • Level 3 = Fully Proficient
  • Level 2 = Basic
  • Level 1 = Awareness

Fiscal Responsibility

Behavioral Definition

Understands the Agency’s fiscal responsibilities and financial processes, including the preparation, justification, and administration of the budget in a fiscally sound manner. Monitors expenditures and uses cost-benefit analysis to set priorities.

Work Behaviors

  • Maintains an understanding of, and makes appropriate use of, available financial resources.
  • Safeguards available financial resources to ensure compliance with applicable laws, regulations, policies, or procedures to prevent fraud, waste, and abuse.
  • Plans and advocates for, acquires, organizes, and prioritizes financial resources to accomplish the Agency’s mission and objectives.
  • Authorizes available funds and monitors expenses against budgets to identify potential overruns and excesses.
  • Analyzes commitments, obligations, or expenditures to ensure they are in accordance with the annual financial plan, appropriation law, and/or regulatory controls.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Understands appropriation laws and demonstrates a mastery of the financial processes of the Agency.
  • Identifies financial resources available internal and external to the Agency, and skillfully gains access to these resources.
  • Establishes systems to monitor expenditures within the Agency to ensure that financial resources are effectively allocated to achieve the objectives of the Agency.
  • Contributes to the enhancement and improvement of Agency-wide financial management systems to meet organizational objectives.

Level 4

Advanced

  • Demonstrates a comprehensive knowledge of Agency financial processes.
  • Understands and appropriately applies provisions of appropriation law.
  • Establishes cost-effective budgets that tap into financial resources from conventional and unconventional sources.
  • Establishes procedures to ensure that projects/programs operate within budget and uses proper budget accounting.

Level 3

Fully Proficient

  • Monitors expenditures to ensure projects/programs operate within budget and uses proper budget accounting.
  • Makes effective and efficient use of financial resources.
  • Safeguards financial resources to prevent fraud, waste, and abuse.
  • Prepares and monitors unit's annual operating budget.
  • Develops an awareness of appropriation laws.

Level 2

Basic

  • Establishes cost-effective limited-focus budgets that incorporate the appropriate financial resources.
  • Justifies requested budget allocation to management in relation to program objectives.
  • Adheres to financial policies including budget execution, obligations, payments, and deobligations (e.g., approves payments when work is completed).

Level 1

Awareness

  • Develops an understanding of the Agency’s basic financial processes and policies.
  • Manages a limited, specified amount of financial resources.
  • Assists others with the budgeting of resources by providing estimates of own projects and needs.
  • Develops an understanding of cost-benefit analyses to justify spending.


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Assigning, Evaluating, & Monitoring Work

Behavioral Definition

Directs and oversees the planning, distribution, and assigning of work activities for other employees. Evaluates other’s work to ensure it meets established standards and Agency goals and objectives.

Work Behaviors

  • Sets and communicates expectations for the work of others.
  • Coordinates and monitors the short-term and strategic work activities and functions of others.
  • Evaluates the quality of others’ work and follows up to ensure that products/projects are on track and are completed in accordance with appropriate processes, procedures, and standards, goals, and objectives.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Adjusts work activities to ensure seamless integration and effectiveness across work units during periods of rapid change in the operating environment and/or when working with narrow windows of time.
  • Establishes and clearly communicates expectations that are linked to unit objectives and the Agency’s mission to unit leaders engaged in highly complex work activities.
  • Coordinates and monitors performance on complex programs (e.g., special initiatives) across partners to meet both organizational and unit objectives.

Level 4

Advanced

  • Coordinates tasks and monitors performance on tasks to exceed unit objectives.
  • Coordinates multi-function projects that require multiple groups of employees or stakeholders.

Level 3

Fully Proficient

  • Coordinates tasks and monitors performance on tasks to meet objectives.
  • Makes effective work assignments by matching skills, employee interests, availability, and experience based on unit needs.
  • Follows up with employees to ensure work remains on schedule.

Level 2

Basic

  • Assigns work based on employees’ experience and competency level.
  • Encourages feedback from staff when assigning and evaluating work.
  • Understands work requirements and staff capabilities.
  • Clearly communicates expectations and work requirements to employees.

Level 1

Awareness

  • Establishes and clearly communicates work expectations to employees.
  • Assigns work in a fair and equitable manner.
  • Seeks feedback and advice from supervisor and/or mentor and peers when assigning and evaluating the work of others.


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Developing Others

Behavioral Definition

Develops the ability of others to perform and contribute to the Agency by providing ongoing feedback and developmental opportunities.

Work Behaviors

  • Models behavior and conduct for others that demonstrates a commitment to employee development.
  • Collaboratively identifies developmental needs with others and ensures they receive needed development, work opportunities/stretch assignments and/or training opportunities.
  • Develops others through coaching and mentoring.
  • Influences, motivates, and challenges others to maximize their potential.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Identifies creative developmental strategies to address skill needs of workforce.
  • Sets an example and guides others across the Agency to be skillful trainers, coaches, and mentors.
  • Establishes or promotes a culture around getting others to maximize their potential.

Level 4

Advanced

  • Identifies developmental opportunities to help employees perform a wide range of highly complex work activities.
  • Identifies or creates opportunities (e.g., stretch assignments, on-the-job training, detail assignments) for employees to pursue self-development activities.
  • Builds and uses systems and processes to develop employees to meet current and emerging requirements.

Level 3

Fully Proficient

  • Proactively provides regular, timely and constructive developmental feedback to employees and fosters developmental opportunities that improve work performance.
  • Uses performance information and solicits employee input to identify development needs.
  • Identifies appropriate developmental opportunities and where possible, ensures employees receive training or development in a fair and equitable manner.

Level 2

Basic

  • Trains, coaches, or mentors employees.
  • Sets clear goals and developmental milestones for employees.
  • Sets example regarding high performance standards for the unit or team.
  • Encourages employees to participate in mentoring programs and other self-developmental opportunities.

Level 1

Awareness

  • Provides feedback in a constructive manner.
  • Aids employees in identifying developmental opportunities.
  • Encourages others to achieve high standards and perform beyond set expectations.
  • Involves staff in developing project goals and timelines.


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Human Resource Management

Behavioral Definition

Builds and manages workforce based on organizational goals, budget considerations, and staffing needs. Ensures that employees are appropriately recruited, selected, appraised, and rewarded. Takes action to address changing talent and staffing needs.

Work Behaviors

  • Monitors workforce trends and current and emerging needs to determine talent requirements.
  • Recruits, selects, and retains talented individuals.
  • Appraises and rewards employee performance and addresses conduct problems, as warranted.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Assesses current and emerging priorities, performance information, and employee goals to identify both immediate and long-term organizational needs, and ensures individuals receive necessary training to meet these needs.
  • Anticipates skill needs that are consistent with organizational trends and changing priorities; identifies creative recruitment strategies to address these needs.

Level 4

Advanced

  • Appropriately aligns people and/or functions under work unit.
  • Recruits qualified staff to meet staffing needs.
  • Leads the development and/or implementation of a staffing plan.
  • Works with colleges/universities to design curriculum to meet NRCS staffing needs.

Level 3

Fully Proficient

  • Monitors Agency needs to identify, recruit, and select individuals.
  • Follows HR policies and communicates these policies to employees.
  • Identifies poor performers and creates opportunities for poor performers to improve performance, and identifies opportunities for alternative dispute resolution (ADR) when necessary.
  • Recognizes good performers and creates opportunities for positive performance to be recognized and rewarded.

Level 2

Basic

  • Conducts interviews with candidates.
  • Contributes to overall staffing plan.
  • Requests and obtains staff according to HR policy.
  • Makes recommendation to supervisor and leadership for performance awards.

Level 1

Awareness

  • Provides input on what staff is required, recruitment ideas, and training opportunities.
  • Reports fraudulent activities in accordance with HR policies.
  • Addresses employee performance and conduct problems in a timely manner.
  • Recognizes successful performance in a timely manner.
  • Develops/creates performance appraisals within a suggested timeline.
  • Attends career days and job fairs to recruit new employees.
  • Maintains a basic understanding of HR policy.
  • Develops an understanding of the Fair Labor Standards Act (FLSA).


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Team Building

Behavioral Definition

Assembles teams and inspires and fosters team commitment, spirit, pride, trust, and an understanding of the team’s purpose. Promotes cooperation and motivates team members to accomplish goals.

Work Behaviors

  • Assembles teams by determining membership (skill needs, diversity, demographics) based on goals and objectives.
  • Discusses purpose of team with members to establish common goals and objectives and explains each member’s role and responsibilities.
  • Recognizes and acts on responsibility to provide information to others and appropriately shares information and knowledge to achieve desired goals.
  • Continually fosters a positive team atmosphere that promotes cooperation, integration, trust, group identity, and goal accomplishment.
  • Solicits and listens to others' input to foster shared understanding or priorities, needs, perspectives, and concerns.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Champions initiatives, leverages opportunities and minimizes obstacles, thereby easing the path to achieving different units’ goals.
  • Leads a team to resolve challenging or controversial Agency-wide legislative and regulatory policy issues.
  • Recognizes effective teams and integrates best practices.
  • Inspires teams to achieve success.

Level 4

Advanced

  • Builds and maintains a positive team atmosphere by demonstrating and promoting collaboration among work units.
  • Creates senior-level teams to design and implement requirements for new systems and procedures.
  • Leads a team to resolve challenging or controversial regional concern/issue.

Level 3

Fully Proficient

  • Integrates new team members into the existing structure and assists them in transitioning to role.
  • Understands team dynamics and uses knowledge to motivate team members.
  • Gains support and buy-in throughout product/project development to gain support for product/project throughout the Agency.
  • Obtains feedback from team members to improve product/project.
  • Restructures roles, responsibilities, and possibly team members of dysfunctional teams to meet overall objectives.

Level 2

Basic

  • Is proactive in recognizing when help is needed and provides assistance to help the team in accomplishing goals.
  • Independently offers assistance and provides support to advance goals.
  • Clearly articulates team goals and objectives to team members and explains why they are on the team.

Level 1

Awareness

  • Provides assistance when help is needed to accomplish team goals.
  • Shares relevant information with team members.
  • Encourages team members to develop and maintain collaborative relationships with each other.


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External Awareness

Behavioral Definition

Understands and keeps up-to-date on local, national, and international policies and trends that affect the Agency and shape stakeholders’ views. Remains aware of the Agency’s impact on the external environment. Identifies and understands how events and economic, political, and social trends affect the Agency.

Work Behaviors

  • Maintains an awareness of external factors that affect the Agency or specific work assignments.
  • As appropriate, communicates information about external factors that affect the Agency or specific work assignments.
  • Applies knowledge of external factors to improve internal processes or work assignments.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Demonstrates an in-depth understanding of external factors that may affect the Agency’s work and uses this knowledge constructively in establishing goals and priorities and accomplishing work.
  • Anticipates how work processes may be affected by changes in the external environment or events and, in response, develops creative and highly effective alternatives.
  • Develops programs or initiatives (e.g., WHIP, ecological site descriptions) taking into account the diverse views and needs of other agencies or external organizations.

Level 4

Advanced

  • Contributes to the development of long-term goals by recommending effective strategies based on external factors that may possibly impact the Agency.
  • Anticipates how work processes may be affected by changes in the external environment and develops alternatives.
  • Provides policy advice to officials which are consistent with local, national, and international policies and trends.

Level 3

Fully Proficient

  • Considers external factors that may affect the unit’s work and uses this knowledge in accomplishing work.
  • Refocuses efforts, redistributes resources, or otherwise overcomes roadblocks in consideration of external factors (e.g., changes in administration, changing requirements, a new Farm Bill) to achieve NRCS objectives.
  • Synthesizes complex information gathered from a variety of external sources and disseminates it to staff.
  • Understands how external factors (e.g., political events) impact the Agency.

Level 2

Basic

  • Consults with leadership regarding the impact of how external factors may affect the Agency.
  • Considers external policies and trends when reviewing correspondence, reports, and policy documents.
  • Gathers and summarizes information to predict stakeholder views on a new policy.

Level 1

Awareness

  • Maintains awareness and evaluates the impact of external events on current processes.
  • Responds to environmental, budgetary, political, or other events and circumstances requiring change.
  • Develops an awareness of local, national, and/or international policies when instructed by supervisor.
  • Talks to customers and partners to understand their needs and issues.


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Relationship/Partnership Management

Behavioral Definition

Develops and maintains relationships within internal and external networks to build alliances within NRCS and with external customers and partners. Collaborates across boundaries to achieve common goals.

Work Behaviors

  • Initiates, develops, and maintains relationships, networks, and alliances with individuals internal and external to the Agency.
  • Leverages relationships to gain endorsement from important stakeholders and/or to help achieve common goals between USDA/NRCS and its customers and partners.
  • Builds consensus and trust by fostering commitment, considering stakeholder input, and working collaboratively.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Initiates, develops, publicizes, and garners support for programs and policies by meeting with partners, stakeholders, employees, customers, and other interested parties.
  • Works across Federal, state, and local agencies/authorities to coordinate conservation efforts (e.g., cooperative agreements, coordinating the EWP program).
  • Establishes long-lasting relationships with non-traditional partners to develop relationships that will have a positive impact on Agency goals.

Level 4

Advanced

  • Partners with various groups by sharing information and resources across multiple organizational levels, including updates/changes.
  • Identifies new and/or non-traditional partners and new ways to develop relationships with partners that will have a positive impact on Agency goals.
  • Develops and manages relationships with national leadership to gain endorsement for initiatives and help achieve common goals.

Level 3

Fully Proficient

  • Builds consensus by understanding and considering common goals and by soliciting input from, and promoting trust between, various parties.
  • Works with individuals outside of the Agency to address mutual issues and concerns.
  • Develops and manages relationships with staff and State leadership to gain endorsement for initiatives and help achieve common goals.

Level 2

Basic

  • Works with individuals across work units to address mutual issues and concerns.
  • Builds a network within the Agency by proactively communicating with employees outside of own work unit on a regular basis.
  • Coordinates with internal and external partners and customers regarding new strategies to ensure effective coordination.

Level 1

Awareness

  • Develops a basic knowledge of what organizations, agencies, or groups NRCS partners with (e.g., FSA, Soil and Water Conservation Districts).
  • Identifies individuals or groups whose input would improve or facilitate one’s own task accomplishment.


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Leveraging Diversity

Behavioral Definition

Fosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the Agency. Remains sensitive to cultural, race, gender, and other individual differences in the workforce. Promotes a culture of acceptance and productivity regardless of those differences.

Work Behaviors

  • Leads, develops, and manages a diverse workforce, ensuring employment practices are administered in a fair and equitable manner.
  • Promotes and fosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the Agency.
  • Works effectively with others from a variety of backgrounds and treats all fairly and professionally.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Establishes rules and practices to ensure diversity and collaboration within the Agency.
  • Works with unit leaders to effectively leverage diverse thoughts, opinions, experiences, and backgrounds to achieve the vision and mission of the Agency.
  • Actively promotes NRCS diversity programs and initiatives, highlighting the Agency’s commitment to diversity and its value to the organization, and facilitates participation in diversity-related programs and initiatives.
  • Proactively monitors the workplace to identify situations which could potentially lead to allegations of harassment or discrimination and establishes practices/creates an environment to prevent such situations.

Level 4

Advanced

  • Builds a climate of trust by demonstrating behavior that clearly values individual differences and diversity.
  • Makes self and employees aware of any programs that support diversity, such as employee groups, educational entities, or professional associations.
  • Encourages employees to express their individual views toward improving work products, services, processes, teamwork, and the work environment itself.

Level 3

Fully Proficient

  • Promotes diversity by assisting, sponsoring, or joining an employee group or other professional diversity-related association or participates in outreach/recruitment efforts.
  • Monitors the work environment to identify situations which could potentially lead to allegations of harassment or discrimination.
  • Builds a high quality, diverse workforce and ensures fairness by recruiting, hiring, promoting, and providing developmental opportunities in a fair and equitable manner.
  • Encourages employee participation in diversity-related activities and organizations.

Level 2

Basic

  • Supports participation in diversity-related programs and initiatives.
  • Actively promotes NRCS diversity programs and initiatives, highlighting the Agency’s commitment to diversity and its value to the Agency.
  • Promptly addresses allegations of harassment or discrimination, taking appropriate action, and taking action to prevent similar issues in the future.

Level 1

Awareness

  • Adheres to EEO policies, goals, objectives, and philosophies by dealing with everyone fairly, equitably, and professionally.
  • Demonstrates knowledge of Agency policy in regard to diversity.
  • Meets with staff to obtain input on diversity issues within workgroup.
  • Develops an awareness of situations which could potentially lead to allegations of harassment or discrimination.


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Public Service Motivation

Behavioral Definition

Shows a commitment to serve the public and ensures that actions meet public needs. Aligns organizational objectives and practices with public interests.

Work Behaviors

  • Exhibits a commitment to public interest and civic duty.
  • Works to serve the interest of people and their communities, balancing their needs with Federal laws, rules, and regulations.
  • Gathers feedback from general public and community to improve and enhance Agency’s services and programs.
  • Strives to address and overcome existing barriers to better serve the public.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Designs and develops programs and initiatives to address critical public requirements.
  • Works with policy and regulation developers to modify policy/regulation to better serve public.
  • Establishes a culture for public service motivation and commitment to the public good.
  • Instills a sense of public service in employees.

Level 4

Advanced

  • Strategizes with other leaders to develop action plans to meet public needs.
  • Cultivates relationships with community stakeholders to validate usefulness of proposed products and services.
  • Uses feedback from community to aid decision-making and inform leadership of public needs.
  • Elicits employees' commitment to serve the public good (e.g., in critical situations, emergency response).

Level 3

Fully Proficient

  • Develops and follows policy to better use public funds for the good of the community.
  • Contributes to and improves process to effectively and efficiently use public funds (e.g., program delivery).
  • Anticipates and provides resources needed to participate in various public service programs (e.g., the People’s Garden, field day activities, recognition of Constitution Day).
  • Utilizes media to communicate NRCS “stories” to create buy-in and get individuals interested in natural resource conservation.

Level 2

Basic

  • Supports participation in diversity-related programs and initiatives.
  • Actively promotes NRCS diversity programs and initiatives, highlighting the Agency’s commitment to diversity and its value to the Agency.
  • Promptly addresses allegations of harassment or discrimination, taking appropriate action, and taking action to prevent similar issues in the future.

Level 1

Awareness

  • Adheres to EEO policies, goals, objectives, and philosophies by dealing with everyone fairly, equitably, and professionally.
  • Demonstrates knowledge of Agency policy in regard to diversity.
  • Meets with staff to obtain input on diversity issues within workgroup.
  • Develops an awareness of situations which could potentially lead to allegations of harassment or discrimination.


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Political Savvy

Behavioral Definition

Identifies the internal and external politics that impact the work of the Agency. Perceives organizational and political reality and acts accordingly.

Work Behaviors

  • Demonstrates an understanding of the Federal government, the Agency, and the Department, including the major functions and processes within the Department.
  • Demonstrates an understanding of the Agency’s mission, functions, and systems and the heart of the Agency’s policy agenda.
  • Demonstrates an understanding of the climate and culture of the Agency, such as its formal and informal power structures; recognizes legitimate limits to the Agency’s reach.
  • Identifies, builds, influences, and strengthens internal and external support bases.
  • Understands how to manage interests of external groups with Agency goals and objectives.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Leads change in the Agency by meeting with stakeholders to understand perspectives and reach consensus on Agency-wide plan to implement change.
  • Establishes relationships with diverse organizational interests to effectively communicate priorities, build organizational credibility, and generate external support.
  • Identifies and coordinates multiple parties to reach a common goal while educating these parties on how their participation and coordination will lead to goal accomplishments.
  • Addresses controversial issues and gains buy-in with resistant individuals.

Level 4

Advanced

  • Ensures staff understands documentation and required metrics to analyze political issues.
  • Establishes a clear vision for the Agency by meeting with managers Agency-wide to ensure initiatives are understood.
  • Anticipates resistance to Agency position and takes proactive steps to address opposing arguments.

Level 3

Fully Proficient

  • Evaluates political implications by considering different courses of action on a key issue.
  • Meets with key decision makers to ensure approval of resources to support needed adjustments and/or organizational change.
  • Discusses organizational change with employees to ensure their understanding, and addresses known and potential concerns.
  • Understands the most appropriate time and methods for expressing needs and requesting resources.

Level 2

Basic

  • Addresses political issues that may impact internal and external stakeholders.
  • Develops relationships with new leaders in the Agency and Department.
  • Establishes relationships with producer organizations and conservation partners to achieve Agency’s mission.

Level 1

Awareness

  • Considers impact when addressing employee expectations (e.g., working with union, relocations).
  • Considers staff concerns or feedback regarding organizational changes.
  • Demonstrates knowledge of stakeholders and peers/leaders in the Agency.


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Vision

Behavioral Definition

Takes a long-term view and builds a shared vision with others. Acts as a catalyst for change. Sets direction and influences others to translate vision into action.

Work Behaviors

  • Creates and communicates a shared vision and mission within one’s work unit and mobilizes employees, customers, partners, and collaborative networks in support of objectives.
  • Translates broad organizational goals into concrete objectives, plans, priorities and assignments and gains buy-in.
  • Seeks out opportunities or implements changes to help the organization accomplish its mission and objectives and move toward its long-term vision while educating others on the purpose of the change and establishes buy-in.
  • Communicates how changes impact employees while remaining sensitive to employees’ needs and concerns.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Formulates short- and long-term strategies across organizational units that take a broad perspective and achieve significant results in support of organizational goals.
  • Communicates a vision by translating broad organizational goals into well-defined strategies, plans, priorities, and assignments.
  • Considers various viewpoints from internal and external sources when developing new organizational mission and vision.

Level 4

Advanced

  • Directs and provides guidance to managers to develop long-term strategic plan.
  • Revisits unit vision periodically to ensure vision is being strived for and is still appropriate.
  • Reflects periodically on the current state of the Agency and identifies whether changes are necessary.
  • Articulates unit vision to allow others to recognize its value.

Level 3

Fully Proficient

  • Contributes to the development of long-term goals by recommending effective strategies.
  • Effectively and objectively translates and communicates unit goals into well-defined objectives and assignments and helps units determine how to execute them.
  • Develops and executes an implementation plan to achieve visionary or strategic goals.

Level 2

Basic

  • Involves staff in setting annual goals, objectives, and measures to ensure buy-in.
  • Conveys vision of Agency to staff and stakeholders.
  • Articulates relationship between employees’ work and Agency mission, vision, and objectives.

Level 1

Awareness

  • Gathers input from staff to develop work group vision.
  • Demonstrates knowledge of Agency vision and mission.
  • Develops and generates support for work group vision.
  • Understands Agency long-term goals and objectives.


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Strategic Thinking and Action

Behavioral Definition

Develops strategies to implement solutions consistent with the interests of the Agency. Capitalizes on opportunities and manages risks.

Work Behaviors

  • Formulates and executes short- and long-term strategies, considering stakeholders and the process to be involved.
  • Develops and executes clearly defined plans/proposals to ensure proper integration of short- and long-range strategic goals, objectives, timelines, or implementation milestones.
  • Identifies the most probable short- and long-term consequences of implementing various strategies.
  • Strategically analyzes the risks, benefits, and opportunities of various strategies.
  • Develops and executes strategies to reduce or mitigate risks.
  • Implements chosen strategies, despite difficulty and resistance from others.
  • Collaborates across organizational units to ensure buy-in and follow-through on strategies.
Proficiency Level Illustrative Behaviors

Level 5

Expert

  • Anticipates changes (e.g., a demographic change, policy change) and establishes a plan to address the future needs of the Agency.
  • Designs approaches and procedures to develop a strategic plan supporting key goals and objectives.
  • Leads and directs a diverse strategic planning team to address and outline the future direction of the Agency.

Level 4

Advanced

  • Establishes performance measures to allow the Agency to continually assess and adjust program direction.
  • Serves as a member of a diverse strategic planning team tasked with addressing and outlining the future direction of the Agency.

Level 3

Fully Proficient

  • Assists with the development and implementation of Agency or State policy by determining target audience and building coalitions with the appropriate population.
  • Develops implementation strategies to meet business plan priorities.
  • Implements strategic objectives and develops metrics to assess attainment of goals.

Level 2

Basic

  • Considers customer needs and trends in the development of strategic plans.
  • Conducts review of the Agency's core mission and gathers information from relevant sources to support development of a strategic plan.
  • Brainstorms ideas with team members to address needed updates/changes and develop strategies.

Level 1

Awareness

  • Organizes project team based on consideration of strategic objectives.
  • Ensures team objectives are consistent with strategic plan.


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