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.
Drivers and motivation
Understanding my personal impact on decision– making and culture.
I am able to identify and reflect on having a personal agenda and am learning to recognise how this affects my decision– making.
I understand how I hold my personal agenda and how my choices and actions impact my decision– making and the effect this will have on others around me.
I create an environment that enables others to make decisions with confidence and without fear of failure, being mindful to make decisions to benefit others and The Salvation Army rather than to achieve personal benefit.
I put aside my own personal reputation within the organisation to allow others to guide and recommend decisions. I have the courage to make the correct decision in alignment with the Salvation Army values.
Knowing my role
Being responsible and being accountable to the mission priorities.
I know the mission priorities of The Salvation Army and recognise that I have a responsibility to make choices in line with these.
I am aware of my responsibility and accountability within my role and where this fits within The Salvation Army.
I engage with others in clarifying their responsibilities and accountabilities and I use feedback that supports mutual accountability.
I promote a culture of mutual accountability and responsibility across The Salvation Army.
Decision- making and personal reflection
With confidence and ownership, through consideration of broad perspectives, informed through analysing data.
I seek advice or further information to support my decision making and show an awareness of risk. I am beginning to intentionally pause to review and reflect upon a decision and use the experience of one choice to inform the next.
I consider different options and make decisions by balancing opportunity, risk, and alignment to personal and Salvation Army values. I know when to seek advice, guidance, and further information. I schedule time to review, reflect and evaluate my decisions, behaviours, responses, and practice, learning from feedback and experience.
I use and encourage others to use a systematic approach to reflect on and assess competing views and priorities. I can draw accurate conclusions that recognise and manage contextual issues and I support others recognise to do so.
I demonstrate courage to make difficult and ethical decisions in ambiguous and unpredictable contexts. I monitor effectiveness of governance arrangements in decision– making and how decisions are communicated. I advocate a systemic culture of personal reflection to contribute to character development and sound decision-making.
Developing listening practices
To enhance our understanding and ability to listen, informing decision– making .
I have experience of being part of a group with decision– making responsibilities. I recognise the need to listen to the views of others. I am becoming aware of the need to value the perspectives of others in my decision– making.
I listen first to understand the views and perspectives and experience of others, asking questions for clarification. I use a process or tool such as the Faith– Based Facilitation cycle, both personally and with groups, to aid listening. My engagement with listening and processing practices leads to more effective analysis, creative decisions, and positive outcomes.
I develop a listening community through developing my own listening skills, investing time and space for deeper relationships of unity and trust and decisions of greater wisdom and effectiveness.
I model and promote a culture of listening, seeking to hear diverse voices. I support forums for hearing and exploring various perspectives. I continue to develop the ability to draw together opposites, learning from dissonance, and initiating new direction from creative tension. I welcome creative and flexible thinking to enable transformation.