Definition
Identifies and cultivates mutually beneficial associations
with key stakeholders to accomplish organizational goals and
objectives. Aware of and manages organizational
relationships to accomplish the organizational mission and
goals.
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Behavioral Descriptions
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Proficiency Level 5
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Manages
collaborative partnerships.
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Generates partnering approaches that
produce significant strategic advantages to both
parties.
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Effectively develops ways to simplify
or add value to shared work.
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Recognizes the ongoing organizational behavior and
addresses the underlying strategic problems,
opportunities or political forces affecting the agency.
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Gains
acceptance on key issues.
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Encourages
others to take action when appropriate.
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Proficiency Level 4
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Structures
strategic networks to ensure mutual benefit.
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Develops partnerships across
organizational boundaries.
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Develops an advanced knowledge of
partner’s business strategies and needs.
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Proposes and discusses a range of
partnering approaches, and facilitates cooperation.
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Utilizes ongoing power and political
relationships within the organization alliances.
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Aware of rivalries that have an
impact on critical projects or goals.
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Anticipates the impact of situations
on the agency players.
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Proficiency Level 3
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Develops and manages local network.
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Develops and applies consistent
criteria in selecting partners.
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Strives to move others to work toward
mutual goals.
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Demonstrates an awareness of
organizational climate and culture and uses it
effectively in order to achieve desired outcomes.
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Wins support from others.
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Partners with others to achieve
goals.
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Proficiency Level 2
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Builds rapport at some levels.
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Learns
about partners/stakeholders critical to own role in
organization.
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Shows respect for and interest in others but does not
pursues higher level of commitment or responsibility.
Can Identify some decision makers and influential
individuals of the organization.
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At times will apply knowledge of key individuals and
players to get things done.
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Proficiency Level 1
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Rarely goes outside of the work unit
or organization to coordinate activities with others.
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Infrequently or poorly communicates
with other areas or departments.
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Focuses on own internal function
rather than looking at the interfaces that surround the
function.
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Often does not follow through on
commitments to other areas or units.
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Does little to maintain or strengthen
existing work relationships with subordinates, peers, or
management.
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Does not look for or recognize
opportunities to develop relationships within or outside
the organization.
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Suggested Activities for Development
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Recommended Courses
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Additional Resource
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Content under development.
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Behavioral-Based Interviewing Questions
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