Capacity Building-Personal Development Planning (PDP)

CAPACITY BUILDING IN KEY STRATEGY ENABLING PROCESSES

The key strategy enabling processes reflected in Table 1.1 are essential to responsiveness and organisational resilience. Capacity building should start with an assessment of capability at the individual level. This individual capability will naturally aggregate within intact teams and management groupings, thus providing a metric for organisational capability and priorities for capacity building.

To start this process, a framework is provided in Table 1.1 for the assessment of individual competencies. It is recommended that all members of the organisation develop a personal development plan (PDP) using the framework in Table 1.1. This table contains a list of the strategy enabling processes from Figure 1.2. Behaviour descriptions at the basic, competent and advanced levels provide a gauge for the current level that a specific individual occupies. In order to bootstrap building capacity from within the organisation, individuals who score at an advanced level may engage in teaching others in their organisation using existing learning material for each competency.

You are invited to complete this assessment and identify your learning priorities for capacity building. Note that this self-assessment tool is also available online at www.cil.net. Once priorities have been established, learning resources can be identified and engaged. Notice that a number of additional competencies have been included (see Ai, Aj and Ak). These are considered essential to modern organisations. An example of coding is reflected in the table. Coding provided can be used to enable automating and tracking of PDPs.

Table 1.1:

Self-assessment and learning priorities – key strategy enabling processes

Code:

Aa

General description:

Scenario-based Strategy (TAS)

Level:

 

None (0)

 

Basic (1)

Three or four of the following aspects done proficiently:
Grounding scenario is the concerns of decision makers, ranking key driving forces (KDFs), rigorous systemic analysis, challenging assumptions, stretching thinking developing two, three or four internally consistent narratives (scenarios) on a 20-year planning time horizon, stress-testing strategy and decisions for robustness across the portfolio of scenarios

Competent (2)

Six or eight of the following aspects done proficiently:
Grounding scenario is the concerns of decision makers, ranking key driving forces (KDFs), rigorous systemic analysis, challenging assumptions, stretching thinking developing two, three or four internally consistent narratives (scenarios) on a 20-year planning time horizon, stress-testing strategy and decisions for robustness across the portfolio of scenarios

Advanced (3)

All of the following aspects done proficiently:
Grounding scenario is the concerns of decision makers, ranking key driving forces (KDFs), rigorous systemic analysis, challenging assumptions, stretching thinking developing two, three or four internally consistent narratives (scenarios) on a 20-year planning time horizon, stress-testing strategy and decisions for robustness across the portfolio of scenarios, multimedia dissemination and embedding of scenario narratives, multigenerational deployment of scenario-based strategy

Code:

Ab

General description:

Building Strategy and Alignment (BSA)

Level:

 

None (0)

 

Basic (1)

Goal setting in intact teams in alignment with strategic organisational priorities

Competent (2)

Goal setting in intact teams by determining desired results, purpose and strategic priorities, proto-scenarios, and rich, robust action plans in alignment with strategic organisational priorities

Advanced (3)

Goal setting in intact teams by determining desired results, purpose and strategic priorities, proto-scenarios, and rich, robust action plans to embed all action plans in individual jobs in alignment with strategic organisational priorities

Code:

Ac

General description:

Business Model Knowledge (BMD)

Level:

 

None (0)

 

Basic (1)

Basic overview of BMD as a system and an ability to identify critical components. Systems loops and links for limits to success. Mapping causal relationships, identifying distinctive competency, competitive advantage, new entrants, offerings, competitor dynamics

Competent (2)

Proficient in causal loop diagrams, mapping causal relationships, challenging thinking for distinctiveness, cost leadership, channel management, new entrants, offerings and competitor dynamics

Advanced (3)

Skilled in causal loop diagramming. Challenge creatively. Think about distinctive competency, product differentiation, cost leadership, channel management, new entrants, offerings and competitor dynamics, stress-testing across scenarios for robustness

Code:

Ad

General description:

Conversation Quality and Engagement (CQE)

Level:

 

None (0)

 

Basic (1)

Can conduct a necessary interactive one-on-one or one-on-many conversation responding to the thread and direction of the conversation to build a relationship and to develop trust and openness

Competent (2)

Facilitates a conversation in groups to level I skills (CIL checklist). Using ‘I’ statements balancing advocacy and inquiry. Intervenes effectively to correct imbalances

Advanced (3)

Facilitates a conversation with large groups to a Level II skills level (CIL checklist). Models taking a stand and intervenes, “in the moment”, with dysfunctional conversations to produce individual and collective learning

Code:

Ae

General description:

Leadership for Results (LfR)

Level:

 

None (0)

 

Basic (1)

Taking a stand for the delivery of specifically agreed results

Competent (2)

Taking a stand for the organisational purpose, desired results, strategic priorities and delivery of specifically agreed team and individual results in terms of governing values of the organisation. Holding that stand until the system aligns with that stand

Advanced (3)

Taking a stand for the organisational purpose, desired results, strategic priorities and delivery of specifically agreed team and individual results in terms of governing values of the organisation. Holding that stand in a non anxious manner while staying in touch with the system using skilful conversation until the system aligns with that stand

Code:

Af

General description:

Managing Accountability and Performance (MAP)

Level:

 

None (0)

 

Basic (1)

Role clarity, using purpose and deliverable results, and competency development, performance assessment processes

Competent (2)

Role clarification using purpose, deliverable results, performance standards (evidence), conversational skills to Level I (see CIL checklist). Linkage to strategy, rewards, recognition and seen to be fair

Advanced (3)

Role clarification linked to strategy, priorities and plans, robust across scenarios. Competency development using personal development planning (PDP), conversation skills to Level II (CIL checklist) motivation and related theory. Seen and felt to be fair by members of the organisation

Code:

Ag

General description:

Systems Thinking for Sustainable Leadership and Transformation (STSLT)

Level:

 

None (0)

 

Basic (1)

Using the iceberg analogy to observe events-level information, patterns of behaviour over time below the waterline and structural causal relationships which hold patterns in place. Seeing interconnections and unintended outcomes. Boundaries, simple cause and effect relationships between two or more key variables

Competent (2)

Thinks and intervenes in a systemic way. Pinpoints capacity limits, unintended consequences and high leverage areas for interventions. Maps complex systems using more than one systems-based technique

Advanced (3)

Practises a systems worldview which is the leading guide in use for learning and contributing. Can map complex structures using causal loops, systems archetypes and can use other recognised techniques as well, such as influence diagrams and soft systems methodology (SSM)

Code:

Ah

General description:

Organisational Change and Renewal (OCR)

Level:

 

None (0)

 

Basic (1)

Feedback creates a sense of urgency for individual and organisational behaviour change

Competent (2)

Organisational infrastructure in a stakeholder forum enables data gathering, structuring, feedback and joint action planning for specific, strategic areas of inquiry and renewal for the organisation, intact teams and individuals

Advanced (3)

Organisational infrastructure in a stakeholder forum enables a strategic conversation for the prioritisation of high leverage areas, data gathering, structuring, feedback and joint action planning for specific, strategic areas of inquiry and renewal for the organisation, intact teams and individuals. Partnering to enhance organisational capability with capacity building in key strategy enabling competencies

Code:

Ai

General description:

Strategic Partnering (SP)

Level:

 

None (0)

 

Basic (1)

Partnering to enhance capability by supplementing key competencies which provide a competitive advantage

Competent (2)

Partnering to improve the capability for achieving strategic goals including disciplined, diligent, joint management of partnerships to achieve strategic results as agreed

Advanced (3)

Partnering to enhance capability for achieving strategic goals including diligent joint management of partnerships to achieve strategic results as agreed that are robust across the various scenarios

Code:

Aj

General description:

Building a service culture (BSC)

Level:

 

None (0)

 

Basic (1)

Routine goal setting and rigorous review of delivered results as agreed

Competent (2)

Embedded routines of goal setting and rigorous review with the organisation as a whole, within divisions, teams and between individuals in alignment with the organisational Purpose

Advanced (3)

Embedded routines of goal setting and rigorous review with the organisation as a whole, within divisions, teams and between individuals in alignment with the organisational purpose. Elimination of wastage and continuous improvement of total quality and productivity

Code:

Ak

General description:

Continuous improvement of total productivity and quality (TPQ)

Level:

 

None (0)

 

Basic (1)

Elimination of wastage and specification of jobs within teams, problem solving within teams to meet customer quality requirements

Competent (2)

Elimination of wastage and specification of jobs within teams, creative problem solving using proven techniques within teams to meet and exceed customer quality requirements

Advanced (3)

Elimination of wastage and specification of jobs within teams, creative problem solving using proven techniques within teams, benchmark against best practice to meet and exceed customer quality requirements

1.6    Determining capacity-building priorities

Learning priorities:

Priority

Individual priorities

Organisational priorities

1.

  

2.

  

3.

  

Also see www.cil.net for descriptions of offerings available.

Contact Centre for Innovative Leadership (CIL) at info@CIL.net