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Competencies

Competencies

Business leadership competencies are specific skilled knowledge (skillset) required to effectively execute agreed accountabilities within the role as business leaders that build aligned, engaged and agile workforces.

Engagement

The following managerial leadership competencies tend to emerge once the engagement resulting from the process of managing innovation and people takes place:

  • Probing reflective engagements

The term ‘reflective practice’ derives from the work of Dewey (1910) and Schon (1983) and Kolb (1984). Dewey (1910) wrote that reflective practice refers to “… The active, persistent and careful consideration of any belief or supposed form of knowledge in the light of the grounds that support it.”

Dewey (1910) went on to say that being reflective “…enables us to direct our actions with foresight “… enables us to know what we are about when we act.”

The inference here is that knowledge workers/artisans could develop a questioning approach towards probing problems and reflect on why things are as they are, and how they could be.

  • Demonstrating social and emotional intelligence

The ability to connect to self and others in a deep and direct way, to sense and stimulate reactions and desired interactions.

Reflective practices address the importance to master social and emotional competencies needed to apply agile business leadership practices (discussed as part of layer 6).

  • Cross-Cultural Engagement

Cross-cultural engagement is related to the awareness of the self in context and parallel to that the awareness of others within their context and how those awareness’s will interface and infuse and embrace. This is reflected in the immersion of another’s culture in order to harness deeper insights and understanding of being a global citizen. It is also the ability to operate in different cultural settings and capitalise on knowing the potential this type of engagement has.

Agility

The following managerial leadership competencies tend to emerge once the agility resulting from the process of managing innovation and technology takes place:

  • Problem Probing

As informed by the need to rationalise and be practical, business leaders seem to have developed the need to create just in time (JIT) solutions for what is often complex challenges. In this regard, the notion of problem solving tends to become the dictum. In appreciating the richness of being agile, knowledge workers/artisans have the benefit of probing problems and in doing so appreciating the non-causal and complex problems at play. Through co-operative engagements, the knowledge worker/artisan develops the need to rather focus on the experience and the emergence of new insight rather than giving the right answer. Thus, knowledge workers/artisans do not have the need to say ‘I have the answer’, but rather, it is about what they are seeing and experiencing to create more awareness and insights.

  • Operationalised Ideation – Inclusive of Novel and Adaptive Thinking

Utilising the Ideation Theory to ensure a more comprehensive understanding of the realities individuals are surrounded by, which impacts on all facets of an individual’s performance within the work context. Proficiency of thinking and differing with solutions and responses beyond that which is rote or rule-based can be facilitated by involving perspectives of individuals at multiple levels within an organizational context. Design thinking is another critical sense-making tool in explicating the operationalisation of ideation in the work context.

  • Embracing Transdisciplinary Learning

Embracing trans-disciplinary learning and ability to understand concepts across and beyond multiple disciplines in juxtaposition to multi-disciplinary and inter-disciplinary perspectives. Jensenius (http://www.arj.no/2012/03/12/disciplinarities-2/) explains the various levels of disciplinarity in the following ways:

    • Intra-disciplinary – working with a single discipline
    • Cross-disciplinary – viewing one discipline from the perspective of another
    • Multi-disciplinary – people from varied disciplines working together each drawing on their disciplinary  knowledge working with several disciplines
    • Inter-disciplinary – working between several  disciplines using a synthesis of approaches
    • Trans-disciplinary – working across and beyond several disciplines.

Alignment

The following managerial leadership competencies tend to emerge once the alignment resulting from the process of managing technology and management of people takes place:

  • Becoming a Global and Digital Citizen

Global and digital citizens at work have the ability to become part of a global community of compassionate citizens who create and who care. In doing so, such individuals will, in the way they co-create meaning, for probing reflective engagements, cultivate digitally and globally minded citizens who are responsible and ethical, serving as remarkable resources to their networks.   

  • Applying Computational Thinking

People functioning in the world of work who have the ability to translate vast amounts of data to construct concepts, and to understand data-based reasoning by applying a combination of algorithmic and androrythmic principles. In doing so, such individuals will develop sets of problem probing methodologies, which will involve expressing problems and the related solutions in ways a computer could execute these solutions.

  • Personal Knowledge Mastery (PKM)

Mastery of personal knowledge includes sense-making as the ability to determine the deeper meaning or significance of what is being expressed. This involves the need at an individual level to take control of the multitude of existing perspectives regarding reality and synthesise such, and articulate these perspectives – with the intent to ground the individual in relation to others. Often, individuals see grounding as a current point in time, which often becomes restrictive.

However, personal mastery is actualised when individuals are not only able to ground themselves in the present, but also envision a future self, thus, harnessing past and presence as an uninterrupted continuum.   

DREAM

Influence the co-creation of sustainable societies

PURPOSE

Growing agile, aligned and engaged leaders

PROMISE

Co-creating realities

STRATEGIC INTENT

To strengthen the growth of agile, aligned and engaged leaders, who co-create innovative ecosystems and sustainable transformational societies

CORE PRINCIPLES

  • Being curious
  • Seeking truth
  • Leveraging interconnectedness
  • Awakening the senses
  • Taking responsibility for crafting just and dynamic societies
  • Embracing holism and living harmoniously
  • Appreciating the shadow
  • Mastering balance with integrity