UM

LEADS
University of Minnesota
Leadership Effectiveness And Development Strategies

Leadership
Competency
Model
Level: Senior Leader II
1

SENIOR LEADER II Leadership Competency Model

Overview of Competencies with Definitions and Behavioral Descriptors

STRATEGIC LEADERSHIP
Operates Strategically
Aligns initiatives with the strategic priorities of the University; determines objectives and priorities;
integrates information from a variety of sources to evaluate alternatives; adheres to defined principles
when making decisions.

Defines and articulates a clear vision and priorities.

Aligns the strategic priorities of the unit with the direction and strategic priorities of the broader
organization.
Understands and predicts trends that may impact the University and the unit.
Clarifies issues despite layers of complexity and ambiguous information.
Makes decisions using appropriate data.

Exhibits Financial Acumen

Practices good stewardship of University resources; understands the meaning and implications of key
financial indicators; uses financial analysis to evaluate opportunities; manages budgets.

Understands the University budget framework, financial systems, and processes.

Anticipates and addresses the impact of key financial decisions.
Ensures financial decisions are consistent with University policies and priorities.
Secures and allocates resources in alignment with strategic priorities.
Develops alternate sources of funding (e.g., grants and collaborative partnerships).
Shares rationale for budget and financial decisions with stakeholders in a transparent way.

Demonstrates Organizational Savvy

Understands the context of issues and dilemmas; is attuned to organizational politics; skillfully navigates
University cultures; knows when to challenge "the way it has always been done."

Understands unique dynamics and cultures when working across units and enterprise-wide.
Adapts appropriately to the realities and constraints of the University.
Utilizes knowledge of the University strategic direction to interact with external constituencies.
Builds a broad base of support among key decision makers.
Recognizes which battles are worth fighting and when it is time to compromise.

Leverages Diversity and Differences

Ensures that strategies and systems are in place to optimize diverse talent; leads by example in encouraging
others to foster diversity goals, values, and practices.

Capitalizes on diversity and differences to achieve strategic goals.

Fosters a climate of respect and inclusion.
Develops strategies that integrate equity and diversity into the mission, vision, and strategic goals.
Seeks and attracts diverse thoughts and perspectives.

Applies Functional Expertise

Knows the business of the unit; accesses functional and technical knowledge to make key decisions; is aware
of current trends; is sought out as an expert in the field.

Maintains a leadership presence in the broader field by remaining abreast of cutting edge issues
and innovations.
Applies the appropriate knowledge, information, and expertise in making decisions and addressing
critical issues.
Mentors others by teaching, demonstrating, and explaining skills and concepts.
Provides advice and counsel to internal and external organizations in areas of expertise.

RESULTS LEADERSHIP
Manages Execution
Anticipates change; conveys clear priorities; addresses barriers, takes action, and ensures accountability.

Ensures broad strategies are translated into specific objectives, metrics, and action plans.
Balances multiple priorities and initiatives while achieving day-to-day results.
Sets clear expectations and holds self and others accountable for results.
Delegates responsibility and authority to the appropriate staff.
Monitors and tracks progress of key initiatives.
Takes action to resolve issues or conflicts when they arise.

Demonstrates Adaptability
Adjusts to new situations; solves problems effectively; creates an environment where others can do the
same.

Creates an environment that encourages innovation and appropriate risk-taking.

Rises to the challenge of new demands, constraints, and shifting priorities.
Operates effectively in crisis situations and unanticipated events.
Solves problems despite ambiguity, lack of structure, or incomplete information.

PEOPLE LEADERSHIP
Listens and Communicates Effectively
Shares information openly; conveys messages through verbal and written communication; actively listens
and incorporates input from others.

Promotes a free flow of information throughout the organization.

Translates information and frames messages for the audience.
Tailors communication style to the audience.
Communicates the value of the unit so it is regarded as a critical resource for the University.
Listens attentively and with empathy to concerns expressed by others.
Ensures reports, documentation, and other written information are thorough and complete.

Develops Relationships and Fosters Collaboration

Invests time in relationships; cultivates an active network of relationships inside and outside the unit;
fosters collaboration and teamwork by being inclusive, supportive, cooperative, and sharing power.

Promotes a culture of collaboration and teamwork.

Cultivates networks and partnerships inside and outside of the University.
Connects people and groups with common goals and interests.
Builds consensus among multiple stakeholders with opposing viewpoints on critical issues.
Maintains positive relationships even under difficult circumstances or when there is disagreement.

Builds Talent
Attracts and retains high caliber staff; supports a development culture; empowers others; manages
performance.

Leads and manages a workplace that optimizes the talents of each person.
Attracts and hires key individuals with the critical capabilities needed by the organization.
Establishes and promotes systems and processes that recognize strong performance and enhance
development.
Develops successors and talent pools to ensure availability of future talent.
Addresses and corrects performance issues.

PERSONAL LEADERSHIP
Establishes Trust
Models values that result in trusting relationships; honors commitments to others; is perceived to be fair;
balances transparency and keeping confidences.

Exhibits high levels of integrity.

Delivers consistently on commitments.
Operates in a transparent, open, and ethical manner.
Demonstrates consistency between words and actions.
Respects personal confidences and sensitive information.
Credits others for their contributions and accomplishments.

Displays Self-Awareness
Attuned to the humanity of the job; understands impact of own behavior; considers and responds
appropriately to the needs and feelings of others.

Exhibits an awareness of one's own capabilities and addresses development needs.

Demonstrates courage (e.g., says no when necessary, names problems, stands alone).
Accepts responsibility for one's actions.
Balances humility and self-assurance.
Admits mistakes, misjudgment, and uncertainty.
Receives feedback constructively and acts on it when appropriate.

SENIOR LEADER II - Leadership Competency Model

Competencies, Behavioral Descriptors and Behavioral Anchors

STRATEGIC LEADERSHIP
Operates Strategically
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Defines and articulates a clear vision and priorities.

Does not define a vision and
priorities that is clear and/or
does not share it with others.

Defines and articulates a clear

vision and priorities.

Creates a clear, shared vision and

set priorities that balance shortterm needs with long-term plans.

Aligns the strategic priorities of the unit with the direction and strategic priorities of the broader
organization.
Pursues priorities within own
area with little consideration of
their fit with strategic priorities
of the broader organization.

Aligns the strategic priorities of

the unit with the direction and
strategic priorities of the broader
organization.

Fully aligns and integrates the

strategic priorities of own area
with the broader direction and
strategic priorities;
communicates the rationale.

Understands and predicts trends that may impact the University and the unit.
Displays limited awareness of
key external developments and
trends that are likely to have
impact.

Understands and predicts trends

that may impact the University
and the unit.

Proactively prepares for key

developments and trends that
are likely to impact the University
and unit; accurately assesses
opportunities and threats.

Clarifies issues despite layers of complexity and ambiguous information.

Defines complex issues too
broadly or too narrowly;
misses some important
elements.

Clarifies issues despite layers of

complexity and ambiguous
information.

Defines and clarifies complex

issues despite incomplete or
ambiguous information and
addresses all critical elements;
frames issues so others can
understand.

Makes decisions using appropriate data.

Makes decisions without
gathering available data.

Makes decisions using

appropriate data.

Makes decisions after critically

evaluating the right data.

STRATEGIC LEADERSHIP
Exhibits Financial Acumen
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Understands the University budget framework, financial systems, and processes.

Demonstrates a lack of
understanding of the Universitys
budget and its financial systems
and processes.

Understands the University

budget framework, financial
systems, and processes.

Stays current with the

Universitys budget and its
financial systems and processes;
integrates information as
appropriate.

Anticipates and addresses the impact of key financial decisions.

Rarely discusses or considers the
impact of key financial decisions
on stakeholders.

Anticipates and addresses the

impact of key financial decisions.

Reliably anticipates and

proactively addresses the impact
of key financial decisions on
multiple stakeholders.

Ensures financial decisions are consistent with University policies and priorities.
Infrequently considers University
policies and priorities when
making financial decisions.

Ensures financial decisions are

consistent with University
policies and priorities.

Uses a thorough understanding

of University policies and
priorities when making financial
decisions.

Secures and allocates resources in alignment with strategic priorities.

Sometimes fails to secure
needed resources; allocates
resources not in alignment with
strategic priorities.

Secures and allocates resources

in alignment with strategic
priorities.

Consistently secures resources

for strategic initiatives; carefully
matches the resources to the
priorities.

Develops alternate sources of funding (for example, grants and collaborative partnerships).
Frequently relies on standard
approaches to funding initiatives.

Develops alternate sources of

funding (e.g., grants and
collaborative partnerships).

Skillfully identifies and develops

new funding streams; pieces
together funding from multiple
sources.

Shares rationale for budget and financial decisions with stakeholders in a transparent way.
Keeps information about
financial decisions to self or a
small cadre of confidantes.

Shares rationale for budget and

financial decisions with
stakeholders in a transparent
way.

Consistently conveys a clear

rationale for financial decisions in
a way that is easily understood
by stakeholders.

STRATEGIC LEADERSHIP
Demonstrates Organizational Savvy
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Understands unique dynamics and cultures when working across units and enterprise-wide.
Seems unaware of cultural
dynamics.

Understands unique dynamics

and cultures when working
across units and enterprise-wide.

Demonstrates a thorough
understanding of unique cultural
dynamics; identifies and
implements effective strategies
to work across units and
enterprise-wide.

Adapts appropriately to the political realities and constraints of the University.

Pays little attention to political
realities and constraints.

Adapts appropriately to the

political realities and constraints
of the University.

Leverages political realities to the

benefit of the organization;
recognizes critical realities and
constraints in order to move
issues forward.

Utilizes knowledge of the University strategic direction to interact with external constituencie
Misses opportunities to convey
and position the Universitys
strategic direction; fails to
connect with external
constituencies.

Utilizes knowledge of the

Universitys strategic direction to
interact with external
constituencies.

Employs a deep understanding of

the Universitys strategic
direction to optimize working
relationships with external
constituencies.

Builds a broad base of support among key decision makers.

Gains limited or insufficient
support from key decision
makers and influencers.

Builds a broad base of support

among key decision makers.

Effectively influences key

decision makers; develops
strategies to capitalize on a
broad base of support.

Recognizes which battles are worth fighting and when it is time to compromise.
Displays little open-mindedness;
fails to recognize opportunities
to compromise.

Recognizes which battles are

worth fighting and when it is
time to compromise.

Wisely evaluates issues and

priorities to determine
investment of time and energy;
judiciously compromises.

STRATEGIC LEADERSHIP
Leverages Diversity and Differences
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Capitalizes on diversity and differences to achieve strategic goals.

Insufficiently capitalizes on
diversity and differences to
achieve strategic goals.

Capitalizes on diversity and

differences to achieve strategic
goals.

Ensures that the organization

effectively capitalizes on diversity
and differences to achieve
strategic goals.

Fosters a climate of respect and inclusion.

Does little to create or maintain a
climate that makes all people
feel respected and included.

Fosters a climate of respect and

inclusion.

Works diligently to reinforce the

principles that all people should
be respected and workplaces
should be inclusive.

Develops strategies that integrate equity and diversity into the mission, vision, and strategic
goals.
Demonstrates a lack of
commitment to the integration
of equity and diversity initiatives
into the mission, vision, and
strategic goals.

Develops strategies that

integrate equity and diversity
into the mission, vision, and
strategic goals.

Creates a culture where equity

and diversity are integrated into
the mission, vision, and strategic
goals and reflected in daily work.

Seeks and attracts diverse thoughts and perspectives.

Inconsistently looks for diverse
thoughts and perspectives.

Seeks and attracts diverse

thoughts and perspectives.

Intentionally seeks diverse ideas

and opinions and serves as a
magnet for them.

STRATEGIC LEADERSHIP
Applies Functional Expertise
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Maintains a leadership presence in the broader field by remaining abreast of cutting edge
issues and innovations.
Takes limited action to remain
abreast of or anticipate trends
within the field.

Maintains a leadership presence

in the broader field by remaining
abreast of cutting edge issues
and innovations in the field.

Recognizes and actively pursues

leadership opportunities to
advance the broader field.

Applies the appropriate knowledge, information, and expertise in making decisions and
addressing critical issues.
Applies limited knowledge,
information, or expertise in
making decisions and addressing
critical issues.

Applies the appropriate

knowledge, information, and
expertise in making decisions and
addressing critical issues.

Expertly applies broad and deep

knowledge gained from
experience to make decisions
and address critical issues.

Mentors others by teaching, demonstrating, and explaining skills and concepts.

Makes little effort or misses
opportunities to mentor others.

Mentors others by teaching,

demonstrating, and explaining
skills and concepts.

Seeks out opportunities to

mentor others by sharing
expertise and demonstrating its
application to the organization.

Provides advice and counsel to internal and external organizations in areas of expertise.
Reveals limited insight and
proficiency in the field.

Provides advice and counsel to

internal and external
organizations in areas of
expertise.

10

Defines and articulates clear and

meaningful recommendations to
internal and external
organizations; provides credible,
expert advice and counsel.

RESULTS LEADERSHIP
Manages Execution
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Ensures broad strategies are translated into specific objectives, metrics, and action plans.
Inconsistently translates broad
strategies into specific objectives,
metrics, and action plans.

Ensures broad strategies are

translated into specific
objectives, metrics, and action
plans.

Ensures that broad strategies are

integrated, coordinated, aligned,
and translated into specific
objectives, metrics, and action
plans.

Balances multiple priorities and initiatives while achieving day-to-day results.

Demonstrates difficulty in
balancing multiple priorities and
initiatives with achieving day-today results.

Balances multiple priorities and

initiatives while achieving day-today results.

Pursues multiple priorities and

effectively balances time,
resources, and results; takes
appropriate action to move key
initiatives forward while
maintaining operating
effectiveness.

Sets clear expectations and holds self and others accountable for results.
Sometimes conveys unclear
expectations; does not hold self
and others accountable; accepts
substandard results.

Sets clear expectations and holds

self and others accountable for
results.

Fully communicates expectations

for self and others, verifies
understanding, and ensures
accountability.

Delegates responsibility and authority to the appropriate staff.

Delegates few assignments; stays
overly involved in tasks or makes
poor use of others skills.

Delegates responsibility and

authority to the appropriate
staff.

Delegates significant
responsibility and authority to
appropriate staff, empowering
others to make substantive
contributions; efficiently utilizes
available resources.

Monitors and tracks progress of key initiatives.

Seldom pays attention to the
progress of key initiatives or
goals.

Monitors and tracks progress of

key initiatives.

11

Regularly monitors the progress

of key initiatives and goals;
redirects efforts when goals
change or are not met.

Takes action to resolve issues or conflicts when they arise.

Inconsistently addresses issues or
conflict that may prevent work
from moving forward.

Takes action to resolve issues or

conflicts when they arise.

12

Decisively finds ways to resolve

issues or conflicts with the
appropriate sense of urgency;
models effective conflict
resolution.

RESULTS LEADERSHIP
Demonstrates Adaptability
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Creates an environment that encourages innovation and appropriate risk-taking.

Provides little support or
encouragement for others to
develop new ideas and
initiatives; discourages risktaking.

Creates an environment that

encourages innovation and
appropriate risk-taking.

Nurtures an environment that

challenges and encourages
others to generate breakthrough
ideas and initiatives.

Rises to the challenge of new demands, constraints, and shifting priorities.

Continues to follow the same
path despite new demands or
shifting priorities.

Rises to the challenge of new

demands, constraints, and
shifting priorities.

Responds nimbly and

constructively to new demands,
constraints, and shifting
priorities; addresses obstacles
and develops novel solutions for
handling problems.

Operates effectively in crisis situations and unanticipated events.

Operates erratically when faced
with crisis situations and
unanticipated events; unable to
make clear decisions for self or
others.

Operates effectively in crisis

situations and unanticipated
events.

Acts as a settling influence in

crisis situations and
unanticipated events; refocuses
own and others efforts, and
provides direction.

Solves problems despite ambiguity, lack of structure, or incomplete information.

Becomes confused, disorganized,
and/or ineffective when faced
with ambiguous situations,
uncertain structure, or
incomplete information.

Solves problems despite

ambiguity, lack of structure, or
incomplete information.

13

Proactively solves problems

during periods of ambiguity and
uncertainty; remains calm and
identifies the best course of
action.

PEOPLE LEADERSHIP
Listens and Communicates Effectively
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Promotes a free flow of information throughout the organization.

Discourages or hampers the flow
of information within some levels
of the organization and/or in
certain directions.

Promotes a free flow of

information throughout the
organization.

Actively and consistently

promotes a free flow of
information across all levels of
the organization and in all
directions.

Translates information and frames messages for the audience.

Struggles to make concepts and
information easily understood.

Translates information and

frames messages for the
audience.

Translates even complex

information into understandable,
meaningful, relevant language.

Tailors communication style to the audience.

Uses an inappropriate
communication style and level of
detail for the audience (e.g., too
much or too little detail).

Tailors communication style to

the audience.

Uses the most appropriate style,

level of detail, and type of
communication for the intended
audience.

Communicates the value of the unit so it is regarded as a critical resource for the University.
Communicates the value of the
unit in a minimally persuasive
manner.

Communicates the value of the

unit so it is regarded as a critical
resource for the University.

Presents an articulate, highly

persuasive, and compelling
rationale that supports the units
value to the University.

Listens attentively and with empathy to concerns expressed by others.

Demonstrates poor listening
skills; or fails to demonstrate
empathy.

Listens attentively and with

empathy to concerns expressed
by others.

Actively provides opportunities

to communicate; listens with
genuine interest and empathy.

Ensures reports, documentation, and other written information are thorough and complete.
Presents documentation and
reports that vaguely or
inaccurately convey information;
seldom makes important
editorial improvements.

Ensures reports, documentation,

and other written information
are thorough and complete.

14

Presents documents or reports

that clearly convey the
appropriate information;
provides insightful, sound, and
useful review of written
information.

PEOPLE LEADERSHIP
Develops Relationships and Fosters Collaboration
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Promotes a culture of collaboration and teamwork.

Seldom promotes or actively
impedes teamwork and
collaboration across boundaries.

Promotes a culture of
collaboration and teamwork.

Champions efforts that build a

culture of collaboration and
teamwork; builds bridges that
span organizational boundaries.

Cultivates networks and partnerships inside and outside of the University.

Shows little interest in relating
with others outside ones area.

Cultivates networks and

partnerships inside and outside
of the University.

Cultivates broad networks and

partnerships that create
synergies within and outside the
University.

Connects people and groups with common goals and interests.

Takes few steps toward helping
people build connections.

Connects people and groups with

common goals and interests.

Strategically connects people and

groups across functional,
cultural, and organizational
boundaries resulting in mutually
beneficial outcomes.

Builds consensus among multiple stakeholders with opposing viewpoints on critical issues.
Downplays or avoids discussions
of opposing viewpoints among
stakeholders; acts in ways that
interfere with having a
constructive dialogue.

Builds consensus among multiple

stakeholders with opposing
views on critical issues.

Proactively fosters dialogue

where opposing viewpoints
among multiple stakeholders can
be heard; facilitates agreement
about the best decision.

Maintains positive relationships even under difficult circumstances or when there is

disagreement.
Makes little effort to maintain
positive relationships under
difficult circumstances; avoids
disagreement or holds grudges.

Maintains positive relationships

even under difficult
circumstances or when there is
disagreement.

15

Consistently promotes positive

relationships even under difficult
circumstances or when there is
disagreement.

PEOPLE LEADERSHIP
Builds Talent
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Leads and manages a workplace that optimizes the talents of each person.
Ineffectively manages talent;
people are not able to employ
their best efforts to the benefit
of the organization.

Leads and manages a workplace

that optimizes the talents of each
person.

Leads and manages a workplace

that serves as a model for other
leaders by optimizing the
strengths of each person.

Attracts and hires key individuals with the critical capabilities needed by the
organization.
Hires candidates without
adequately assessing the
critical capabilities needed by the
organization.

Attracts and hires key individuals

with the critical capabilities
needed by the organization.

Builds reputation as an employer

of choice; uses highly successful
methods to attract and hire
key individuals with the critical
competencies needed by the
organization.

Establishes and promotes systems and processes that recognize strong performance and
enhance development.
Pays little attention to the role of
recognition and development in
reinforcing good organizational
outcomes.

Establishes and promotes

systems and processes that
recognize strong performance
and enhance development.

Creates a culture that employs

systems and processes to
recognize strong performance
and enhance development across
the organization.

Develops successors and talent pools to ensure availability of future talent.

Rarely considers future talent
needs or recognizes talent pools.

Develops successors and talent

pools to ensure availability of
future talent.

Ensures internal candidate pools

are developed; viable candidates
are available to fill most
openings.

Addresses and corrects performance issues.

Inconsistently addresses
performance issues; does not
take needed corrective action.

Addresses and corrects

performance issues.

16

Appropriately and consistently

addresses performance issues in
the best interest of both the
employee and the organization.

PERSONAL LEADERSHIP
Establishes Trust
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Exhibits high levels of integrity.

Fails to exhibit consistent
standards of personal integrity.

Exhibits high levels of integrity.

Models and inspires high

standards of integrity in personal
interactions and decision making.

Delivers consistently on commitments.

Shows a disregard for following
through on commitments.

Delivers consistently on
commitments.

Consistently delivers on even

difficult commitments,
demonstrating a strong sense of
accountability.

Operates in a transparent, open, and ethical manner.

Does not consistently operate in
a transparent, open, and ethical
manner.

Operates in a transparent, open,

and ethical manner.

Integrates transparency,
openness, and ethical standards
into daily habits; articulates
operating principles.

Demonstrates consistency between words and actions.

Demonstrates a lack of
consistency between words and
actions.

Demonstrates consistency
between words and actions.

Earns confidence through

modeling consistency between
words and actions.

Respects personal confidences and sensitive information.

Occasionally betrays confidences
and inappropriately shares
sensitive information.

Respects personal confidences

and sensitive information.

Establishes a workplace culture

that supports respect for
personal confidences and
sensitive information.

Credits others for their contributions and accomplishments.

Misses opportunities to
acknowledge and promote the
efforts of others; occasionally
fails to credit others for their part
in joint accomplishments.

Credits others for their

contributions and
accomplishments.

17

Enthusiastically gives credit

where credit is due; provides
visibility to others for their
successes and contributions.

PERSONAL LEADERSHIP
Displays Self-Awareness
Minimally Effective (1)

Effective (3)

Highly Effective (5)

Exhibits an awareness of ones own capabilities and addresses development needs.

Displays little insight into own
strengths and weaknesses.

Exhibits an awareness of ones

own capabilities and addresses
development needs.

Exhibits a keen awareness of own

strengths and development
needs; constantly strives to gain
additional insight.

Demonstrates courage (e.g., says no when necessary, names problems, stands alone).
Has trouble saying "no" to the
demands or recommendations of
others; refrains from voicing
opinions or concerns that may be
unpopular.

Demonstrates courage (e.g., says

no when necessary, names
problems, stands alone).

Demonstrates the courage to

stand one's ground and firmly
but constructively says what
needs to be said.

Accepts responsibility for one's actions.

Avoids responsibility for own
actions and their consequences
(e.g., deflects blame, resists
feedback).

Accepts responsibility for one's

actions.

Willingly and openly accepts

responsibility for own actions
and their consequences.

Balances humility and self-assurance.

Displays arrogance and/or lack of
confidence.

Balances humility and selfassurance.

Models the balance of humility

and self-assurance for others.

Admits mistakes, misjudgment, and uncertainty.

Reluctantly admits mistakes and
misjudgments and does not
openly admit uncertainty.

Admits mistakes, misjudgment,

and uncertainty.

Transparently admits mistakes;

sees them as learning
opportunities; admits uncertainty
when appropriate.

Receives feedback constructively and acts on it when appropriate.

Conveys a limited interest in
feedback and rarely acts on it
constructively when it is
received.

Receives feedback constructively

and acts on it when appropriate.

18

Actively seeks feedback, receives

it openly, and makes a concerted
effort to act on it.