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DEVELOPS COALITIONS

The Develops Coalition domain focuses on themes related to building partnerships and networks, demonstrating commitment to customers, mobilizing knowledge, and navigating socio-political environments. The term 'customer' includes all those who receive services from the health care system which may include patients, residents, and clients; families and the community; as well as staff, physicians, students and volunteers.

Behaviours that you scored between 1 and 3 appear to be actions that you rarely demonstrate as a leader in your work environment. You’ll want to identify those behaviours that are particularly important in your current role and consider how best to strengthen your capability in those areas. Seeking out a coach, role model, and/or mentor may be particularly useful. Other options might include:

  • Expanding your network of key contacts (internal and external to your organization) to enhance the sharing of information and expertise.
  • More actively involving customers in service improvements including seeking out their feedback and monitoring satisfaction.
  • Encouraging staff to incorporate more evidence-based information in their problem solving and decision-making activities.
  • Staying more informed about emerging trends and issues (social & political) that may have implications for you and your work unit.

DEVELOPS COALITIONS

The Develops Coalition domain focuses on themes related to building partnerships and networks, demonstrating commitment to customers, mobilizing knowledge, and navigating socio-political environments. The term 'customer' includes all those who receive services from the health care system which may include patients, residents, and clients; families and the community; as well as staff, physicians, students and volunteers.

Behaviours that you scored 4 or 5 are areas that you demonstrate on fairly regular basis as a leader in your work environment. Because the frequency of these behaviours is less than it could be, you may want to identify ways you to strengthen your proficiency. Options might include:

  • Actively seeking opportunities to work collaboratively with others on initiatives and projects that span work teams, units or organizations.
  • Encouraging staff to take a more active inter-professional team-based approach to the identification and resolution of customer concerns and issues.
  • Establishing forums for the regular sharing of best practice information and relevant research with colleagues across your organization.
  • Actively supporting staff in dealing with challenging stakeholders and resolving conflict that may arise during interactions.

DEVELOPS COALITIONS

The Develops Coalition domain focuses on themes related to building partnerships and networks, demonstrating commitment to customers, mobilizing knowledge, and navigating socio-political environments. The term 'customer' includes all those who receive services from the health care system which may include patients, residents, and clients; families and the community; as well as staff, physicians, students and volunteers.

Behaviours that you scored 6 or 7 are ones that you frequently demonstrate in your work environment You believe these are personal strengths and that you're comfortable using them as a leader. You’ll want to consider how you can coach and mentor others in your organization to develop these key behaviours and how you might seek to apply your strengths as you take on new roles, stretch assignments, or special projects. Options might include:

  • Assisting staff in your organization build relationships with key external contacts who can help advance their objectives.
  • Coaching other leaders within your organization on the latest customer service methods and practices.
  • Helping others source and incorporate benchmark research and best practices information into their work.
  • Sharing insights with colleagues regarding social and political developments that create both opportunities and challenges for their area of responsibility as well as for your organization as a whole.

ENGAGES OTHERS

The ENGAGES OTHERS domain focuses on themes related to the development of others, creation of a healthy organization, communicating effectively, and building effective teams.

Behaviours that you scored between 1 and 3 appear to be actions that you rarely demonstrate as a leader in your work environment. You’ll want to identify those behaviours that are particularly important in your current role and consider how best to strengthen your capability in those areas. Seeking out a coach, role model, and/or mentor may be particularly useful. Other options might include:

  • Actively helping staff access appropriate information and needed resources for professional development and engaging them in projects that challenge their skills and abilities.
  • Readily acknowledging the successful performance of others and encouraging staff to celebrate team successes.
  • Clearly demonstrating respect for the opinions of others even if they are different from your own.
  • Helping teams establish clearly defined goals and measures of success as well as methods to effectively manage disagreement/conflict.

ENGAGES OTHERS

The ENGAGES OTHERS domain focuses on themes related to the development of others, creation of a healthy organization, communicating effectively, and building effective teams.

Behaviours that you scored 4 or 5, are areas that you demonstrate on fairly regular basis as a leader in your work environment. Because the frequency of these behaviours is less than it could be, you may want to identify ways you to strengthen your proficiency. Options might include:

  • Coaching staff to develop meaningful career plans that can be used to guide their future learning and development
  • Actively suggesting alternative policies or practices that strengthen safety and health in the workplace.
  • Adjusting your communication style based on your target audience and situation.
  • Sharing decision-making with your team on a more frequent basis rather than taking the leadership role yourself.

ENGAGES OTHERS

The ENGAGES OTHERS domain focuses on themes related to the development of others, creation of a healthy organization, communicating effectively, and building effective teams.

Behaviours that you scored 6 or 7, are ones that you frequently demonstrate in your work environment. You believe these are personal strengths and that you’re comfortable using them as a leader. You’ll want to consider how you can coach and mentor others in your organization to develop these key behaviours and how you might seek to apply your strengths as you take on new roles, stretch assignments, or special projects. Options might include:

  • Providing leadership regarding succession planning strategies and approaches for your organization.
  • Securing additional resources, from external funding agencies, to support staff training and development.
  • Coaching others in effective communication skills, including active listening, giving and receiving feedback, and making presentations.
  • Developing additional skills in facilitating group planning, problem-solving, and decision-making.

ACHIEVES RESULTS

The Achieves Results domain focuses on themes related to setting direction, aligning decisions with vision & values, taking action and evaluating results.

Behaviours that you scored between 1 and 3 appear to be actions that you rarely demonstrate as a leader in your work environment You'll want to identify those behaviours that are particularly important in your current role and consider how best to strengthen your capability in those areas. Seeking out a coach, role model, and/or mentor may be particularly useful. Other options might include:

  • Establishing clear objectives and measures of success for your work-unit.
  • Actively working with your team to ensure that their roles, responsibilities, and work support your organization's vision and direction.
  • Ensuring that you meet established objectives, for yourself and your team, within designated timeframes.
  • Using recognized methods to evaluate actual results against expected outcomes at the individual and work-unit level.

ACHIEVES RESULTS

The Achieves Results domain focuses on themes related to setting direction, aligning decisions with vision & values, taking action and evaluating results.

Behaviours that you scored 4 or 5 are areas that you demonstrate on fairly regular basis as a leader in your work environment. Because the frequency of these behaviours is less than it could be, you may want to identify ways you to strengthen your proficiency. Options might include:

  • Demonstrating more active support for your organization’s vision, mission and values while balancing the reality of day-to-day operations.
  • Incorporating more evidence-based information in your problem-solving and decision-making activities.
  • Encouraging staff to take a more active approach to achieving individual and team objectives and monitoring of performance on an ongoing basis.
  • Engaging staff and stakeholders in the evaluation of results and clearly demonstrating personal accountability for both successes and shortcomings.

ACHIEVES RESULTS

The Achieves Results domain focuses on themes related to setting direction, aligning decisions with vision & values, taking action and evaluating results.

Behaviours that you scored 6 or 7 are ones that you frequently demonstrate in your work environment You believe these are personal strengths and that you’re comfortable using them as a leader. You’ll want to consider how you can coach and mentor others in your organization to develop these key behaviours and how you might seek to apply your strengths as you take on new roles, stretch assignments, or special projects. Options might include:

  • Helping others establish a clear identity and direction for their work-unit.
  • Challenging others to reconsider and revise established direction when the internal situation or external context has changed.
  • Securing appropriate resources, using creative approaches if necessary, to meet expected service commitments.
  • Coaching others in the use of appropriate evaluation methods and tools.

LEADS SELF

The LEADS SELF domain focuses on the themes of self-awareness, self-management, selfdevelopment, and character.

Behaviours that you scored between 1 and 3 appear  to be actions that you rarely demonstrate as a leader in your work environment. You'll want to identify those behaviours that are particularly important in your current role and consider how best to strengthen your capability in those areas. Seeking out a coach, role model, and/or mentor may be particularly useful. Other options might include: o Developing improved awareness of your own assumptions, values, strengths, and limitations by identifying those work activities that energize you and those that you try to avoid and taking time to reflect on 'lessons learned' following a key work event.

  • Taking greater responsibility for improving your own performance by developing an individual performance and/or learning plan.
  • Actively seeking out opportunities and challenges for personal learning, character building, and growth through participating internal or external educational offerings that enhance knowledge, skills and abilities, and taking on new assignments or projects.
  • More actively demonstrating key characteristics of honesty, integrity, resilience, and confidence by learning from your own mistakes as well as those of others, ensuring your work decisions support your personal and organizational values, and following through on commitments made to yourself or others.

LEADS SELF

The LEADS SELF domain focuses on the themes of self-awareness, self-management, selfdevelopment, and character.

Behaviours that you scored 4 or 5 , are areas that you demonstrate on fairly regular basis as a leader in your work environment. Because the frequency of these behaviours is less than it could be, you may want to identify ways you to strengthen your proficiency. Options might include:

  • More actively sharing your values and assumptions with others during problem solving and decision making conversations.
  • Clarifying your work priorities, adopting clear performance measures and targets, and sharing your progress with colleagues.
  • Seeking feedback about your performance from trusted peers on more regular basis.
  • Be more willing to call others on inappropriate behaviour, even in circumstances when it’s challenging to do so.

LEADS SELF

The LEADS SELF domain focuses on the themes of self-awareness, self-management, selfdevelopment, and character.

Behaviours that you scored 6 or 7, are ones that you frequently demonstrate in your work environment. You believe these are personal strengths and that you’re comfortable using them as a leader. You’ll want to consider how you can coach and mentor others in your organization to develop these key behaviours and how you might seek to apply your strengths as you take on new roles, stretch assignments, or special projects. Options might include:

  • Encouraging others to actively share their assumptions and beliefs when proposing solutions or making decisions.
  • Helping others clarify their work priorities and determine appropriate ways of measuring success.

SYSTEMS TRANSFORMATION

The Systems Transformation domain focuses on themes related to systems thinking, innovation, future orientation and change management.

Behaviours that you scored between 1 and 3 appear to be actions that you rarely demonstrate as a leader in your work environment. You’ll want to identify those behaviours that are particularly important in your current role and consider how best to strengthen your capability in those areas. Seeking out a coach, role model, and/or mentor may be particularly useful. Other options might include:

  • Identifying and exploring a wider array of options before making a decision.
  • Actively encouraging staff to identify new approaches to current practice and celebrating successes that come from creative ideas.
  • Expanding the use of quality improvement methods/ tools to evaluate new ways of conducting work.
  • Increasing the involvement of staff in the change process, including initial impact analysis and planning.

SYSTEMS TRANSFORMATION

The Systems Transformation domain focuses on themes related to systems thinking, innovation, future orientation and change management.

Behaviours that you scored 4 or 5 are areas that you demonstrate on fairly regular basis as a leader in your work environment. Because the frequency of these behaviours is less than it could be, you may want to identify ways you to strengthen your proficiency. Options might include:

  • Questioning and challenging the status quo to identify different ways of approaching systemic issues.
  • Actively supporting innovation by allocating resources to explore new opportunities and approaches.
  • Identifying the opportunities and risks associated with different approaches to a major emerging issue facing your work-unit or organization.
  • Developing contingency plans to deal with significant resistance or unforeseen issues arising during the implementation of change.

SYSTEMS TRANSFORMATION

The Systems Transformation domain focuses on themes related to systems thinking, innovation, future orientation and change management.

Behaviours that you scored 6 or 7 are ones that you frequently demonstrate in your work environment. You believe these are personal strengths and that you're comfortable using them as a leader. You'll want to consider how you can coach and mentor others in your organization to develop these key behaviours and how you might seek to apply your strengths as you take on new roles, stretch assignments, or special projects. Options might include:

  • Coaching others in the application of systems thinking to organizational issues.
  • Advocating for calculated risk-taking in appropriate areas and actively supporting staff during the 'experimentation' phase.
  • Helping others determine the impact of emerging trends and issues on their work, work-unit, and organization.
  • Assisting others in assessing the organization’s capacity and capability for change prior to launching into the change process.