The individual helps to create an environment where individuals have authority, initiative, and ability to manage their own work. The individual has a sense of ownership and responsibility for the organization.
Self-Directed Learning (Books | Articles | Blogs):
Practice this competency on-the-job. Ideas for what other leaders are doing to develop this competency for themselves and their teams.
Identify a suitable form of learning from others through mentoring and/or coaching.
Identify or ask your manager to match you with an executive mentor or a peer mentor based on your action plan focus area.
Join or create a group of 4-6 peer leaders who engage a senior mentor and meet as a group once or twice a month to discuss various topics and do structured group activities. Group mentoring combines senior and peer mentoring, as mentees learn from both the mentor and each other.
Join a training program that matches you (or take the initiative to identify a mentor) with a mentor based on the specific skills taught in the training program.
Community of Learning: In-Person
Community or learning (often called “learning circles” is a great way to network and learn from peers and leaders for a common area of interest (management excellence). Join or start a group of employees who are interested in strengthening a particular competency. Identify specific topics, format (talk, panel, discussion, etc.) and meet periodically.
Community of Learning: Virtual
Similar in concept to “In Person” community of learning, except that where in person interaction is impractical or impossible due to different geographic locations. Instead, members use electronic methods such as email, instant messaging, and video conferencing. Join or start a community of learning that is virtual and build your global network and expertise.
Identify a professional coach to help you improve, grow, and develop skills to overcome obstacles strengthen your competencies.
Create an employee group and provide the sponsorship and resources needed as they focus on solving a customer need.
Have leaders engage their employees in discussion to clarify what decisions they can make, those they can influence, and those who are beyond the scope of that employee’s responsibility.
Create a manager “learning community” that allows managers to learn from each other about best “people management” practices, including delegation and empowerment.
Have employees form a “disappearing task force” with a clear charge to understand and resolve a specific business challenge.
Recognize and reward individuals and teams that take the initiative to solve a business issue or customer problem.
Hold weekly “current affairs” meetings to provide regular updates and information to employees so that they can make more informed decisions.
Give staff the opportunity to tailor their training curriculum to fit their interests and needs.
Empower employees by giving them the ability to “stop the line” if they see a quality or safety risk.
Ask employees to provide their leader with a list of responsibilities and decisions that they believe they should own.