BSBLDR801 Lead personal and strategic transformation Self-Evaluation – Leadership Capability Framework

This assessment task requires you to improve own development, personal leadership style and self-management skills. In order to do so, you are required to complete the attached Leadership Capability Framework Self Evaluation and note the findings.

Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Self-Evaluation – Leadership
Capability Framework
Submission details
The assessment task is due on the date specified by your assessor. Any
variations to this arrangement must be approved in writing by your
assessor.
Submit this document with any required evidence attached. See
specifications below
for details.
Performance objective
The candidate will demonstrate the ability to analyse and improve
personal leadership style and professional competence and to lead
organisational transformation and learning for strategic outcomes. They
will exhibit their understanding of leading transformational practices,
cultivating collaborative practices, completing ongoing professional
development and providing strategic leadership in a dynamic context
Assessment description
This assessment task requires you to improve own development, personal
leadership style and self-management skills. In order to do so, you are
required to complete the attached Leadership Capability Framework Self
Evaluation and note the findings.
Procedure
Follow the following steps to complete the assessment task:
1. Read and understand the literature provided in Appendix 1. You may
discuss with your trainer/assessor for further clarification if there is
issue.
2. Assess your review against the capabilities by answering the
questions asked.
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Specifications
This assessment task requires a substantive discussion and the production
of a written report.
You must:
● meet with your assessor to clarify the questions if required
● provide suitable examples where necessary
● give reference to information you have gathered from any additional
sources
● submit your notes.
Your assessor will be looking for:
● reflect on and improve own development, personal leadership style
and self-management skills
● demonstrate the application of leadership styles and approaches
appropriate to individuals involved, the outcomes being sought and
the context
● model and encourage collaboration
● provide strategic leadership during a change process
● effectively manage workplace relationships
● analyse relevant legislation, information and intelligence sources.
Adjustment for distance-based learners
● No variation of the task is required.
● Documentation can be submitted electronically or posted in the mail.
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Leadership Capability Framework
Self – Evaluation
1. INTRODUCTION
Self-assessment can help you be clear on areas where you want to
improve, and how you can develop skills in those areas. This tool is
optional but does allow you to be proactive in your own development! The
purpose of this self-assessment tool is to help you think about your current
role and the capabilities required to perform that role with the aim of
identifying areas where you have strengths or require development. Then
using that knowledge, think about development opportunities to address
your identified areas for improvement. You can complete this self-
assessment at any time and then discuss with your manager or you can
complete and take along to your Performance and Development discussion
when you are developing or reviewing your Performance Management
Plan.
2. INSTRUCTIONS
Read each item in the Leadership Capability Framework. Ask yourself ...
“How important is this activity to my current role?” Alongside each
item in the Importance column, rate the item as:
A. Very Important to my current role, or
B. Of some importance to my current role, or
C. Of little importance to my current role
In the Capability column, using a scale from 1 – 5 give yourself the score
that best describes your current level of skills, knowledge or ability.
1. Extremely confident in this capability and believe my ability, skills
and knowledge in this capability are outstanding
2. Very confident and see this capability as a significant area of
strength for me
3. Comfortable in this capability and consider my ability, skills and
knowledge to be around average
4. Gaining confidence in this capability and some improvement needed
5. Not confident in this capability and need development
3. THE QUESTIONS
Question 1.
How important do
you think the
following capability
is to your current
role?
Question 2.
How do you rate
Importance
A. Essential
to my
current
role, or
B. Significa
nt to my
current
role, or
Capability
1. Extremely confident in this
capability and believe my ability,
skills and knowledge in this
capability are outstanding
2. Very confident and see this
capability as a significant area of
strength for me
3. Comfortable in this capability and
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
your abilities in the
following
capabilities?
C. Less
significan
t to my
current
role
consider my ability, skills and
knowledge to be around average
4. Gaining confidence in this
capability and some improvement
needed
5. Not confident in this capability
and need development
4. A QUICK REVIEW AGAINST THE CAPABILITIES:
Question 1.
How important do you
think the following
capability is to your
current role?
Question 2.
How do you rate your
abilities in the following
capabilities?
Importance
A. Very
Important
to my
current
role, or
B. Of some
importanc
e to my
current
role, or
C. Of little
importanc
e to my
current
role
Capability
1. Extremely confident in this
capability and believe my
ability, skills and
knowledge are
outstanding
2. Very confident and see
this capability as a
significant area of strength
for me
3. Comfortable in this
capability and consider my
ability, skills and
knowledge to be around
average
4. Gaining confidence in this
capability and some
improvement needed
5. Not confident in this
capability and need
development
Shapes Strategic Thinking
- Inspires a sense of
purpose and
direction
- Focuses strategically
- Harnesses
information and
opportunities
- Shows judgement,
intelligence and
common sense
A
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Assessment Task 3 BSBLDR801Lead personal and
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Achieves Results
- Builds organisational
capability and
responsiveness
- Harnesses
professional
expertise
- Steers and
implements change
and deals with
uncertainty
- Ensures closure and
delivers on intended
results
A
Cultivates Productive
Working Relationships
- Nurtures internal and
external relationships
- Facilitates
cooperation and
partnerships
- Values individual
differences and
diversity
- Guides, mentors and
develops people
B
Exemplifies Personal Drive
and Integrity
- Demonstrates
professionalism and
probity
- Engages with risk
and shows personal
courage
- Commits to action
- Displays resilience
and adaptability
- Demonstrates self-
awareness and a
commitment to
personal
development
B
Communicates with
influence
- Communicates
clearly
- Listens, understands
and adapts to
audience
- Negotiates
A
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
persuasively
5. A MORE DETAILED REVIEW AGAINST EACH CAPABILITY:
SHAPES STRATEGIC THINKING
Capabilitie
s
Behavioural
Descriptors
Capabilities
required for role
Current level of
capability
Priority for
Development
A transformative leader …
Less
Significan
Significan
t
Essential
Needs
significan
Needs
develop
Confident
INSPIRES A
SENSE OF
PURPOSE
AND
DIRECTION
Contributes to,
shapes and
champions the
organisation's
vision and goals,
relating these to
government
requirements.
A
Translates broad
strategy into
practical terms
for others, and
creates a shared
understanding
of what has to
be achieved.
A
Within the
overall strategic
context,
presents others
with an
integrated
picture of the
actions and
priorities that
will be required.
A
Provides a clear
sense of
direction and
strives to
achieve
common
understanding
among all levels
within the
organisation.
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Capabilitie
s
Behavioural
Descriptors
Capabilities
required for role
Current level of
capability
Priority for
Development
A transformative leader …
Less
Significan
Significan
t
Essential
Needs
significan
Needs
develop
Confident
FOCUSES
STRATEGICAL
LY
Develops expert
advice to
government on
potential
outcomes, and
develops a long-
term
perspective on
organisational
success.
A
Integrates a 'big
picture' view of
community and
government
goals with how
to achieve them.
A
Operates on the
basis of a 'whole
of government'
framework and
takes the
broader context
into account.
Ensures portfolio
effort
contributes to
cross-
government
priorities.
B
Envisages what
might be and
how future
possibilities
balance with the
'here and now'.
B
HARNESSES
INFORMATIO
N AND
OPPORTUNITI
ES
Seeks to acquire
appropriate and
expert
knowledge, and
is open to new
information and
different
perspectives.
A
Values and B
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Capabilitie
s
Behavioural
Descriptors
Capabilities
required for role
Current level of
capability
Priority for
Development
A transformative leader …
Less
Significan
Significan
t
Essential
Needs
significan
Needs
develop
Confident
actively finds
out about
Australian and
international
best practice
(public and
private sector)
and considers
the workings of
the organisation
within this
context.
Demonstrates
business
acumen by
thoroughly
researching the
market that the
organisation
operates in (and
opportunities
offered and
constraints
imposed) to
achieve greater
efficiencies and
improve quality
of service.
A
Keeps abreast of
major
technological
changes and
advancements
and their
impacts.
A
SHOWS
JUDGEMENT,
INTELLIGENC
E AND
COMMONSEN
SE
Grasps
complexity and
identifies issues
that tend to be
overlooked by
others.
A
Thinks through
problems from
various
B
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Capabilitie
s
Behavioural
Descriptors
Capabilities
required for role
Current level of
capability
Priority for
Development
A transformative leader …
Less
Significan
Significan
t
Essential
Needs
significan
Needs
develop
Confident
viewpoints and
analyses them
objectively.
Critically
evaluates
information
before applying
both intellect
and experience
to final
judgment.
Willing and able
to question
traditional
assumptions
and practices.
B
Capacity to
provide
originality of
thought and
develop
innovative
solutions.
ACHIEVES RESULTS
Capabilities Behavioural
Descriptors
Capabilities
required for
role
Current level of
capability
Priority for
Development
A transformative leader …
Less
Significant
Significant
Essential
Needs
significant
Needs
developme
Confident
BUILDS
ORGANISATIO
NAL
CAPABILITY
AND
RESPONSIVEN
ESS
Initiates fluid
and flexible
resourcing
options based
on an
appreciation of
emerging
requirements in
B
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
a constantly
changing
environment.
Works across
organisational
boundaries to
identify what
resourcing
combinations
will deliver the
best outcomes.
A
Responds
flexibly to
stakeholder
requirements
and changing
circumstances
as they arise,
varying
deployment of
resources
within imposed
constraints.
A
Uses the
advantages
offered by
information
technology.
A
Takes action to
ensure
sustainability.
A
HARNESSES
PROFESSIONAL
EXPERTISE
Values
specialist/techni
cal expertise
and places
emphasis upon
creating an
environment
which facilitates
the sharing and
effective use of
professional
knowledge and
skills.
A
Ensures
relevant
professional
input from
others is
obtained and
shared.
A
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
STEERS AND
IMPLEMENTS
CHANGE AND
DEALS WITH
UNCERTAINTY
Develops and
oversees the
implementation
of change
initiatives in a
sometimes-
uncertain
environment
and often in the
face of
organisational
resistance.
A
Defines high
level objectives
and ensures
translation into
practical
implementation
strategies that
are monitored
and evaluated.
Undertakes
both long and
short-term
planning
phases and sets
timeframes and
allocates
resources for
completion.
A
ENSURES
CLOSURE AND
DELIVERS ON
INTENDED
RESULTS
Engenders a
culture of
achievement,
by ensuring
ideas and
intended
actions become
reality and that
planned
projects
actually result
in expected
outputs and
outcomes.
B
Establishes
systems and
processes to
measure and
evaluate
accountabilities
.
B
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
CULTIVATES PRODUCTIVE WORKING
RELATIONSHIPS
Capabilitie
s
Behavioural
Descriptors
Capabilities
required for
role
Current level of
capability
Priority for
Development
An engaging leader …
Less
Significant
Significant
Essential
Needs
significant
Needs
developme
Confident
NURTURES
INTERNAL
AND
EXTERNAL
RELATIONSHI
PS
Builds
relationships with
Ministers and
with key people
within the
organisation,
across the State
Service and with
external
organisations.
A
Proactively
creates a
professional
network and
develops
mutually
beneficial
relationships
based on respect
and trust.
A
Models
commitment to
customer service
and delivery.
A
FACILITATES
COOPERATIO
N AND
PARTNERSHI
PS
Supports and
guides the
development of a
work
environment
where people
work together
and value
collaboration and
teamwork.
A
Works in
partnership with
colleagues across
the Service and
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Capabilitie
s
Behavioural
Descriptors
Capabilities
required for
role
Current level of
capability
Priority for
Development
An engaging leader …
Less
Significant
Significant
Essential
Needs
significant
Needs
developme
Confident
creates a sense
of
‘interconnectedn
ess’ with other
departments and
agencies,
ensuring
opportunities to
share views and
ideas.
Demonstrates
strong
interpersonal
skills by
encouraging and
modelling 'team-
player'
behaviour,
including a
willingness to
consult, engage
and listen.
A
VALUES
INDIVIDUAL
DIFFERENCE
S AND
DIVERSITY
Supports and
respects the
individuality of
others and
recognises the
benefits of
diversity of ideas
and approaches.
B
Recognises
different skill
areas and levels
of expertise.
Understands
others and
responds in an
appropriate and
respectful
manner.
C
GUIDES, Inspires ongoing
learning and C
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Capabilitie
s
Behavioural
Descriptors
Capabilities
required for
role
Current level of
capability
Priority for
Development
An engaging leader …
Less
Significant
Significant
Essential
Needs
significant
Needs
developme
Confident
MENTORS
AND
DEVELOPS
PEOPLE
development in
others.
Gives timely
recognition for
good
team/individual
performance.
A
Motivates and
supports others
with enthusiasm
by setting
challenging
goals, as well as
supporting and
encouraging
them when they
need assistance
to overcome
problems.
B
Helps others to
address areas of
weakness by
encouraging
them to take an
active role in
their own
learning and
development,
and creating a
climate with right
opportunities to
do so.
A
Understands
when it is
appropriate to
confront issues
and takes action
to deal with
difficult
performance
situations.
A
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
EXEMPLIFIES PERSONAL DRIVE AND INTEGRITY
Capabilities Behavioural
Descriptors
Capabilities
required for role
Current level of
capability
Priority for
Development
A self-aware leader …
Less
Significant
Significant
Essential
Needs
significant
Needs
developme
Confident
DEMONSTRATE
S
PROFESSIONALI
SM AND
PROBITY
Adheres to
and promotes
State Service
Principles and
the ethical
framework as
set out in the
State Service
Code of
Conduct and
through
Agency
Values.
A
Serves the
government
of the day
irrespective
of personal
preferences.
A
Implements
policies and
programs
based on
corporate
decisions.
B
ENGAGES WITH
RISK AND
SHOWS
PERSONAL
COURAGE
Is prepared to
be forthright
and 'tell it like
it is'.
B
Is
independentl
y minded and
willing to
challenge
ideas and
confront
issues.
B
Is prepared to
acknowledge
when in the
wrong, and
learns from
B
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
mistakes.
Is prepared to
ask for help
and values
advice from
others.
A
COMMITS TO
ACTION
Is
determined,
highly
motivated
and action-
oriented.
A
Takes
responsibility
for getting
things done,
AAand for the
success of the
organisation.
A
Handles
issues
proactively
and shapes
events.
A
Doesn't
procrastinate
but seeks to
take the
initiative and
make things
happen.
A
Readily
invests
energy and
initiative into
progressing
work.
B
DISPLAYS
RESILIENCE
AND
ADAPTABILITY
Deals
resiliently
with work
pressures and
negative
criticism by
maintaining
an optimistic
outlook and
developing
and applying
effective
wellbeing
strategies.
A
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Remains
focused on
the objectives
even in
difficult and
uncertain
circumstance
s and in a
rapidly
changing
environment
or changing
priorities.
A
After
setbacks,
remains
positive,
motivated
and focussed.
A
Maintains
energy and
willingly
invests extra
effort when
required.
B
DEMONSTRATE
S SELF
AWARENESS
AND A
COMMITMENT
TO PERSONAL
DEVELOPMENT
Shows strong
commitment
to continued
learning and
development
and looks for
opportunities
to enhance
own skills.
C
Actively seeks
feedback
from a wide
range of
sources and
acts on this.
C
Takes
responsibility
for own
development
and for
managing self
to enable
sustained
performance.
A
Values
continuing A
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
learning and
development.
COMMUNICATES WITH INFLUENCE
Capabilitie
s
Behavioural
Descriptors
Capabilities
required for role
Current level of
capability
Priority for
Development
A self-aware leader …
Less
Significant
Significant
Essential
Needs
significant
Needs
developmen
Confident
COMMUNICAT
ES CLEARLY
Produces user-
friendly verbal
and written
communication
that is clear
and concise.
B
Ensures
unambiguous
delivery of the
message, and
checks that it
has been
understood as
intended.
B
Keeps people
up to date and
fully informed
of any changes
to the original
communication.
B
LISTENS,
UNDERSTAND
S AND
ADAPTS TO
AUDIENCE
Listens actively
to ensure views
and information
are properly
exchanged.
B
Checks with
others to
ensure their
views have
been accurately
understood.
B
Uses and
adapts style as
necessary to
meet the
requirements of
the audience.
C
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Creates
opportunities to
listen to those
whose input
can add value.
C
NEGOTIATES
PERSUASIVEL
Y
Establishes
credibility and
approaches
negotiations
persuasively.
A
Offers a
convincing
rationale which
has been
thought
through in
advance and
carefully
positioned with
reference to
desired
organisational
outcomes
and/or Service
goals.
A
Allows for a
genuine contest
of ideas and
pulls disparate
views into a
coherent
position, and
finds common
ground to
facilitate
agreement and
acceptance of
mutually
beneficial
solutions.
B
Reaches
negotiated
positions,
through
compromise,
which lead to
the
achievement of
the required
outcomes.
B
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
6. ASSESSMENT OF MY REVIEW AGAINST THE CAPABILITIES:
What are my major strengths?
After undergoing the evaluation process, one of the first things that I happened
to discover about my strengths and how this is in tune with the qualities that
are exhibited by a transformational leader is the fact that I engage with others
while speaking to them. Conversations with me are never a one sided affair. I
always try to make any communication that I take part in to be a two way affair,
with me saying as much as or less than what the other person is saying, and the
giving the person who is communicating with me the fair of chance of
expressing himself fully and completely without feeling restricted in any given
way.
Apart from engaging well with others in terms of communication, I also am quite
an attentive listener and this is another major strength of mine, something that
I believe will help me to be a good leader someday. When I take part in a
conversation, I always give the other person who gets involved in the
conversation the opportunity to say what he or she wants to while I simply go
ahead and listen to what this person may have to say. I believe that unless you
are a good listener, you do not get to understand a person completely,
especially things like where the person is coming from, what motivates him or
her etc. I am patient and understanding in my approach towards communication
with people and while engaging in people is something that I really love to do,
this does not mean that I am always talkative or chatty. I listen as much as it is
possible to do so, in order to give the other person the impression that I am
hearing him or her out fully, after which I make the points that I have to make, if
any.
A major strength of mine is the ability to think strategically. This is something
that has held me in good stead in several problematic situations. My thinking
process is quite organized and as this evaluation reveals, if I ever find myself in
a problematic or difficult situation, I have the calmness, the patience and the
strategic frame of mind to see myself through the crisis eventually. When I am
faced with the task of doing a project or with the more complicated task of
finding a solution to a problem, I am able to organize my thoughts in a way that
I think of the solutions that are likely to be the most effective in the given
situation.
One crucial strength that I know myself to possess and which is also in keeping
with the transformational leadership style is the fact that I take the opinions of
others into consideration before I take a decision on anything. This could mean
the opinion of my parents, my friends, my family members and my associates. If
someone has a point to make about anything that I do in my professional or
personal life, I make sure to consider the point that is being made and then go
ahead with what I had intended on doing, after giving much thought to what
had been suggested or said to me. Every transformational leader is one who
needs to value the opinions and suggestions of the people who are working
under leadership if he is to initiate change in the organization and this ability to
take what others have to say into consideration when implementing or making a
decision, is a quality that I too possess.
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Assessment Task 3 BSBLDR801Lead personal and
strategic transformation
Being innovative and patient are two other strengths of mine, apart from being
focused, strategic and considerate, as this evaluation has clearly revealed. I
have the ability to think out of the box, to come up with suggestions and ideas
that others do not make too readily, and which can definitely influence business
outcomes or productivity at my place of work someday. I do believe that
anything that is staid, mundane and old will not do well for the long term and
that any project whether small scale or large scale and whether short term or
long term needs to be infused with innovative and creative ideas that make the
project stand out from other similar projects that are being implemented as
well.
Finally, the one strength that I do possess and which I know for a fact will do me
a lot of good if I ever preside over a business organization at any point of time is
the ability to convince others that my way is the right way. The transformational
leader is a person who is able to steer others in his direction, and who is able to
get others to think along the same lines as he does. This is a capability that I
have as well.
What are my areas for improvement / development?
While I do have a number of strengths and skills that are likely to do very well
for me as a leader someday, it is also fair to point out in this respect, that there
are some major areas in my personal character and nature that could be
improved upon as well, if I were to be a good leader. For instance, oratory is
something that I am largely lacking in. I am great at engaging with people and
getting them to hear what I have to say and even agree with me at times, but
this is something that I am capable of doing successfully on a one to one basis
only. I am not too comfortable with the idea of speaking before large crowds of
people, unless it is over video call or phone call. I get nervous when I am faced
with a large crowd of people who I have to speak to and communicate ideas to.
In such a situation I become very nervous, I get cold feet and whatever I say
tends not to be too articulate.
Another area that I could improve or develop on is my ability to be friendly with
others. While communication has never been a problem for me, and while
engaging people in conversations and convincing them of my thoughts and
ideas is a relatively easy thing to do for me, I am told more often than not, and
which I also find evident in this evaluation that I have undertaken, is that I tend
to get too serious in my thoughts sometimes, and that people often find it
difficult to approach me and talk to me. The serious vibes that I give out keep
people away from me, people who would otherwise have readily communicated
with me regarding their thoughts and ideas about project implementation.
Hence this seriousness is something that I need to definitely look into as well. I
must learn, I believe, to be more easy going and carefree and encourage others
to come up and speak as and when they want to or need to, if I am to be a
leader along the lines of transformational leadership one fine day. A particular
way by which I can achieve this or bring about such an improvement in my
disposition is to smile more often when I communicate with me. I feel that
smiling at others when I talk to them can go a long way in getting them to open
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up and feel more comfortable in my presence than what they do at the
moment.
A definite area of improvement or development for me would be to try and think
of the long term rather than the short term. It is once again fair to point out in
this respect, that while I am a person who is of a patient disposition and am
calm and strategic in my ability to think and act, I do have the tendency to find
solutions to problems that are more short term in nature than long term. Short
term solutions are effective without a doubt, but if I am to be a good leader at
some point, then I need to arrive at solutions to problems that are likely to arise
over the long term. I therefore have to learn how to focus on the creation of
long term visions and agendas, and to anticipate what sort of problems could
rise over an extended period of time compared to the problems and issues that
I am faced with when doing a project or business activity in the immediate.
If I have to think about areas that I could improve upon and which could help
me work as a good transformational leader in an organization, then I believe
this would mean learning how to be quick on the uptake. While I am a calm and
composed thinker, while I am capable of engaging people in communication
quite readily and while I am even capable of imposing my own views and ideas
upon them, I do lack as much efficiency as is needed for a leader to be able to
initiate changes. I need to make an effort to be far more proactive in my
approach towards work, and be as efficient as possible in order to never let an
opportunity pass by. What the evaluation undertaken shows as well is that I
tend to be a little reactive in nature. I get easily carried away by the thing that
people say to me and react to these things instead of taking on a proactive
approach to get matters solved. Hence the ability to be proactive and useful as
the leader of an organization is something that I definitely need to learn if I want
to hold an administrative position in an organization or an institution at some
point of time.
I need to be democratic in the way that I think, act and speak to people and
engage with them. For this purpose, I need to learn not to impose too much on
others, especially when it comes to getting things done or implementing an
agenda. While I have the ability to listen to others attentively, engage with them
well, get them to accept my thoughts and views on matters, when it comes to
the latter, I at times tend to be rather autocratic, which is not a quality that a
transformational leader should possess.
Activities to assist my development in my identified areas for improvement:
(*Remember development opportunities do not always mean attending a
workshop, they could consist of a number of things including mentoring,
shadowing, stretch projects, acting up, sideways moves etc.)
In order to overcome my nervousness when it comes to speaking
in front of large crowds, one activity that I believe can help me a
good deal is the act of public speaking itself. If I participate in
public speaking activities on a regular basis, then I will get the
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exposure that is needed to convey thoughts and ideas in front of
large crowds of people. Debating is something that I feel will work
in my favor particularly. I like to argue a lot so debating will be an
activity that I will definitely enjoy and if I debate in a public place
or where large numbers of people are present then I feel I will be
successful in overcoming my fear of speaking in front of too many
people, eventually.
When it comes to learning how to be more friendly with others, of
course the first thing that I am going to do when I communicate
with other people next, is to smile a lot more, but definitely not out
of context. I do understand and believe that being a bit too
friendly can also be regarded as inappropriate by some, hence
being friendly but within limits is something that I am going to try
to do.
Drafting business plans and agendas is an activity that I am going
to take some professional training in. While professional
development courses in business planning often tend to be rather
expensive, I believe that training is paramount if I am to
understand how to be more long term oriented in my approach
rather than being fixated on short term measures and solutions. I
definitely do not need to be trained in the act of strategic thinking,
but what I do need to learn is how to focus on long term visions,
and this is something that I am going to be able to do only when I
sign up for a professional training program. Understanding goals
and objectives that hold value for the long term is not something
that I can learn over night. It is going to take time and the
assistance provided by an expert to understand how this is to be
achieved.
Being quick on the uptake is definitely necessary if I want to be a
good leader and take my organization to great heights some day.
For the purpose of gaining efficiency in everyday life, I need to
read books and attend lectures on how to be more efficient,
disciplined and organized in the work that I do. There are
motivational videos that I can watch on Youtube for this purpose I
believe. I also can consider the idea of creating a schedule for my
daily activities and give myself a specific time frame within which
to complete certain activities. If I am able to achieve success in
this respect, then I will be in a position to gain more efficiency in
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my daily life, and consequently learn to be quick on the uptake,
something that every good transformational leader in every part of
the world is known to be.
Being reactive is something that is definitely not okay and it is
certainly going to come in the way of me being a good
transformational leader. For this purpose, I need to train myself in
not getting carried away by the things that are said to me. I need
to learn not to take things that are said to me as personally and as
intimately as I usually do. To be more objective, there is a lot of
reading that I need to do on objective thinking and behavior. There
are plenty of books online that I could come across for this
purpose. It is imperative not only to think rationally but also with
an objective frame of mind in order to be able to lead large groups
of people in the right direction someday. Objectivity is something
that I need to incorporate in my day to day thinking and behavior
and the first step to getting this done is to read more profusely
and in-depth on the subject matter before implementing it.
Finally, to be more democratic and less autocratic in the behavior
that I mete out to other people is something that I can learn by
taking part in charity work more actively. This is because charity
work such as helping out at an old age home, or helping out in an
orphanage is the type of work that is going to require a lot of
compassion. When I have to act compassionate, I will get the
opportunity to learn to be far more tolerant to the needs and
wants of other people than I am at the moment. Again, learning to
be democratic and tolerant is not something that I will learn
immediately as soon as I partake in charity work. I am going to
need to do social service for a good six to eight months at a
minimum, in order to gain the compassion and the tolerance that
is necessary in order to be a good leader someday. It will take me
awhile to learn to be cognizant of the needs, desires and
requirements of vulnerable people, and I believe that I will get
there eventually.
7. POSSIBLE LEARNING OPPORTUNITIES
E-learning and
technology
 Many agencies have online and technology
based development opportunities available
that can be completed in your own time
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Visits and
observations
 Visits and observation can allow your staff to
observe examples of good practice and/or
work with experts in their area of interest.
Shadowing  Shadowing an experienced Senior Executive
or equivalent can allow your employees to
learn from the experience of others in the
workplace.
Courses  Formal education (such as certificates,
diplomas and degrees) and training courses
(such as workshops, seminars and
conferences).
New projects  Getting involved in new or more complex
projects can be an opportunity to develop
more complex techniques and learn from
more experienced colleagues.
Coaching and
mentoring
 Having experience employees provide
feedback and assistance to less experienced
employees can be a valuable source of
development.
Secondment  Employees looking to broaden their career
experience may be interested in a
secondment in another agency.
Rotations  Rotating around a range of different positions
is a good opportunity to learn about different
functions within the agency and develop a
broad understanding of business functions
Committees and
working groups
 Taking part in specialised committees and
working groups allow employees to broaden
their experience outside of their job role.
Networking  Capitalising on networking opportunities and
joining professional associations can provide
opportunities for further development.
Reading  Book, journals, discussion papers and
professional magazines can be a valuable
source of up-to-date research, information
and resources.
Job rotations  Rotating job duties is a simple way to
broaden the possible development
experiences and share knowledge and
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resources.
Assessment Task 3 – Observation Checklist
Did the candidate?
Satisfactory
Yes No
Review own performance in terms of personal efficacy,
personal competence and attainment of professional
competence outcomes and personal development
objectives and priorities
Review own capacity as a role model in terms of ability to
build trust, confidence and respect of diverse groups and
relevant individuals
Evaluate personal effectiveness in building an effective
organisational and workplace culture
Analyse and evaluate personal effectiveness in developing
the competence required to achieve operational
accountabilities and responsibilities
Determine own potentially disruptive emotions and
impulses
Evaluate personal leadership style and adjust for different
contexts
Analyse the potential impact and role of own leadership
during organisational change
Analyse and confirmed capacity and competence of
relevant individuals to contribute to change processes and
plans
Identify leadership styles and develop approaches to best
respond to the impact of change on people and processes
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