Page 1 of 12 Queen’s University Competency Dictionary

1 - BUILDS RELATIONSHIPS Definition: Fosters and looks for opportunities to establish and maintain a network of contacts who provide information and support to achieving work-related objectives

Level 1 Interacts with individuals in a

courteous manner

Level 2 Develops relationships with stakeholders (internal and external) and strengthens

relationship over time

Level 3 Utilizes relationship network

to achieve organization goals/objectives

Level 4 Utilizes expansive

professional relationship networks for inter-

departmental work group synergies

Level 5 Fosters continual interaction

with departments and external networks in a variety

of capacities to accomplish impactful organizational

interaction

Determines appropriate mode of interaction/communication according to the situation (email, phone, in-person)

Demonstrates knowledge of organizational and departmental structure and co-worker/supervisor roles

Demonstrates knowledge of all members of their department and their functions in the achievement of organizational success

Approaches interactions with others professionally with diplomacy and tact

Respects diversity and promotes inclusion in the workplace

Engages in discussions in order to develop rapport with others

Creates professional bonds with a diverse range of key stakeholders by establishing respect, trust, support and mutual understanding

Affirms contributions of others

Builds effective relationships within potentially complex environments

Demonstrates a capacity to actively listen to others and provide constructive responses without resorting to criticism or negativity

Seeks out and develops relationships with individuals with diverse perspectives

Navigates the organizational structure of departments outside of their own

Utilizes networks and connections through work groups and project coordination to accomplish tasks and achieve goals

Shares knowledge and experience and provides assistance to others in order to maintain mutually, beneficial networks and working relationships

Acts as a representative for the organization at public functions

Facilitates connection between departments and/or department heads

Associates and participates in activities with external interest groups and creates partnerships for information solicitation and message delivery

Acknowledges diverse ideas and interests of all members when making decisions

Proactively develops and maintains relationship building opportunities with strategic partners and the community

Able to foster connections between others using skills such as mediation, facilitation and conflict resolution

Advocates for others, opens access to the right people, places and resources, and provides exposure and visibility for others to demonstrate their capabilities

Page 2 of 12 Queen’s University Competency Dictionary

2 - BUSINESS ACUMEN

Definition: Carries out organizational strategy with a clear understanding of trends and dynamics that drive Queen’s Strategic Framework. Demonstrates business foresight along with the ability to integrate diverse perspectives. Exercises judgement around opportunities that represent the most potential for innovation and return on investment for Queen’s and its stakeholders.

Level 1 Understands

organizational fundamentals and

practices

Level 2 Applies knowledge of industry, market and

trends to prioritize activities

Level 3 Leverages business

sector opportunities and market dynamics to

execute Queen’s strategy

Level 4 Instills a business-oriented

mindset that drives the organizational agenda

Level 5 Champions Queen’s within the

market context as a trusted business partner

Understands formal organizational structure

Comprehends organizational goals and strategies

Recognizes and uses formal structure, rules, processes, methods or operations to accomplish work effectively

Uses past experience and best practices to identify underlying issues, potential problems and risks and incorporates them into solving short-term issues

Understands and stays current on global and local trends/changes and how they inform and influence operations

Analyzes issues and identifies appropriate action

Acquires additional information to resolve specific issues and inform decisions

Understands how to navigate informal structure and culture

Uses both formal and informal channels or networks for acquiring information, assistance and accomplishing work goals

Considers both returns and risks when making decisions that impact the organization

Ensures that own actions and plans complement the processes of colleagues and the team

Understands and anticipates how clients and stakeholders could look at products and/or services from a “value-added” perspective

Knowledgeable about the issues and culture of external stakeholders. Uses this information to negotiate goals and initiatives and achieve solutions

Looks ahead for contingent liabilities and opportunities, identifies the risks involved and provides possible scenarios for action

Ensures due diligence by keeping informed of business and operational plans and practices

Develops business plans that take into account longer-term activities, issues, or opportunities

Aligns initiatives with the Queen’s strategic framework and positions them to drive organizational strategies forward

Understands organizational politics, issues and external influences

Anticipates issues, challenges and outcomes and effectively operates to best position the organization

Supports the changing culture and methods of operating, if necessary, for the success of the organization

Designs strategies for dealing with high-risk initiatives

Understands the projected direction of the marketplace and how changes will impact Queen’s

Adapts priorities and plans in response to changing market demands and to complement the needs of increasing internationalization on campus

Operates successfully in a variety of social, political, economic and cultural environments both locally and internationally

Provides organizational guidance on high risk initiatives and decisions

Provides a supportive environment for responsible risk taking

Oversees the development of guidelines, principles and approaches to assist decision-making when risk is a factor

Develops broad strategies that reflect in-depth understanding and assessment of operational, organizational and political realities and risks

Page 3 of 12 Queen’s University Competency Dictionary

3. CHANGE MANAGEMENT

Definition: Ability to effectively adapt to change, manage oneself through change and lead others through change

Level 1 Self-awareness and

responsiveness to change

Level 2 Openness to change and engages others in change

Level 3 Facilitates the change

process

Level 4 Creates conditions for

nurturing a change culture

Level 5 Champions change and

fosters the environment for change

Learns new procedures and continues to deliver results when priorities and resources change

Alters normal working conditions (amenably) to get the job done, even when faced with small changes

Attempts to understand the “why” of the change

Takes individual responsibility for getting accurate information about the change

Demonstrates awareness of one’s own reactions and responses in a changing situation and adapts own approach to changing conditions

Demonstrates a sense of urgency

Recognizes that change is a continuous and evolving process and responds with agility

Co-operates with others in changing circumstances

Puts aside preconceptions and considers new ideas on their own merit

Participates in change initiatives

Supports colleagues in understanding change

Pro-actively suggests ideas for improvements, conducts regular reviews of current processes

Leverages technology to achieve effective change results

Awareness of change management as an established process

Recognizes and addresses one’s filters, biases and cultural preferences

Fosters a climate of openness where diverse ideas and change are encouraged

Improves systems and structures to deliver effective change

Takes managed risks

Encourages ideas from a diverse range of sources and stakeholders

Acts as a change agent, advocating for the change

Invokes change management principles and practices in times of change

Anticipates resistance to change

Diffuses conflict and fear by sharing information openly and explaining rationale

Supports individuals in their team through periods of change

Listens and responds to constructive feedback

Recognizes and deals with obstacles and resistance to change

Communicates the ‘why’ of the change including rationale and implications

Encourages a culture of change resilience

Considers the cumulative impact of implementing change (culture, structure, service, morale)

Recognizes that change takes time and plans accordingly

Allocates appropriate resources

Perseveres and shows tenacity in the face of change

Draws on personal agility and past experiences to create breakthrough solutions

Presents the business need for change and focuses others on the positive aspects

Anticipates obstacles to change and plans accordingly

Champions and leads transformational change

Advocates the change vision in an inclusive manner

Challenges deeply held biases and assumptions and fosters a climate of openness

Rallies others to support the change

Creates effective plans, systems and governance to lead change

Rethinks systems, partnerships, cultural assumptions

Evaluates the impact of change on operations

Provides appropriate support mechanisms during change

Creates an environment that promotes, encourages and rewards change and innovation

Page 4 of 12 Queen’s University Competency Dictionary

4. COLLABORATION AND TEAMWORK

Definition: Develops and uses collaborative relationships to facilitate accomplishment of group goals.

Level 1 Fulfills duties of assigned

team projects

Level 2 Engages others to facilitate

group success

Level 3 Facilitates working with others by coordinating

group efforts

Level 4 Creates conditions for success and oversees

execution

Level 5 Fosters inter-organizational

collaboration

Participates willingly and shares information

Flexible and adaptable when working with others

Respectful, helpful and cooperates with other team members

Listens with an open mind to others points of view and re-evaluates own position

Accomplishes their share of the work (holds self accountable) to support mutually agreed upon outcomes and effective results

Understands and values the contributions of others

Accepts and incorporates feedback regarding work tasks and methods

Displays professional interpersonal behaviour with teammates

Understands importance of collaboration in relation to organizational objectives

Sees value in engaging with diverse perspectives to facilitate group success

Shares resources information, knowledge and skills with others

Invites all to contribute to an activity or process

Shares accountability for team decisions and actions

Seeks opportunities to build positive relationships

Able to effectively transfer knowledge and information from collaborative projects to others

Adapts style and skill set to suit situation

Contributes and considers ideas of others

Actively looks for ways to support, encourage and empower others

Acknowledges contribution of others

Predicts potential issues and plans accordingly troubleshooting as necessary

Gives and receives feedback regarding impact of behaviour on group

Provides updates to stakeholders

Motivates team members and facilitates resolution of issues

Knows strengths and weaknesses of team

Fosters a cultures of cooperation and encourages positive team dynamics

Establishes parameters, resources, and objectives in support of large strategic initiatives

Ensures coordination between multiple group efforts

Holds team accountable for effective results

Facilitates discussion towards driving team outcomes

Employs advanced group building and maintenance roles to foster team maturity and growth

Provides direction and feedback to team members

Creates a climate where collaboration and teamwork among diverse people and groups is the norm

Champions initiatives requiring collaborative efforts

Awareness of inter and intra-organizational dynamics and how to navigate them

Holds self and others accountable for promoting collaboration and teamwork and resolving cross-units’ conflicts to facilitate win-win resolution of differences

Establishes systems that promote the sharing of best practices and specialized know-how throughout the organization

Page 5 of 12 Queen’s University Competency Dictionary

5. COMMUNICATION

Definition: Listening to others and expressing ideas orally or in writing in an effective manner that ensures the message is conveyed and understood. Readily shares information and knowledge with others.

Level 1 Listens and clearly presents

information

Level 2 Fosters two-way communication

Level 3 Adapts communication

to others

Level 4 Communicates complex

messages

Level 5 Communicates strategically

Listens actively and objectively without interrupting when appropriate

Checks own understanding of others’ communication by repeating message back to sender and asking additional questions

Presents information in a clear and concise manner both orally and in writing

Checks understanding by asking questions

Appropriately expresses own opinion

Displays sensitivity, tact and empathy

Keeps people informed and up to date

Ensures communication tools have met accessibility standards

Communicates decisions or recommendations that could be perceived negatively with sensitivity and tact

Supports messages with relevant data and information

Delivers messages with clarity, tact and diplomacy

Asks open ended questions

Shows interest in concerns of others

Actively seeks out diverse ideas and thoughts

Negotiate and facilitate through cultural differences, conflicts, tensions or misunderstandings

Recognizes diversity of abilities and adapts content, tone, medium and style to audience to be inclusive

Takes others perspectives into account when communicating or presenting arguments

Elicits comments or feedback on what has been said

Anticipates reactions and adapts messages

Ability to be persuasive, but willing to accept another course of action

Ability to let ideas go and be open to others

Takes perspectives into account

Handles complex “on the spot” questions

Communicates complex issues clearly and credible with varied audience

Delivers difficult or unpopular messages with clarity, tact and diplomacy

Encourages response and dissent to ideas and issues

Ability to negotiate in an articulate and persuasive manner

Once the decision is made, communicates the impact in a positive manner

Explores positions and alternatives

Accurate appreciation of strengths and weaknesses of others

Uses different communication methods and mediums strategically and proactively

Refrains from immediate judgement and criticism of others ideas

Delivers constructive feedback in a way that demonstrates sensitivity to the feelings of others

Considers aspects such as optimal message to present, timing and forum of communication and communicates to achieve specific objectives

Ability to correctly interpret messages from others (makes insightful assessments)

Addresses confrontational situations with a deliberate response in order to achieve end goal

Page 6 of 12 Queen’s University Competency Dictionary

6. CLIENT ORIENTATION

Definition: Commits to working closely with internal and external customers / clients to address their needs and provide high levels of service.

Level 1 Provides customer/client

service

Level 2 Builds positive client

relations

Level 3 Anticipates and adapts to

client needs

Level 4 Fosters a client-focused

culture

Level 5 Considers the strategic direction of client focus

Understands the service nature of their role and acts accordingly

Acknowledges customer/client appropriately

Listens actively and asks questions to gather and understand information and assess situation appropriately

Responds and provides accurate information to customer needs according to established service standards

Treats customers courteously and professionally

Interacts successfully with people by acknowledging and respecting diverse cultural customs and beliefs, and individual differences

Understands issues from client’s perspective and provides solutions and options accordingly

Monitors services provided to clients and corrects problems promptly and non-defensively

Keeps client informed of progress through on-going communication

Takes personal responsibility to serve client needs and interests and resolve complaints

Addresses diversity and inclusivity issues and supports others

Questions attitudes, comments and behaviours which are discriminatory

Focuses on the success of the client

Maintains positive client relations even if needs cannot be immediately met

Seeks to add value by meeting and sometimes exceeding customer expectations

Works with clients to adapt services to meet their needs by knowing their clients’ business

Anticipates and acts where extra support or influence will be required

Uses best judgement to refer client to appropriate expert or partner as required

Anticipates future customer / client needs and puts plans in place to proactively address them

Elicits feedback from clients and uses that feedback to improve services

Creates strategies to help the organization serve clients more effectively

Identifies and engages with non-obvious clients

Takes action beyond normal expectations

Considers long-term interests of the client in making service decisions

Takes appropriate thoughtful measured risks to serve client needs and interests

Acts as a consultant to the customer to empower them to make decisions

Elicits feedback from customers, and uses that feedback to improve services

Establishes service standards and develops strategies and policies to ensure that staff meet them

Tracks trends and developments that will affect the organization’s ability to meet current and future client needs

Balances and prioritizes competing customer needs

Looks for long-term benefits to the client

Becomes a strategic partner in the client’s business and is seen as a trusted advisor

Aligns clients’ strategies with own projects and initiatives

Champions client-centric culture, systems, strategies

Creates an environment in which concern for client satisfaction is a key priority

Recommends and/or determines strategic business direction to meet projected needs of current and prospective clients

Addresses systemic barriers to delivering quality service and implements approaches to improve service across the organization

Page 7 of 12 Queen’s University Competency Dictionary

7. DECISION MAKING & JUDGEMENT

Definition: Demonstrates the ability to identify and understand issues, problems and opportunities; comparing data from different sources to draw conclusions and make decisions and solve problems involving varied levels of complexity, ambiguity and risk.

Level 1 Makes decisions based on

established guidelines

Level 2 Makes decisions by

appropriately interpreting guidelines

Level 3 Makes decisions in situations where there is greater scope

for interpretation of guidelines

Level 4 Makes complex decisions in

the absence of guidelines

Level 5 Makes high-risk decisions

in complex and ambiguous situations

Makes straightforward decisions based on pre-defined options using communicated policies and procedures

Consults with others or refers an issue/situation for resolution when criteria are not clear

Makes decisions involving little or no consequence of error

Verifies that the decision/resolution is correct or escalates according to policy

Analyzes and synthesizes information from a variety of sources

Considers the risks and consequences of action and/or decisions

Applies policies and procedures that require some interpretation when dealing with exceptions

Makes decisions involving minor consequence of error

Recognizes when to escalate appropriate or specific situations to the next higher level of expertise

Identifies the implications and possible consequences of trends or events

Draws logical conclusions, providing options and recommendations

Identifies links between events and information and critical relationships

Receptive to diverse ideas and considers these throughout the decision making process

Makes decisions by weighing several factors for which there is incomplete and/or contradictory information, or where factors are partially defined

Involves the correct people in the decision-making process

Balances the risks and implications of decisions across multiple issues

Develops solutions that address the root cause of the problem and prevent recurrence

Recognizes, analyzes and solves problems across projects and in complex situations

Balances competing priorities in reaching decisions

Develops solutions to problems, balancing the risks and implications across multiple projects

Considers the impact of an action or decision on clients and the institution

Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes

Develops and recommends policy framework based on analysis of emerging trends

Consults stakeholders to generate input into critical decision making

Identifies connections between situations that are not obviously related

Promotes a culture where a diverse range of ideas and perspectives are incorporated into the decision making process

Balances the best interests of all stakeholders

Makes decisions in a volatile environment in which weight given to any factor can change rapidly

Assesses external and internal environments in order to make a well-informed decision

Identifies the problem based on many factors, often complex and sweeping, difficult to define and contradictory

Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions

Page 8 of 12 Queen’s University Competency Dictionary

8. INTEGRITY

Definition: Consistently acts with the highest professional standards; is honest, fair and respectful towards others. Communicates intentions openly and directly.

Level 1 Meets commitments

Level 2 Takes action

Level 3 Takes action when

significant cost or risks are associated with doing so

Level 4 Seeks systematic solutions

to problems

Level 5 Creates an environment in

which disclosure around ethical issues is possible

Treats others with respect and fairness

Adheres to organizational standards, policies, and goals in relation to own work activities

Delivers on commitments

Follows-up with others

Admits to having made a mistake and accepts the consequences

Avoids assigning blame to individuals, and takes responsibility for willful actions

Seeks out and uses ideas, opinions and insights from diverse and various sources and individuals

Shares credit visibly

Works to deliver high quality, professional results

Tells the truth even when there is significant risk to do so

Learns more about people of other cultures and backgrounds

Plans and takes actions that consider the diversity of those involved or affected

Ensures information is accurately and quickly communicated to all relevant groups

Questions unethical shortcuts, even when they may appear as possible solutions

Remains visible during times of difficulty or crisis

Advocates the value of diversity to others, takes action to increase diversity in the workplace (e.g. by recruiting and developing people from varied backgrounds and cultures)

Confronts racist, sexist or inappropriate behaviour by others and challenges exclusionary organizational practices

Puts service to customers, welfare of employees and success of the organization as priorities

Manages and/or alerts others to sensitive, confrontational issues with diplomacy

Recognizes workplace practices that diverge from the professional ethics of the workplace and questions and challenges the discrepancies, occasionally at considerable risk to personal interests in the workplace

Holds others accountable

When faced with a dilemma, makes the best choice to ensure consistency and balance

Intentionally acts as an ethical role model

Explains and develops ethical knowledge, standards and conduct in others

Possesses and intentionally acts in a culturally competent manner in all workplace activities

Page 9 of 12 Queen’s University Competency Dictionary

9. LEADERSHIP

Definition: Ability to inspire others to work together towards a common goal by engaging and empowering others

Level 1 Manages and shares

information

Level 2 Optimizes team

effectiveness

Level 3 Obtains resources, takes

care of the team

Level 4 Acts as a trustworthy

leader

Level 5 Communicates and shapes

a compelling vision

Keeps others informed and up to date with the necessary information to do their job

Solicits ideas from others

Gets involved in decision-making processes

Explains what needs to be done and why

Is self-aware and knows one’s own strengths and areas for development

Manages one’s own emotional responses to immediate situation

Makes productive contributions through talent, knowledge, skills and good work habits

Demonstrates honesty and reliability

Supports others

Effectively diagnoses issues on the team and with colleagues

Fosters a climate of inclusion, openness and trust

Establishes norms for group behaviour

Focuses others on key priorities

Removes distractions or barriers to work

Gets others’ input for the purposes of promoting the effectiveness of the group or process

Works to resolve conflicts in the team

Gives fair and balanced feedback

Treats others as valuable team members

Builds consensus

Adapts leadership approach and style to fit the situation and different needs of others

Holds self accountable for deliverables and outcomes

Works effectively with others in group and team settings

Promotes outstanding achievement across the wider organization

Makes sure practical needs of the group are met

Identifies what tools, information and other resources are required to get the job done to deliver on objectives

Positions the team and its members in a positive light

Promotes success of others

Challenges the status quo to elevate team or group performance

Engages with others in self-development, creating learning communities and opportunities

Organizes people and resources toward the effective and efficient pursuit of objectives

Protects the team’s reputation in the larger organization

Leads by example

Recognized as a role model

Links own and team’s work to larger mission, vision and values

Inspires and motivates others to high performance

Consistently holds self and others accountable for deliverables and outcomes

Leverages emotional intelligence awareness and strategies

Encourages and sets higher performance standards for self and others

Communicates a direction

Works to create positive and pro-active collaborative relationships with others

Engages in self-development activities

Communicates a clear and compelling vision of the future that generates excitement, enthusiasm, commitment and confidence

Speaks to the needs and aspirations of others to engage their passions and potential

Sees the strengths in others, recognizes and builds on them

Encourages and enables others to engage in self-development opportunities

Proactively initiates long-term organization-wide changes in response to anticipated future requirements

Leads with a passion for the mission, vision, values and work

Coaches and builds leadership capability in others

Page 10 of 12 Queen’s University Competency Dictionary

10. Planning and Organizing Definition: Establishes a clearly defined course of action to accomplish goals and to organize work efforts. Allocates time and manages resources effectively. Ensures accuracy.

Level 1 Plans and controls own

priorities and responsibilities

Level 2 Manages short-term

objectives

Level 3 Continuously adapts

priorities and responsibilities in response

to changing needs

Level 4 Develops and oversees

multiple plans for internal groups and teams,

anticipates risks, and takes appropriate steps

Level 5 Develops, oversees,

assesses the impact of and evaluates strategic plans

that impact the unit and/or the organization

Completes routine work efficiently (e.g. reads email daily, has a “to do” list, prepares for meetings)

Prioritizes key tasks that need to be achieved each day/week

Schedules own work to maximize use of resources (e.g. time, people, equipment)

Aware of tools that can be used for planning and organizing

Organizes information so that it is accessible to self and others

Takes measures to ensure that accommodation needs are built into the planning process

Ensures plans have clear objectives and milestones to keep work and/or projects moving forward

Includes the right people and resources in projects to ensure work is performed

Establishes priorities and identifies critical tasks that need to be handled immediately

Chooses most appropriate tools for the purposes of planning and organizing

Prioritizes appropriately to ensure deadlines and desired outcomes are met

Ability to determine competing priorities and get others to agree on what gets done first

Translates business strategies into workable operational goals

Ensures interdependencies are identified and taken into account in the planning stage

Evaluates the progress of tasks, responsibilities and projects against schedule timeframes and modifying accordingly in collaboration with key stakeholders

Seeks input from key stakeholders

Establishes internal controls in order to detect problems or issues as they happen in order to make necessary corrections

Anticipates obstacles and has contingency plans, demonstrates judgment and flexibility to adjust strategies

Develops maintains and oversees multiple plans that impact the direction of working groups or teams, aligns necessary resources in order to ensure completion of plans

Analyzes and responds to risks related to teams or groups with a focus of reducing or eliminating perceived issues

Designs and implements plans that are clear manageable and attainable given the current and future expectations of individuals, groups and teams

Responsible for plans that impact the unit and or organization

Develops plans that recognize and address emerging opportunities and threats organization wide

Secures and allocates resources in alignment with organizational strategic priorities

Ensures sufficient resources are made available to achieve established objectives

Ensures risk management processes and tools are effective and used consistently in order to reduce assumed risk

Page 11 of 12 Queen’s University Competency Dictionary

11. STRATEGIC PERSPECTIVE

Definition: Analyzes and interprets the strategic direction of the organization, has a clear understanding of the objectives of the organization and uses that information to develop responsibilities, tasks goals, and initiatives that align with the long-term plans and growth. Reflects on past experience, organizational practices and processes in order to determine the correct course of action. Is able to analyze the internal and external environment in order to identify current and future opportunities, challenges and risks.

Level 1 Has a clear understanding

of organizational objectives and aligns position to the

strategic requirements

Level 2 Gathers and analyzes

organizational information by using past experience

and knowledge

Level 3 Aligns the internal

environment to the overall objectives and strategies of

the organization

Level 4 Analyses the internal and external environment in order to develop current and long-term strategies

Level 5 Anticipates future

consequences and trends accurately and creates the

vision

Understands how the position relates to the organizational strategic framework and can speak to its drivers

Aligns goals and tasks to organizational requirements with forethought to current objectives

Prioritizes work requirements with organizational objectives

Makes decisions that in alignment with departmental objectives

Asks knowledgeable people in order to gain insight and information on organizational objectives and long term plans

Is able to reflect on past experience and organizational practices and processes in order to develop tasks, goals, and initiatives that align with organizational needs

Responds to work responsibilities and requirements with a solid understanding of the strategic framework

Asks focused questions in order to gain more information and the perspective of others

Engages with others within the team and workplace to organize objectives and strategies, links positions and teams by communicating the importance of roles

Addresses issues and develops solutions that are aligned to the organization

Has a solid understanding of the strengths and weaknesses of the organization

Discusses the internal environment with senior leadership in order to influence organizational objectives

Reprioritizes responsibilities in order to respond to the changing needs of the organization

Anticipates trends in the internal and external environment and develops long-term (3-5 years) strategies to move the organization forward

Makes revisions to internal operations and structure in order to meet and respond to changing influences

Actively seeks out diverse forms of knowledge and perspectives in an effort to make informed strategic decisions

Develops strategic directions for the organization and engages others in its creation and implementation

Articulates credible pictures and visions of possibilities and likelihoods for others

Knows when to concede to a challenge

Focuses on the long term and is future oriented

Creates competitive and breakthrough strategies and plans

Knows when to stay the course and when to re-evaluate and re-direct

Page 12 of 12 Queen’s University Competency Dictionary

12. INITIATIVE

Definition: Takes action to address current or future problems or opportunities without being asked to do it.

Level 1 Actively seeks out work

tasks and seeks guidance without instruction

Level 2 Anticipates what needs to be done and acts decisively

Level 3 Encourages participation in

others

Level 4 Assumes a leadership role

when one has not been established

Level 5 Instigates large scale, long-

term initiatives and assumes risk

Independently recognizes and acts upon present opportunities without need for direction

Actively inquires about additional work

Willing to take on increased responsibility.

Overcomes obstacles to address present challenges within an appropriate timeframe

Investigates opportunities to learn about different worldviews

Anticipates and takes action quickly and decisively to create opportunities or avoid future issues

Responds promptly to previously unanticipated tasks or issues rather than waiting to be asked or hoping the problem will resolve itself

Establishes plan for task completion and modifies as necessary

Engages others to respond to challenges or opportunities

Creates room in projects for others to participate

Demonstrates continuous commitment to improvement & development

Compels others to take action by demonstrating the value of appropriate urgency and encourages action

Assumes the lead role in situations that may not be obvious to others

Takes on extra responsibilities and accountabilities in consultation with supervisors

Creates clarity out of ambiguity

Creates and leads projects.

Links relationship between internal and external environments and chooses courses of action that strengthen alignments

Creates environment to foster initiative in others

Identifies key stakeholders and engages them

Anticipates and establishes long-term perspectives

Assumes final responsibility for decisions and associated risks; recognizes possible consequences in advance

Perseveres over the long-term in the fact of resistance or setbacks

Champions or advocates for one’s and others’ initiatives