PM’s Compendium of Executive Leadership Roles, Actions and Activities

PM Roles / PM Actions / PM’s Necessary Product or Outcome / Activities / Amplifying Steps and Guidance
EL 1 Foundational Competencies: These competencies are the foundation for success in each of the core competencies. / 1.1 Interpersonal Skills
1.1.1 Develops and maintains effective working relationships, especially in difficult situations by treating others with courtesy, sensitivity, and respect. / 1.1.1.1 XXXXXXXX.
1.1.1.2xxxxxxxxx.
1.1.1.3xxxxxxxx. / Steps:
  1. Xxxxx.
  2. xxxxxxx.
  3. Xxxxxxxxx.
References:
  • DODI xxxx.xx, Enclosure x

1.1.2 Exemplifies professionalism, tact and empathy to build trust and commitment.
1.2 Integrity/Honesty
1.2.1 Behave in an honest, fair, and ethical manner. Show consistency in words and actions. Model high standards of ethics and nurtures ethical behavior in the organization
1.3 Communicate Effectively
1.3.1 Plan for dissemination of information both internally and externally with emphasis on ensuring all working groups, project oriented teams, IPPTs, PM Staff and several layers of contractor/sub-contractor employees have comprehensive macro view of the program priorities
1.3.2 Write in a clear, concise, organized, and convincing manner for the intended audience.
1.3.3 Make clear and convincing oral presentations. Listen effectively; clarifies information as needed.
1.4 Continual Learning
1.4.1 Assess and recognizes own strengths and weaknesses; pursues self-development.
1.4.2Share & communicate lessons learned. Explain how process improvements at the macro level translate into improved operational effectiveness
1.4.3 Pursues chances to stretch skills to further professional growth to include using challenges as opportunities to improve and become more effective.
1.5 Public Service Motivation
1.5.1 Demonstrate a commitment to serve the public. Ensure that personal actions align organizational objectives and practices with public interests.
1.6 Technical Credibility
1.6.1 Remains current with technology, tools, trends, and evolving practices in area of expertise.
1.6.2 Demonstrates skill in using job-relevant information systems and/or software applications, such as word processing, spreadsheets, automated research tools, database applications, and the Internet.
EL2 Leading Change: Ability to bring about strategic change, both within and outside the organization, to meet organizational goals. Inherent to this competency is the ability to establish an organizational vision and to implement it in a continuously changing and highly ambiguous environment. Balances change with continuity and addresses resistance. / 2.1 Creativity and Innovation
2.1.1 Develop new insights into situations; questions conventional approaches; encourages new ideas and innovations; design and implement new or cutting edge programs/processes
2.1.2 Manage effective team meetings that include brainstorming, conflict resolution, negotiation, problem solving, communication, collaboration and team member integration
2.2 Vision
2.2.1Develop a long-term view and build a shared vision with others; act as a catalyst for organizational change. Influence others to translate vision into action
2.3 Flexibility
2.3.1 Evaluates changing conditions and new information as a matter of practice.
2.3.2Adapt behavior and work methods in response to new information, changing conditions, or unexpected obstacles; and effectively deals with pressure and ambiguity that can occur in the DoD acquisition environment
2.4 Resilience
2.4.1 Demonstrate effective skills in handling pressure; remains optimistic and persistent, even under adversity.
2.4.2 Anticipates changes, recovers quickly from setbacks and learns from mistakes.
EL3 Leading People: Ability to lead and inspire a multi-sector group [not only employees (civilian and military), but also other government agency personnel at the federal, state and local levels, as well as contractors and grantees] toward meeting the organization's vision, mission, and goals. Inherent to this competency is the ability to provide an inclusive workplace that fosters the motivation and development of others, facilitates effective delegation, empowerment, personal sacrifice and risk for the good of the mission, as well as trust, confidence, cooperation and teamwork, and supports constructive resolution of conflicts. / 3.1 Conflict Management
3.1.1 Employs creative tension and differences of opinion. Anticipates and takes steps to prevent counter-productive confrontations. Manages and resolves conflicts and disagreements in a constructive manner
3.2 Leveraging Diversity
3.2.1 Design and operate an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization.
3.2.2 Examines biases and seeks insights to avoid stereotypical responses and behavior.
3.3 Developing Others
3.3.1 Develops the ability of others through coaching to perform and contribute to the organization by providing ongoing feedback and by providing opportunities to learn through formal and informal methods, including applying and encouraging a joint perspective.
3.4 Team Building
3.4.1 Foster team commitment, pride, and trust. Facilitate cooperation and motivate team members to accomplish group goals
EL4 Results Driven: Ability to meet organizational goals and customer expectations. Inherent to this competency is stewardship of resources, the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks. / 4.1 Accountability
4.1.1 Holds self and others accountable for measurable high-quality, timely, and cost-effective results by monitoring progress and evaluates outcomes to improve organizational efficiency and effectiveness.
4.1.2 Fosters and ensures an environment that administers all resources in a manner that instills public trust while accomplishing the mission.
4.2 Decisiveness
4.2.1 Makes well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences; perceive the impact and implications of decisions
4.2.2 Analyzes critically, synthesizing patterns among diverse systems, gauges unintended consequences prior to making decisions.
4.2.3 Uses sound judgment to simultaneously integrate and weigh situational constraints, risks and rewards.
4.3 Entrepreneurship
4.3.1 Position the organization for future success by identifying new opportunities, improving products or services.
4.3.2 Takes calculated risks to accomplish organizational objectives
4.3.3 Compose appropriate metrics to obtain feedback and implement process improvements
4.3.4 Execute process improvement methods to eliminate time, economic, and product waste
4.4 Customer Service
4.4.1 Anticipates and meets the needs of both internal and external customers by delivering high quality products and services
4.5 Problem Solving
4.5.1 Ability to conduct an evaluation of a program to identify, analyze, and create solutions for problems
4.5.2 Distinguish between relevant and irrelevant information to make logical judgments
4.5.3 Implement an appropriate corrective action plan within program resources.
EL5 Building Coalitions: Ability to build coalitions by influencing and partnering to achieve common goals. / 5.1 Influencing/Negotiating
5.1.1 Establishes and maintains relationships with key individuals/groups
5.1.2 Understands what motivates others to reach consensus
5.1.3 Gains cooperation from others to obtain information, find solutions, and accomplish goals.
5.2 Partnering
5.2.1 Develops networks and builds alliances
5.2.2 Collaborates across boundaries to build strategic relationships and achieve common goals.

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As of: Aug 2016