SHRM-CP Behavioral Competency 1: Leadership and Navigation

What is SHRM’s defintition of Leadership and Navigation?

• The knowledge, skills, abilities, and other characteristics (KSAOs) needed to create a compelling vision and mission for HR that align with the strategic direction and culture of the organization, accomplish HR and organizational goals, lead and promote organizational change, navigate the organization, and manage the implementation and execution of HR initiatives

What are the five steps to collaborating with stakeholders?

1. Know the stakeholders

2. Identify what is at stake

3. Understand each stakeholder’s issues and language

4. Set the specific expectations

5. Value their input

How do leaders get things done?

• Through people

What do managers do with groups?

• Plan activities

• Organize and identify resources required, including people

• Direct work in a way that ensures the best use of resources

• Coordinate to achieve efficiency

• Control resources and activities through monitoring, measuring, and correcting as needed

What roles do leaders perform with groups?

• They model desired values in all their actions

• They challenge the status quo and harness the talent in the organizatio nto solve problems, accept change, and move in new directions when needed

• They inspire and influence people toward achieving a common vision and goals

• They maintain employees’ motivation and focus

• They foster growth and develop people to their full potential

What traits should you look for when it comes to agility?

• Self-driven motivation to learn

• Seeking out and using feedback

• An openness to try something new and different (welcome to discomfort)

What is success as a leader dependent upon?

• A willingness and ability to learn, because it enables leaders to acquire new bheaviors quickly and effecitvely, which enables adaptability and resilience

What is important for leaders to do with a vision?

• They need to set a vision of what can serve as a powerful inspiration, or North Star, to move everyone in an organization in the same direction towards achieving that vision

• The vision needs to be clear and achievable

• Leaders must continually point to the “North Star” and remind everyone that this is where we are all headed

• It’s most important to involve inspiring and motivating people

What is consensus management?

• Getting people to move together as a unified team toward a common goal

• The process where team members work as a group to develop a solution and agree to support whatever decision is made in the best interests of the whole

• The key to success is that everyone agrees to support the consensus decision once it is made, regardless of their personal feelings

What are the key elements of authentic leadership or transformational leadership?

• Power

• Orientation

• Emotional Intelligence

• Ethical Grounding

What is power as an element of authentic or transformational leadership?

• Leaders can be formal or informal in style

• Leaders often empower other team members to give greater autonomy, act as their champion, and support their efforts

What is orientation as an element of authentic or transformational leadership?

• Transformational leaders think in terms of long-range vision, strategy, and values rather than short-term objectives

• Transformational leaders believe in challenging, developing, and investing for the long term

What is emotional intelligence as an element of authentic or transformational leadership?

• Leaders knowledge and skills allow transformational leaders to be self-aware, to control their actions and emotions, and to understand others’ perspectives and the drivers of others people’s behaviors

What is ethical grounding as an element of authentic or transformational leadership?

• Leaders walk the talk of the organization’s values, encourage others, and wi

What behaviors do strong HR leaders demonstrate?

• Develop and coach others

• Build positive relationships

• Model their values and fulfill their promises and commitments

• Have functional expertise

What behaviors do weak HR leaders demonstrate?

• Focus internally rather than externally, failing to look outside the HR function to the organization’s internal and external stakeholders

• Lack strategic perspective, focusing on short-term objectives and daily tasks

• Do not anticipate or react well to change

• Resist “stretch” goals and act as a drag on the organization’s attempts to innovate

What are the three “Cs” of change leadership?

• Communicate

• Collaborate

• Commit

What is “communicate” as one of the three “Cs” of change leadership?

• Unsuccessful leaders tend to focus on the “what” behind the change

• Successful leaders communicate the “what” and the “why,” creating stronger buy-in and urgency for the change

What is “collaborate” as one of the three “Cs” of change leadership?

• Unsuccessful leaders fail to engage employees early and often in the change process

• Successful leaders work across boundaries, encourage employees to break out of their silos, and refuse to tolerate unhealthy competition. THey also include employees in decision-making early on.

What is “commit” as one of the three “Cs” of change leadership?

• Unsuccessful leaders fail to adapt to changes, express negativity, and are impatient with a lack of results

• Successful leaders make sure their own beliefs and behaviors support change. THey are resilient, persistent, and willing to step outside their comfort zone and devote more of their own time to the change effort and focus on the big picture.

How does a closeness to the internal customer help HR serve the business?

• They become a true business partner within the unit with line management in strategy execution

• They become an expert in the way work is organized and executed, delivering adminstrative efficiency

• They become a champion for employees, representing their concerns to line management and at the same time working to increase employee contribution and engagement

• They become an agent of continuous transformation, shaping processes and a culture that together improve the organization

What is a vital step in holding others accountable?

• Having clear roles, responsibilities, and expectations

What are Deloitte’s tips for driving a culture change?

• Define desired values and behaviors

• Align culture with strategy and processes

• Connect culture and accountability

• Have visible proponents

• Define the non-negotiables

• Align your culture with your brand

• Measure your efforts

• Do not rush it

• Invest now

• Be bold and lead

What do HR professionals need to do to champion the HR function?

• Build trust

• Build credibility

• Build relationships

How do you create buy-in in the organization?

• Work from the Top Down

• Be Transparent

• Ask for Input