1. Chapter Leader Competency Model 2005

2. 2
INSIDE
CORE:
Four Groups of
Chapter Leader
Competencies:
OUTSIDE
RING::
Key Competencies
for each Group
Each Group is
supported with a
set of
1) Related
Behaviors
&
2) Competency
Definition
HOW TO USE the Competency Model
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3. 3
I. Personal Leadership
A. Possesses a Strong Sense of Vision
Related effective behaviors:
1. VISION: Articulates a clear vision for the chapter
2. RESPONSIBLE: Takes ownership and responsibility for the
performance of the chapter
3. CONTINUITY: Ensures continuity and long-term viability
4. ENTHUSIASTIC: Exhibits enthusiasm and commitment for the
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mission
B. Demonstrates Critical Thinking
Related effective behaviors:
1. OBSERVANT: Identifies and reflects upon underlying patterns in complex situations
2. ANALYTICAL: Analyzes and addresses root causes of problems
3. EMPIRICAL: Makes decisions based on analysis of available information
4. RESULT-ORIENTED: Designs solutions to produce a desired result
C.. Exhibits Self Confidence and Assertiveness
Related effective behaviors:
1..SELF-ASSURED: Trusts and acts on own abilities and intuitions
2. INSPIRING: Inspires others to have trust and confidence in the leader
3. SELF-AWARE: Recognizes personal strengths and limitations
4. FOCUS: Leads with focus and commitment
5. COMPOSED: Manages competing tasks and demands by maintaining composure and handling pressure
D. Communicates Effectively
Related effective behaviors:
1 CLEAR: Expresses ideas clearly both orally and in writing
2..ENGAGING: Engages others through a variety of interpersonal communication skills
3..OPEN: Shares information freely and appropriately
4. LISTENER: Uses active listening skills to encourage two-way communication
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4. 4
II. Association Management
A. Provides Strategic Direction
Related effective behaviors:
1. PLANS: Utilizes a strategic planning system to improve operations
and resolve ambiguities
2. COMMUNICATIONS: Ensures that a variety of effective
communication processes are used to clarify understanding and reduce
confusion
3. GOVERNANCE: Develops, improves and implements formal policies
4. RECRUITS: Recruits leaders and manages transitions between incoming and outgoing board members
5. PRUDENCE: Exercises due care and diligence to minimize fiduciary and legal risks and liabilities to the chapter
6. INVOLVEMENT: Develops strategies to broaden and promote membership engagement opportunities
B. Sets Mission-Focused Goals
Related effective behaviors:
1.. MEASURES: Develops metrics to quantify results and improves practices
2. ALIGNED: Aligns chapter objectives with vision and mission of National ASTD
3. TARGETS: Develops specific timetables with milestones for the accomplishment of major activities
4. STANDARDS: Sets high standards for self and others
5. BUDGETS: Utilizes sound financial planning practices
C. Seizes and Maximizes Opportunities
Related effective behaviors:
1. SYSTEMS THINKING: Makes decisions in response to awareness of behavior patterns, responsible relationships and
events.
2. DIVERSE: Identifies and uses diverse volunteer resources;
3. INTERORGANIZATIONAL: Promotes collaboration with potential partner organizations by initiating contacts with key
decision makers and establishing strategic organizational relationships
4. ASTD RESOURCES: Utilizes local and national ASTD resources
5. GROWTH: Seeks opportunities for chapter growth
6. PROMOTES: Promotes visibility of the chapter and chapter leaders
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5. 5
II. Association Management, Continued
D. Manages Multiple Projects
Related effective behaviors:
1. PROJECT: Identifies requirements and establishes clear and
achievable objectives to meet those requirements.
2. BALANCE: Balances the competing demands for quality, scope,
time and cost
3. CUSTOMIZES: Adapts the specifications, plans and approach to the
different concerns and expectations to the various stakeholders
4. EFFICIENT: Minimizes a duplication of efforts through role clarity
and delegation
E. Executes the Business Plan
Related effective behaviors:
1. TIME: Invests time and effort to get the job done
2. MULTI-TASK: Prioritizes and manages multiple tasks efficiently and effectively
3. DELEGATES: Delegates well-defined and limited tasks
F. Demonstrates Sound Management Principles
Related effective behaviors:
1..LEADS: Uses leadership authority to set performance expectations, identify consequences and reinforce accountability
2. ETHICAL: Promotes and holds others accountable for high ethical standards
3. CAPACITY: Builds capacity and allocates resources to ensure sound chapter growth
4. LEGAL: Understands legal requirements for nonprofit organizations
5. CORE: Ensures compliance with Chapter Operating requirements (CORE)
G. Seeks and Utilizes ASTD Resources
Related effective behaviors:
1. ADVOCATES: Knows and advocates the purpose and benefits of local and national ASTD.
2. ORIENTS: Helps volunteers to become aware of ASTD resources
3. ASSOCIATION-AWARENESS: Bases chapter plans on accurate knowledge of national and
regional objectives;
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6. 6
III. Teamwork and Commitment
A. Builds a Cohesive Team Environment
Related effective behaviors:
1. RELATES: Understands interpersonal styles and implications of
actions and situations
2. CONSTITUENCIES: Understands the professional and social needs
of different constituencies within the chapter
3. LEADER-RAPPORT: Maintains frequent and consistent contact with
board members, committee chairpersons, and other chapter members
B. Motivates Others
Related effective behaviors:
1. SHARES: Shares power
2. AFFILIATION: Creates a climate in which volunteers feel a strong identification with their tasks and performance
3. INCENTS: Incorporates appropriate incentives to energize volunteers
4. REWARDS: Provides individually meaningful rewards and recognition for volunteers
5. RECOGNITION: Publicly and privately recognizes the specific accomplishments and contributions of others
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7. 7
IV Workplace Learning and Performance (WLP)
Awareness
A. Assesses Others
Related effective behaviors:
1. UNDERSTANDING: Understands the styles, skills, strengths, and
limitations of others
2. MATCHES: Matches individual’s skills appropriately to the task
requirements
3. CAPABILITIES: Identifies diverse individual capabilities
B. Develops Others
Related effective behaviors:
1. STRENGTHS: Encourages others to maximize their strengths and recognize their capabilities
2. AVAILABLE: Makes oneself available as a resource to volunteers
3. DEVELOPS: Plans and implements development and growth opportunities for volunteers
4. COACHES: Provides tactful coaching and performance feedback
C. Models Workplace Learning and Performance Practices
Related effective behaviors:
1. COMPETENT: Uses the ASTD Competency Model to identify and improve the board member’s foundation skills, focus
of expertise, and role execution
2. PROFESSIONAL: Promotes professional ASTD certification
3. CERTIFICATIONS: Aligns learning opportunities with ASTD certifications
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