Appendix The 15 Leadership Competencies

Managing Vision and Purpose

Formulates a future course that reflects needs of own area or project and that is aligned with the organization-wide
vision. Translates the course into goals and objectives for own team, sets priorities, and directs the efforts of staff
towards accomplishing those goals and objectives.
Articulates a clear and compelling direction for program or project that is aligned with the organization-wide
vision
Updates direction as required to reflect changes in circumstances
Translates program or project direction into actionable goals and objectives

Initiative
Recognizes and acts on opportunities for growth and improvement to advance hospital and health system goals.
Confronts problems quickly and enthusiastically.
Acts promptly and decisively to address issues and resolve problems
Initiates new and better ways of doing things even in the absence of apparent problems
Acts as a catalyst for organizational change

Motivating and Influencing

Inspires staff enthusiasm for and generates commitment to program or project goals. Builds support for changes in
direction among people with diverse interests, needs and values.
Explains to others how their day-to-day work contributes to the accomplishment of department or organizational
goals
Persuades and encourages others to move in a desired direction
Builds commitment to initiatives among people with diverse interests by explaining rationale for goals and
decisions

Accountability
Holds team and self responsible for maintaining the highest possible performance standards and meeting agreed
upon commitments even under difficult circumstances.
Demonstrates passion for excellence in every aspect of work
Sets ambitious goals
Holds self and others accountable for meeting standards and goals
Takes responsibility for outcomes of actions and decisions
Achieves results even in the face of challenges and setbacks

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Appendix The 15 Leadership Competencies (continued)

Service Orientation and Customer Focus
Sets and maintains high standards for service to patients, physicians, and other hospital departments.
Incorporates needs and concerns of diverse constituencies (e.g., patients, physicians, and colleagues) into
decision making.
Assesses and often anticipates customers (e.g., patient, physician, and other departments) needs
Holds self and others accountable for meeting or exceeding customer needs and expectations
Takes customer needs and interests into account when making decisions
Seizes opportunities for improving customer satisfaction

Communicating Effectively
Articulates logical and well-founded arguments that support conclusions. Matches communication style to the
message and to the audience. Actively solicits opinions from others. Routinely provides others with the information
they need to do their jobs.
Expressed ideas clearly, succinctly, and logically
Responds constructively to issues and concerns raised by others
Informs others about pertinent issues in a timely manner
Seeks input from others when developing solutions to complex problems

Giving Feedback
Routinely shares suggestions, advice, and insights on progress toward program and project goals. Provides
performance feedback that is constructive and actionable, and that highlights successes as well as areas for
growth and is based on objective metrics.
Routinely provides fair, constructive, and honest feedback
Helps others understand what they can do to improve performance
Clearly articulates areas of deficiency without softening the message

Constructive Thinking
Analyzes problems systematically and logically and is resourceful when developing and implementing solutions.
Analyzes all relevant issues and available data before acting, keeping overall goals in mind
Generates creative ideas and solutions to problems; able to think out-of-the-box
Detects patterns and connections not immediately obvious to others
Breaks down complex problems into discrete components

2013 The Advisory Board Company

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Appendix The 15 Leadership Competencies (continued)

Financial Acumen
Applies key financial concepts and analysis to decision making. Understands drivers of financial performance
(e.g., physician referrals, capacity utilization, payment denials) and takes these into account in developing
strategies and making decisions.
Considers financial impact of own decisions on program, project, and the organization as a whole
Uses core financial concepts (ROI, capital budgeting, financial rations) when planning and making decisions
Closely monitors ongoing financial performance in area of oversight

Process Management
Develops and implements work plans with actionable components and measurable outcomes. Proactively monitors
key performance indicators and makes real-time adjustments to ensure that projects stay on track.
Divides projects into concrete tasks and creates realistic implementation timelines
Stays on course and meets deadlines even when unforeseen circumstances arise
Tracks performance against established milestones
Eliminates barriers and roadblocks that impede progress

Prioritizing and Delegating

Regularly reassesses priorities and competing demands and adjusts allocation of own and staff time and
resources to increase efficiency and effectiveness. Identifies and implements processes that facilitate delegation
and shares responsibility and authority with others, leveraging their unique strengths and skills.
Focuses on the right issues at the right time; acts on important and urgent tasks before tackling less important
and urgent ones
Leverages available resources (e.g., own time, staff time, financial resources) in the service of program or
project priorities
Regularly reviews on workload to identify delegation opportunities
Implements systems and processes that enable others to perform work independently
Provides clear direction when delegating work

Identifying and Recruiting Talent

Selects and attracts outstanding staff from diverse backgrounds. Identifies and fills gaps in team skills and
knowledge. Effectively markets job openings to attract highly skilled staff members to project teams.
Identifies and selects the best applicants for jobs
Actively recruits strong candidates for job openings
Accurately assesses strengths and weaknesses of job applicants and staff

2013 The Advisory Board Company

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Appendix The 15 Leadership Competencies (continued)

Developing and Retaining Talent
Defines development objectives for staff that support performance goals and progress toward future skill
development. Assists staff in developing their own careers by encouraging them to articulate their career goals,
offering challenging growth opportunities and providing necessary
coaching and training.
Gives others stretch assignments and skill-building opportunities
Creates actionable development plans for staff
Encourages learning from setbacks

Building and Strengthening Relationships

Builds and maintains long-term relationships with others based on mutual respect and trust. Fosters cooperation
and collaborative decision-making among staff with diverse backgrounds and interests. Works effectively towards
solutions and compromises that take the needs of all parties into account when conflict does arise.
Facilitates open communication among people who depend on each other to get work done
Surfaces and diffuses potential sources of conflict before the escalate
Demonstrates respect for others through both word and deed
Negotiates solutions to conflict fairly and diplomatically

Upward Management
Provides regular updates on program or project progress and works with own manager to minimize risks and
resolve problems. With managers support, notifies senior management about progress towards project goals and
informs them about issues that require their attention.
Regularly updates manager on project progress, including identification of potential problems
Uses sound judgment in determining the right message and timing for delivering information to upper
management
Leverages knowledge and credibility to influence senior management

2013 The Advisory Board Company

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