Overview & COVID Reset

In our previous blog, we described the eight key elements that make up dynamic position descriptions.  As noted earlier, position/ performance expectation clarity is the number one predictor of both job productivity and satisfaction.  It is worth noting that staying on top of changing position demands is essential if you wish to optimize productivity, job satisfaction, and a positive climate.  This is particularly the case during times of change or trauma, e.g., COVID.  Think about how many people in your organization have made adjustments to what they do on a daily basis as a result of COVID.  For anyone whose job demands have changed, they need to have an updated position description that clarifies performance expectations.  This will be enhanced if people who work together conduct position updating as a team.  In this blog, we enhance your ability to create position clarity by presenting a partial drill down on three of the key position description elements: ROLES, COMPETENCIES, and LEADERSHIP STYLES.

Roles

Roles are the specific hats that must be worn well in a job for the incumbent to be successful.  Each role has a number of tasks associated with it that must be executed with proficiency.  The following is a sample of education sector roles – without definitions or task indicators.

TIPS*

1. Within any organization you will find there are dozens and dozens of roles. For example, in public school districts you will find over 70 roles. The first step is to identify all the key roles in your organization.
2. For each position in your organization, identify the five-to-seven most important roles, and incorporate these into the position description.
3. Provide each role with a general definition and a list of 5-7 of the most important tasks encompassed by the role.

* TBG has library of roles with definitions and indicators available for purchase.

Competencies

Competencies are the knowledge, skills, talents, and dispositions that are related to a high level of role proficiency.  Each competency has a number of behavioral indicators associated with it that must be demonstrated well.  The following is a sample of competencies that support role execution across sectors – without definitions or task indicators.

TIPS*

1. For each position description, identify the competencies required (limit to 10-15) that will ensure a high level of execution for the top five-to-seven roles identified for the position.
2. Provide each competency with a general definition and a list of 5-7 of the most important behavioral indicators associated with the effective demonstration of each competency.
3. In a future blog, we will provide more information on creating impactful competencies, to include: “trainability,” and the mindset required for effective execution.

* TBG has library of competencies with definitions and indicators available for purchase.

Leadership Styles

As noted, leadership styles are constellations of competencies and skills that must be demonstrated when required to meet situational demands.  Styles are provided with definitions and behavioral indicators of the same type as found in competencies.  The following are the eight styles with definitions:

FUNCTIONAL (effective when used at the right time)

• CAPTAIN: Leads through the setting of clear and concise goals and performance expectations.
• INFLUENCER: Employs a variety of Positive influence strategies and skills to motivate/inspire, gain compliance, and meet goals.
• COACH: Focuses on individual and team growth and development.
• CONVENER: Leads through team or group consensus building.

DYSFUNCTIONAL (ineffective under all conditions – often a clear position derailer)

• COWBOY: Focuses on own ego and self-aggrandizement needs.
• HAMMER: Leads through intimidation and fear.
• LONER: Leads by passive modeling of what is expected.
• FRIEND: Values relationships more than getting the job done.

TIPS*

1. Functional leadership styles should be incorporated into job descriptions with supervisory or leadership elements, e.g., team leader, supervisor, manager, executive.
2. Prioritize the functional styles for the position – and this should be revisited on a regular basis, as style priorities will differ as situations change.
3. Styles need to change to meet different stages of team or work group development, or to facilitate climate management and change  (a future blog).

* TBG has leadership style and climate assessment tools for purchase.

Summary

The information presented in the first three blogs provides you with the foundation for building dynamic position descriptions which significantly enhance productivity and job satisfaction.  The need for further position and role clarity, with regard to building high-performing teams, is addressed in our next blog where we will discuss the purpose and use of a team charter.

The products that are mentioned in this blog are all contained in our Performance Criteria Subscription. Contact [email protected] for more information on this or any of our talent management products.