In the process of a competency modelling project, I was interacting with a business group. We were capturing some key behaviours of managers of that organisation, that comprehend as central to achieve their business goals. The phrased behaviours were grouped in different clusters to align with organisation’s business vision and strategy.

We put all these pieces in relevant clusters. When I looked at a cluster, which took in maximum inputs as many as 25 behavioural phrases, we agreed that it is pointing towards a major competency cluster. All the participant managers felt that these behaviours are a must to achieve success. I present them here:

“Acts in a way seeking more effective ways to do a job”, “ Carries out expected job without supervision”, “Proactively takes steps to identify problems”, “Sees what needs to be done and acts on it” , “Quickly recognises crisis and acts instantly”, “Takes persistent action to overcome obstacles to objectives”, “Acts on signals to create opportunities”, “Seizes opportunities to independently resolve complex issues”, “Develops an organisational culture ‘to do what needs to be done’ without guidance and supervision” … and many more.” 

Developing a definition

As we need to name the cluster by identifying  a common element that flows through all these, we initially called it as: “Signals to arise action”. On further discussion, we renamed the competency cluster as  “initiative”, which was identified as a key competency for the group success.

Reviewing and analysing the inputs captured during the workshop, definition of ‘initiative’ was finally scripted. The competency “initiative” is proactively doing things. Moving with an inner drive to get and set things in right direction without being asked and reminded. It is the ability to identify, address, think and act on current or future problems, needs or opportunities.  What do we do with this definition?

Competency linked to people

It acts as a guideline for recruitment to hire people who display this competency.  The expanded definition with behavioural indicators are linked to processes of performance appraisal, succession planning, gap analysis, assessment and training and development. This system on implementation will ensure build the competency throughout the organisation, which is considered as central to business success.

How to develop competency?

In this perpetually competing  business world, organisations look out for people who display the competency “initiative”. They need people who are prepared to experiment, try things, take calculated risks and achieve results. Not those who wait to be told to ‘do something’ and wait passively for guidance before doing anything.

They want managers who would see and seize opportunities and make things happen, creating a positive difference. Managers who identify problems and donot  think about them are not in demand. There are many ‘snake reporters’ but ‘snake catchers’ are few.  If some one wants to develop this competency “initiative”, it is worth looking at a simple model developed by Stephen Covey.

Covey’s seven levels

Dr Covey defines a continuum of seven levels of “initiative”.  At the lowest level people ‘wait until told’. Some open up and ‘ask’.  There are some more who move a bit to ‘make a recommendation’. Few express that they ‘intend to do’. Very few ‘do it and report immediately’.  Above this level are some people who ‘do it and periodically report’. Finally the smart ones just do it.

1. Wait until told

They just wait for instructions and their mind always lie outside their jobs. They do not ask or question. They fall into the trap of codependency that spawns five emotional cancers: criticising, complaining, comparing, competing and contenting.

While competition in a marketplace and sports setting is worth than in relationships and work teams where it is damaging, one must be ‘bilingual’ of competition inside the market place and co-operate inside the workplace to avoid single minded danger that Maslow observed, “He that is good with the hammer tend to think everything is nail.”

2. Ask

It would be reasonable to ask a logical question about something within your job or things over which you have control or influence. You cannot do much about things, which are not under your control. But if some external factors affect your job, and if you ask an intelligent question after thorough analysis and careful thinking, it may some time influence on things, which are not under your control.

3. Make a recommendation

Never tell people what to do, and they will surprise you with their ingenuity (general patton). One can take decisions on things, which are under his control, but can only make recommendations on things, which lie outside our job orbit.

Covey cites a beautiful illustration from military five-step recommendation doctrine:

*Analyse the problem

*Come up with alternative and recommended solutions

*Develop recommended steps to execute the solutions

*Incorporate an awareness of all realities (political, social, economic competencies) 

*Make a recommendation in a way that only requires approval and signature.

4. “I intend to do”

This step is one notch higher than initiative. Some employees come forward and would say “I intend to do this” “I intent to take this action”. Then their manager may say “very well”. The approval may be a key decision by the boss, which is only five per cent of the iceberg - the other 95 per cent of the decision is made without involving the boss.

When you say, “I intend to do this” you have done more work than making a recommendation. You are fully prepared to carryout the action once it is approved.  You have not only provided a solution to the problem but you are also ready to implement it.

5. Do it and report immediately

When you do this, you would be on the outside orbit of your influence and control, but within your own job limits. But you report immediately since others need to know.

It enables you to see if everything was done correctly and allows you to make timely corrections if necessary. It also provides information needed by others to take certain decisions or to start executing things, which need some input through your report.

6. Do it and report periodically

This level of initiative pertains to actions that could be part of self-evaluation of performance on a formal report. This brings clarity about the alignment of your actions with your job responsibilities, scope and influence.
Other can use this information to link up with the chain of activities to reach a bigger objective.

7. Do it

There is a greater power in the idea of taking responsibility and just doing it - making it happen. When something is right at the centre of your orbit of influence and the core of your job description, you just do it, says Dr Covey.

Take action

As Tom Peters puts it, “One can take an initiative in some way or the other, irrespective of what issue, problem or concern one has.  It calls for doing ‘something’ in the situation.

Taking initiative requires some vision, effort and some standard to be met. It requires a discipline to ‘do’. “Nobody cares! Nobody is watching! You’re on your own! You can get your hands dirty, make mistakes, take risks, and perform miracles! ...”

The writer is a former corporate Vice President - Human Resources and currently HRD and leadership competency building consultant, and can be contacted at: cmowly@hotmail.com