MISSIONAL EFFECTIVENESS
ENVISIONING, INNOVATING AND LEADING CHANGE
Click on each header to find out more about what kind of leader you are, and what you need to do to achieve the next steps.
Innovation
Facilitating boldness in risk–taking, creativity, communicating and supporting appropriately .
I am willing to share ideas in order to improve or begin new projects. I am becoming bolder and more creative in my approach, able to receive feedback and work with others to overcome obstacles or problems.
I encourage sharing of ideas about ways to improve or begin new projects. I encourage experimentation, creativity and agility. I share good practice and feedback, seeing failure as valuable opportunity to learn through honest and open problem–solving. I seek opportunities to participate in communities of practice.
I create a culture of creative cross-fertilisation. I identify and involve those with current, relevant knowledge and expertise. I implement opportunities for innovation, helping to turn individual knowledge into organisational knowledge.
I identify, acknowledge and mitigate the impact of ‘disruptive technologies’ which challenge traditional methods and practices. I encourage new ways of working by creating an open environment where considered change, experimentation and risk can take place to create new knowledge, investing in innovation. I encourage diverse contribution to welcome and increase diversity of thought.
Decide and plan
In alignment with The Salvation Army’s vision, mission priorities and values, capturing in missional journal/department strategies to aid review and accountability.
I am part of projects in which I hold responsibilities and achieve results. I work effectively with others, contributing and listening to the group and reflecting together on the effectiveness of our work.
I effectively manage projects and service plans, outlining outcomes, key steps, responsibilities and timelines for completion. I facilitate collaboration to achieve results and encourage team members to share knowledge and expertise. I include my team in decision–making, using reflective cycle (such as Faith-Based Facilitation) to include analysis and active planning.
I ensure others have necessary skills, resources and authority to make decisions. I support others to consider different options and make decisions by balancing opportunity, risk and alignment to missional and strategic priorities.
I influence and shape strategy, increase agility, ensure relevance, and meet missional objectives. I create an environment where others are empowered to make decisions, whilst overseeing risk.
Leading change
Developing facilitation skills with groups to enhance engagement and enquiry, communicating and managing change processes.
I recognise the need for change and support others during change. I have used my influence within a group to help others overcome barriers and find resolution.
I encourage engagement with the need for change and new outcomes. I lead and support others through periods of change, being aware of its impact, managing towards resolution. I anticipate resistance and barriers to change using approaches in line with a caring culture.
I use my experience to support others engaging in change management. I create a climate for change and empower action for change in my area. I implement and embed change with continuous review and improvement.
I embed a values-based approach to change management and governance. I create an environment and culture that is change-ready, building capability to design and innovate at pace to create missional value.
Reflective practice and continuous improvement
Through evidence-based evaluation, assessment of programme and practices, measure and analysis of results, and sharing of lessons learned.
I participate in reflection on programme and practice and am aware of how data can be used to contribute to evaluation and improvement.
I use a range of data to critically reflect for continuous improvement, benchmarking and correcting course as appropriate. I fulfil Salvation Army data collection and measurement requirements, to enable local and wider strategic overview and development.
I encourage others to use appropriate models, tools and systems, mindful of potential for bias, questioning and evaluating, to continually improve. I examine ambiguity to gain clarity to inform necessary change.
I communicate regularly and positively the reasons for change, including response to feedback, encouraging continued engagement. I instigate systems to encourage a reflective-practice approach, using surveys, analytics and insights which contribute to continuous improvement.
