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Senior Right of Way Agent > Leadership Competencies > Flashcards

Leadership Competencies Flashcards

1
Q

Leadership Competencies 1st 3
________ ___________
____ _________
____-_____________/_______

A
  1. CHANGE COMMITMENT
  2. RISK APPETITE
  3. SELF-DEVELOPMENT/GROWTH
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2
Q

Leadership Competencies 2nd 3
________ __________
____________ ________
_______________ __________

A
  1. CONFLICT MANAGEMENT
  2. RELATIONSHIP BUILDING
  3. ORGANIZATIONAL AWARENESS
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3
Q

Leadership Competencies 3rd 3
_____________
_________ ___________
_______ ______

A
  1. COMMUNICATION
  2. STRATEGIC PERSPECTIVE
  3. RESULTS DRIVEN
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4
Q

Leadership Competency
1. CHANGE COMMITMENT

App_______ c_____ as an o__________ to p______ e_________ and i_________ at C_______.

A

Approaches change as an opportunity to promote excellence and innovation at Caltrans.

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5
Q

Leadership Competency
2. RISK APPETITE

T____ _____ after ___________ and __________ _________.

A

Takes risks after thoughtful and deliberate planning.

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6
Q

Leadership Competency
3. SELF-DEVELOPMENT/GROWTH

Seeks _____ for p_______ g_____.

A

Seeks areas for personal growth.

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7
Q

Leadership Competency
4. CONFLICT MANAGEMENT

R______ t_______ to pro____ good o_______ for all p______.

A

Reduces tensions to promote good outcomes for all parties.

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8
Q

Leadership Competency
5. RELATIONSHIP BUILDING

Ide_______ what is i________ to o_____, and the d_________, and dev_____ t____ to cr____ m_________ r_____________.

A

Identifies what is important to others, and the department, and develops trust to create meaningful relationships.

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9
Q

Leadership Competency
6. ORGANIZATIONAL AWARENESS

Under______ how C_______ relates to and im_____ the com________.

A

Understands how Caltrans relates to and impacts the community.

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10
Q

Leadership Competency
7. COMMUNICATION

Li_______ carefully to un_______ and resp______ ex______ id___ and obje______ clearly to o_____.

A

Listens carefully to understand and respectfully explains ideas and objectives clearly to others.

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11
Q

Leadership Competency
8. STRATEGIC PERSPECTIVE

Considers the f______ and a b____ p__________ when d_________ g____ and p_________.

A

Considers the future and a broad perspective when developing goals and planning.

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12
Q

Leadership Competency
9. RESULTS DRIVEN

Under_____ what is n_____ for Caltrans to su_____ and pro_____ dem__________ pro_____ thr____ data-proven re_____.

A

Understands what is needed for Caltrans to succeed and produces demonstrable progress through data-proven results.

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13
Q

• Drives change to push Caltrans in a positive direction.

A
  1. CHANGE COMMITTMENT
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14
Q

• Responds well and supports change with little notice.

A
  1. CHANGE COMMITTMENT
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15
Q

• Provides bold and transformational approaches that lead to creative solutions.

A
  1. CHANGE COMMITTMENT
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16
Q

• Operates quickly with confidence when facing uncertainty.

A
  1. CHANGE COMMITTMENT
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17
Q

• Encourages Caltrans staff to take innovative approaches.

A
  1. CHANGE COMMITTMENT
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18
Q

• Identifies and addresses associated risks.

A
  1. CHANGE COMMITTMENT
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19
Q

• Looks for opportunities to take agreed upon risks that are best for Caltrans and the public’s interest.

A
  1. RISK APPETITE
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20
Q

• Steps outside of comfort zone when it is in the best interest of Caltrans and the public’s interest.

A
  1. RISK APPETITE
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21
Q

• Acts resiliently and persists after failures.

A
  1. RISK APPETITE
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22
Q

• Creates a safe, encouraging culture for making mistakes and learning from them.

A
  1. RISK APPETITE
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23
Q

• Accepts consequences for personal failures.

A
  1. RISK APPETITE
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24
Q

• Engages in informed and thoughtful decision-making.

A
  1. RISK APPETITE
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25
• Remains aware of personal blind spots and biases.
3. SELF-DEVELOPMENT/GROWTH
26
• Models a consistent focus on improving self.
3. SELF-DEVELOPMENT/GROWTH
27
• Inspires others to be their personal best.
3. SELF-DEVELOPMENT/GROWTH
28
• Supports the growth of others in all areas.
3. SELF-DEVELOPMENT/GROWTH
29
• Imparts information and knowledge to others through mentoring and coaching.
3. SELF-DEVELOPMENT/GROWTH
30
• Requests feedback from peers and staff to improve performance.
3. SELF-DEVELOPMENT/GROWTH
31
• Promotes learning for self and others.
3. SELF-DEVELOPMENT/GROWTH
32
• Learns from others by asking questions.
3. SELF-DEVELOPMENT/GROWTH
33
• Anticipates challenging situations and responds in a way that reduces tension.
4. CONFLICT MANAGEMENT
34
• Mediates conflict between others.
4. CONFLICT MANAGEMENT
35
• Identifies when to involve others for resolution.
4. CONFLICT MANAGEMENT
36
• Maintains focus on Caltrans’ Core Values.
4. CONFLICT MANAGEMENT
37
• Provides constructive feedback that focuses on performance and not character.
4. CONFLICT MANAGEMENT
38
• Finds common ground to achieve consensus on issues.
4. CONFLICT MANAGEMENT
39
• Conducts open discussions with staff, peers, partners, and stakeholders to resolve complex problems.
4. CONFLICT MANAGEMENT
40
• Engages and collaborates with partners to address sensitive situations.
4. CONFLICT MANAGEMENT
41
• Perceives conflict as an opportunity to seek greater understanding.
4. CONFLICT MANAGEMENT
42
• Maintains confidentiality to retain and build trust.
4. CONFLICT MANAGEMENT
43
• Seeks to understand other’s perspective.
4. CONFLICT MANAGEMENT
44
• Maintains personal integrity in all relationships.
5. RELATIONSHIP BUILDING
45
• Interacts with others in a positive, open way that builds lasting relationships.
5. RELATIONSHIP BUILDING
46
• Shows humility and compassion for others.
5. RELATIONSHIP BUILDING
47
• Listens actively to understand the needs and views of others.
5. RELATIONSHIP BUILDING
48
• Assigns team roles based on the strengths of individuals.
5. RELATIONSHIP BUILDING
49
• Promotes cohesiveness among staff, peers, partners, and stakeholders.
5. RELATIONSHIP BUILDING
50
• Works across Headquarters and Districts to promote collaboration and share knowledge.
5. RELATIONSHIP BUILDING
51
• Recognizes and celebrates the achievements of others.
5. RELATIONSHIP BUILDING
52
• Respects all individuals and different points of view.
5. RELATIONSHIP BUILDING
53
• Encourages diversity, inclusion, and engagement.
5. RELATIONSHIP BUILDING
54
• Builds external, collaborative relationships with stakeholders and partners.
5. RELATIONSHIP BUILDING
55
• Understands the relationship between Caltrans’ social, political, policy, and technology systems, including the flow of data and information.
6. ORGANIZATIONAL AWARENESS
56
• Makes decisions based on the impact to the Department as a whole and not just the immediate function or issue.
6. ORGANIZATIONAL AWARENESS
57
• Understands how Caltrans best engages and resonates with other agencies, customers, stakeholders, the media, elected officials, and the public.
6. ORGANIZATIONAL AWARENESS
58
• Anticipates the impact a decision will have on Caltrans, its workforce, partner agencies, and community stakeholders.
6. ORGANIZATIONAL AWARENESS
59
• Recognizes biases and blind spots, individually and in the Department.
6. ORGANIZATIONAL AWARENESS
60
• Manages resources responsibly.
6. ORGANIZATIONAL AWARENESS
61
• Takes action in an ethical and transparent manner that builds trust.
6. ORGANIZATIONAL AWARENESS
62
• Embraces that the purpose of communication is to advance relationships and understanding.
7. COMMUNICATION
63
• Drives conversations to decision or consensus.
7. COMMUNICATION
64
• Presents complex thoughts or topics clearly.
7. COMMUNICATION
65
• Expresses objectives clearly and respectfully in verbal and written communications.
7. COMMUNICATION
66
• Engages in active listening.
7. COMMUNICATION
67
• Recognizes the non-verbal cues of others and considers them when responding.
7. COMMUNICATION
68
• Shares how input from others will be addressed.
7. COMMUNICATION
69
• Tailors communication to the needs of the audience.
7. COMMUNICATION
70
• Asks for feedback to determine if the message is understood as it is intended.
7. COMMUNICATION
71
• Understands that technology is not a replacement for one-on-one communication.
7. COMMUNICATION
72
• Understands the sensitivity of information sharing.
7. COMMUNICATION
73
• Promotes alignment with Caltrans’ mission, vision, goals, and values.
8. STRATEGIC PERSPECTIVE
74
• Analyzes how the economy, legislation, workforce, transportation trends, and system performance will impact Caltrans’ mission.
8. STRATEGIC PERSPECTIVE
75
• Understands Caltrans’ strengths and weaknesses, including external influences and constraints.
8. STRATEGIC PERSPECTIVE
76
• Considers stakeholders, partners, travelling public, social issues, and impacts.
8. STRATEGIC PERSPECTIVE
77
• Takes advantage of opportunities to develop Caltrans’ position as a leader in transportation.
8. STRATEGIC PERSPECTIVE
78
• Prepares for the unknown by staying informed on trends.
8. STRATEGIC PERSPECTIVE
79
• Motivates others to turn ideas into action.
8. STRATEGIC PERSPECTIVE
80
• Identifies ways for Caltrans to be more agile and nimble in the delivery of projects and services.
8. STRATEGIC PERSPECTIVE
81
• Establishes effective objectives to focus resources to achieve mission, vision, and goals.
9. RESULTS DRIVEN
82
• Focuses on achieving results that can be measured with data.
9. RESULTS DRIVEN
83
• Drives progress for critical objectives that are not easily measured.
9. RESULTS DRIVEN
84
• Anticipates the needs and expectations of the Department, stakeholders, and partners.
9. RESULTS DRIVEN
85
• Holds self and staff accountable for delivering quality services and products.
9. RESULTS DRIVEN
86
• Works to meet the needs of Caltrans’ workforce, partner organizations, and the public in a way consistent with Caltrans’ mission, vision, goals, and values.
9. RESULTS DRIVEN

Senior Right of Way Agent (3 decks)

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