Executive Leader Competencies

ACCOUNTABILITY  (ECQ - RESULTS DRIVEN)

Definition

Assures that effective controls are both developed and maintained to ensure the integrity of the organization.  Holds their self and others accountable for rules and responsibilities and can be relied upon to ensure that projects within their area of specific responsibility are completed in a timely manner and within budget.  Monitors and evaluates plans while focusing on results and measuring attainment of outcomes.

Importance

Accountability application ranges from individual responsibility for setting and meeting high standards for personal performance to the very definition of government workers as stewards of the commonwealth.  It is the vehicle through which value is created for the public dollar, and public services are improved.  The accountable individual remains in touch with the changing needs of those who are served, and earns their ongoing trust.  Accountability is a mark of a mature worker and is dependent on each individual being held responsible for achieving agreed upon outcomes.  It is essential to a well-functioning organization that each individual proactively take the responsibility to follow work through to completion, to provide both quality products/services and quality customer service, while meeting commitments in a timely manner and within budget.  Government workers must also hold themselves accountable for protecting the privacy of employees, customers and members of the public.  The leader is also accountable for the results of their team.

How do Executive Leaders (GS-15 and SES) Demonstrate This Competency?

Since organizational success is predicated on all employees being held accountable for achieving agreed upon outcomes, executives must establish a positive performance culture throughout the organization and develop and maintain a strategic framework for accomplishing the tasks of the organization.  They oversee the establishment, development, promulgation, monitoring, maintenance, and enforcement of an organization-wide performance management system.  They ensure that organizational work priorities, performance standards, return on investment and time expended are consistent with the overall strategic direction of the organization.  Executives work broadly with stakeholders to create a shared vision which balances and reconciles interests.  They make sound decisions based on research, benchmarking, and evidence and never allow personal advantage or political pressure to dictate actions or decisions that work against the welfare of the nation. 

Elements of the Competency and Distinguishing Behaviors

Element	Distinguishing Behaviors
Serves as a steward of the common good.	Generates and implements sound strategies to accomplish the goals of the Service. Does not allow personal advantage or political pressure to dictate actions or decisions. Ensures that subordinates have the tools and resources necessary to accomplish the Service mission. Develops strategic plans to allocate resources in a way designed to achieve the highest goals of the Service. Operates within established policies, regulations and laws. Promotes innovation, efficiency and greater effectiveness of programs through the use of appropriate business tools. Implements HR strategies that result in the hiring and development of high quality staff whose skills match the changing needs of the organization. Makes compelling business cases for programs. Shares resources with other public and private organizations when beneficial to the Service’s mission.
Takes responsibility for personal performance.	Pursues excellence diligently. Explains performance shortfalls to staff and stakeholders. Seeks feedback regarding performance. Seeks self-development opportunities.
Meets or exceeds standards of excellence.	Establishes a positive performance culture throughout the organization. Understands and uses benchmarking and other investigatory processes to identify and implement best practices. Ensures that employee performance plans focus on accountability for results.
Develops policy and builds, evaluates, and reforms programs.	Works with stakeholders to create a shared vision, balancing and reconciling various interests to achieve greater effectiveness and efficiency. Consults and utilizes research and experts relevant to the Service mission. Takes a holistic view of the agency mission, looking beyond institutional boundaries. Carries out review and assessment of programs to ensure that they remain relevant, appropriate and effective. Develops and utilizes information systems and processes necessary to support ongoing review, evaluation and performance of programs. Uses lessons learned to make program improvements or to end failing programs. Takes the initiative to share insights, information, effective program models and evaluation results with others. Distinguishes clearly between failure of a policy or program itself vs. operational failures due to implementation and acts accordingly.
Conscientiously assesses and manages risk.	Takes and supports risks that are ethical, legal, reasoned and commensurate with potential gain. Establishes and communicates clear guidelines for others regarding risk.

Developmental Activities

There are numerous activities an employee may engage in that provide the opportunity to develop this competency at the Executive (GS-15 and SES) level.   These activities may include, but are not limited to, on-the-job experience, details, shadow assignments, participating in training as a leader or participant and other life experiences.  These activities provide the opportunity to develop for those dedicated to their individual growth as a leader.  Specific examples of developmental opportunities for this competency include:

Primary Developmental Activities

• Seek an assignment as the leader/manager in charge of an organization with primary responsibility for managing its budget, people, and achieving its mission. 
• Work on gaining substantive experience on projects or initiatives that are national in scope and involve multiple stakeholders.

Supporting Developmental Activities

Experiential Developmental Details or Assignments:

• Apply for a detail as a field project leader.
• Lead a team in conducting a performance review of another organization.
• Apply for a detail to a performance consulting firm or institution.
• Gain experience in a Planning and Performance shop, perhaps in private industry.
• Gain experience in a Public Affairs position in a headquarters office.
• Gain experience with State, tribal and non-governmental conservation oriented organizations.
• Do not discount gaining experience with private industry organizations and trade associations involved in natural resource use such as:
  • Cattlemen’ Association
  • Forest products industry
  • National Association of Home Builders
  • Energy cooperatives
• Apply for a detail at Departmental and/or other Federal departments that are prominently involved in Service issues, such as Bureau of Land Management, National Park Service, Forest Service, Bureau of Reclamation, Army Corps of Engineers, USGS, Department of Agriculture, Office of Management Budget, CEQ, NOAA Fisheries, or EPA.
• Evaluate the impact of your behaviors on others.

Training

• Volunteer to be a coach in the Service’s Advanced Leadership Development Program (ALDP).
• Apply to attend executive-level training opportunities:
  • The Federal Executive Institute and Management Development Centers of the Office of Personnel Management
  • Kennedy School of Government
  • The Brookings Institution
  • Senior Executive Service Candidate Development Program
  • National Conservation Leadership Institute
• Take executive or graduate level training courses in:
  • Systems Thinking
  • Strategic Issue Analysis and Formulation
  • Managing Complex Systems Change
  • Project Management
  • Critical Path Analysis
  • Strategic Planning 101 and greater
  • Public Relations
  • Communications 101 and greater
  • Risk Management
  • Organizational Effectiveness
• Attend time management training and/or priority setting training.
• Take training at The Federal Executive Institute and Management Development Centers of the Office of Personnel Management.
• Attend a course on scientific ethics and integrity.
• Review Department of the Interior Ethics Office Library.
• Attend The Leadership Challenge© Workshop.
• Attend Critical Writing/Critical Thinking.
• Attend formal training on risk management.
• Attend formal training on the Service’s performance management system.
• Attend Congressional Operations Seminar.

 

Executive Leader Competencies