1. State of California Draft Leadership Competency Model July 21, 2008 Pat Shannon Sherry Deng Preliminary Draft – Subject to Change

2. Today’s Objectives  Review high level findings from the Expert Resource Panels (Day 1 & 2) and High Performer Interviews  Provide overview of preliminary Leadership Competency Model  Gather your feedback on the Leadership Competency Model in breakout sessions

3. Processes Supporting the Development of Leadership Competency Model Expert Resource Panels (Day 1 & 2) High Performer Interviews (Part 1) Best Practices Review Existing Competency Models within State of CA Departments & Agencies Leadership Competency Model Expert Resource Panels (Day 3) Inputs - Preliminary Draft Model (Today’s Model) Additional Inputs to Validate Preliminary Draft Model Today High Performer Interviews (Part 2) Leadership Competency Survey

4. What We’ve Heard So Far: Challenges faced by State of CA Leaders Challenge Financial: Budgets are limited and departments must compete for scarce funds Human Capital: Systems are outdated and recruitment and retention issues are prevalent Knowledge Sharing: “Silos” make it difficult to work cross-functionally and share information Bureaucracy: Rules and red tape make it difficult for leaders and teams to work efficiently Operational vs. Strategic: “Fire drills” and immediate problems leave little time for strategic planning External Environment: Stakeholders’ expectations can be difficult to manage

6. What We’ve Heard So Far: Most Prevalent Competencies from Expert Resource Panels Thirteen competencies were identified during the Expert Resource Panels as being the most critical and most frequently demonstrated by State of CA leaders. 1. Communication 2. Decision Making 3. Ethics and Integrity 4. Personal Credibility 5. Team Leadership 6. Interpersonal Skills 7. Analytical Thinking 8. Planning and Organizing 9. Written Communication 10. Change Leadership 11. Vision and Strategic Thinking 12. Human Resource Management 13. Conflict Management = High Performer Interview

7. Preliminary Draft Competency Model Preliminary Draft – Subject to Change

9. Underlying Competency Model Elements Competency Clusters: Group of competencies Competencies: Set of behaviors that result in successful performance Behavioral Indicators: Specific skills and behaviors 1. 2. 3. Competency Model

15. 2. Promoting a Team Culture: Interpersonal Skills

16. 3. Promoting a Team Culture: Conflict Management

17. 4. Enabling Organizational Transformation: Change Leadership

18. 5. Enabling Organizational Transformation: Vision & Strategic Thinking

19. 6. Fostering Knowledge Sharing: Communication

20. 7. Fostering Knowledge Sharing: Written Communication

21. 8. Building Trust and Accountability: Ethics & Integrity

22. 9. Building Trust and Accountability: Personal Credibility

23. 10. Maximizing Performance and Results: Decision Making

24. 11. Maximizing Performance and Results: Analytical Thinking

25. 12. Maximizing Performance and Results: Planning & Organizing

26. 13. Maximizing Performance and Results: HR Management

27. Thank you! Q & A

28. Appendix Preliminary Draft – Subject to Change

29. Appendix: Competency Cluster Overview and Dictionary Definitions

30. Preliminary Draft Model: Competency Cluster Overview and Dictionary Definitions