- An Analyst
This person has the ability to analyze, diagnose and evaluate information, situations, issues or the environment around them. This is generally an inherent trait. However, it can be developed with focused practice. These people are usually able to “take in” details and information automatically in a way that allows them to constantly be aware of the real picture, wherever they are, whatever they are doing. They notice things that others may miss, and generally use the information to maintain a truthful picture of situations and conditions.
- Vigilant/Committed
This person is constantly attentive and observant and able to “size up ” things quickly. These people tend to be watchful at all times. This aptitude goes hand in hand with the one above, the ability to analyze. As the vigilant person takes in data, that data is analyzed automatically to yield accurate feedback on any situation at any time. Vigilant leaders are also committed to their vision and stated goals, and to their vigilance in keeping them.
- Aware/Alert
This person has either an inherent or practiced awareness of the world around them. These leaders are able, at any given time, to provide an accurate and truthful portrait of their environments. They are not only aware of details and whole pictures but are also alert to potential changes.
They generally have internal “markers” set as guidelines for analysis and comparison. Again, this attitude is a refinement of the ones above. An analyst must be able to take the information in, be alert, aware and vigilant in this data gathering process, in order to accurately diagnose and evaluate.
- Answerable
This person innately understands and practices responsibility and accountability. They hold themselves answerable to others to perform, and then liable to account for that performance. These leaders have complete awareness of the concept of action and reaction, behavior and consequences. They are guided by internal values and will model behavior that influences others to do the same. These people have no understanding of “ducking blame,” don ‘t engage in cover up s, and are completely open to scrutiny.
McKenna and Pugno’s Best Practice Five Related Competencies
I have included three of McKenna and Pugno’s lists of competencies when considering ways in which to meet the unique challenge of bringing along differences and community when moving from contemplation to action.
Commitment (McKenna and Pugno, 2006, p. 289)
Invite others to participate in tasks, fueling their enthusiasm by appealing to their values and interests
Welcome newcomers, providing needed information and opportunities for interaction
Explicitly describe how attainment of collective goals will enable attainment of individual goals
Demonstrate confidence in others by sharing decision-making authority
