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CFIA leadership competency dictionary
Corporate expertise

Building organizational capacity

Realigns - proactively and quickly - the people or processes of CFIA so that the correct systems are in place, and the correct measures and information are supplied to support CFIA's vision and values and focus people's attention appropriately. High Performance CFIA leaders develop a sustainable organization by planning for and establishing the requisite structure, infrastructure, policies/accountabilities and/or governance frameworks required to execute on current and future strategies. It includes a concern for making sure the Agency has the requisite people, processes, procedures, data, tools and equipment to respond to increasing business demands.

Illustrative behavioural indicators:

Level EX 4 and above - Creates organizational systems to enhance future organizational capacity

  • Develops enterprise-level standards and measures as well as the business strategy.
  • Redesigns the structure, governance and/or operations of CFIA to better meet long-term objectives.
  • Creates new systems to support long-term strategy.
  • Adapts organizational structure to support future business requirements.
  • Promotes an organizational perspective; fosters and leverages a system's view to address complex business issues.

Level EX 3 - Aligns organizational systems to enhance current organizational capacity

  • Makes significant, lasting changes in climate, culture or focus of the organization.
  • Aligns the form of the organization (people, structure, process and culture) with the purpose of the organization.
  • Adapts organizational structure to support current requirements.

Level EX 2 - Modifies existing systems to support the strategy and upcoming demands of a branch or unit

  • Anticipates future demands, opportunities and adapts structure accordingly.
  • Makes information available that was previously inaccessible to increase organizational effectiveness.
  • Changes metrics, job responsibilities, information reported, awards, etc. to align with strategy.
  • Eliminates unnecessary bureaucracy and inefficiency in divisional work processes and procedures.

Level EX 1 - Embeds agility into CFIA work practices

  • Adapts the decision making processes to the requirements of the situation.
  • Establishes methods for open communication and decision making to support the strategy.
  • Makes efficient usages of CFIA's processes and resources.
  • Continuously improves CFIA's processes and systems and drives consistency, as required.
  • Ensures that individual team members understand how "what" they are doing connects with "why" they are doing it (i.e., CFIA's goals).

Level EX minus 1 - Manages team's priorities

  • Prioritizes team's involvement on several initiatives simultaneously, organizing work to maximize efficiency.
  • Encourages nimbleness in team's functions; easily adapts priorities, work and team composition to attain objectives.
  • Infuses clarity in team structure and accountability.
  • Optimizes team's schedule and time management by taking time to organize the work environment.

Level EX minus 2 - Enhances the human capital of CFIA

  • Gets the right people in place to address current and future problems or opportunities.
  • Reviews training and development and performance management procedures to support business goals.
  • Makes hiring or training decisions to address current opportunities.
  • Continually upgrades the capability of the organization by making good staffing decisions.

Influencing others

Persuades, convinces or negotiates effectively with others. Wins agreement or gains the attention of others for the Agency's agenda. Honesty, professionalism, and knowledge are seen as essential for credibility and for effective influencing within CFIA and with stakeholders.

Illustrative behavioural indicators:

Level EX 4 and above - Uses coalitions and deep understanding of other party to influence

  • Assembles 'political' coalitions to help in negotiations.
  • Appropriately uses complex negotiating techniques to reach a goal or have an effect.
  • Uses an in-depth understanding of the interactions within the other party to move toward a specific agenda (e.g., may give or withhold information among individuals to have specific effects).

Level EX 3 - Uses complex influence strategies

  • Builds "behind-the-scenes" support for ideas.
  • Builds linkages between one's proposal and other initiatives in the organization, with the intent to take advantage of these initiatives' momentum to persuade others.
  • Involves others in planning for and implementing change, and in so doing gains their buy-in.

Level EX 2 - Uses indirect influence

  • Uses indirect strategies during negotiation, in order to persuade, such as establishing using experts or other third parties.
  • Knows who to go to, who is important for a decision and who has influence with other people; uses this knowledge to build support for an idea.
  • Gets influential individuals (internal experts or third parties) to take ownership or leadership of an initiative; knows when to bring in key stakeholders or partners to succeed with a project.
  • Uses chains of influence (gets A to show B so that B will tell C).

Level EX 1 - Calculates impact of actions or words on audience when convincing others

  • Adapts arguments to appeal to the interest and level of others.
  • Anticipates the effect of one's approach on persuading people (both emotions and logic).
  • Uses a variety of tactics to create a specific impact.
  • Builds personal credibility over time by being honest and trustworthy, as well as knowledgeable.

Level EX minus 1 - Is tenacious: takes multiple actions to persuade

  • Prepares and presents solid business cases to gain support.
  • Does not get discourage: uses two or more well-crafted arguments to persuade.
  • Includes careful preparation of multiple and coherent sets of data for presentation or during debate.

Level EX minus 2 - Focuses on logic: States facts to persuade

  • Uses logic, science, and facts and available information in a discussion or presentation to persuade (e.g., appeals to reason, data; uses concrete examples, demonstrations, etc.).
  • Appropriately uses direct persuasion in a discussion or presentation.
  • Makes sound use of concrete examples, visual aids, demonstrations, etc.
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