| 1. A Leader is Creative and Resourceful |
- Sees beyond the current state of affairs.
- Develops new responses to situations.
- Identifies and applies useful and unique approaches and solutions to problems even when they are presented from other sources.
- Explores innovative solutions, including seeking new and/or improved ways to serve the needs of the department’s increasingly diverse inmate population, staff and community.
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| 2. A Leader is Tolerant of Ambiguity and Change |
- Deals with unresolved situations, frequent change, delays or unexpected events calmly and with clear reasoning.
- Maintains a mature, problem-solving approach while dealing with conflicting priorities, interpersonal conflict, positional differences, hostility, hazardous conditions or time demands.
- Perseveres with an appropriate course of action, despite obstacles and resistance.
- Responds in a consistent and stable manner during a crisis.
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| 3. A Leader Possesses Self Discipline and Credibility |
- Demonstrates ethical standards, credibility and integrity that exemplify the mission, vision and values of the department.
- Fosters a respectful, healthy workplace environment.
- Possesses a high degree of self-control and direction.
- Operates in a manner that effectively represents the department’s policies and priorities.
- Follows through with projects and initiatives to ensure their successful completion.
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| 4. A Leader Understands the Political Environment |
- Works in a way that is mindful of the political dynamics of state/local government and communities.
- Understands intra- and inter-agency dynamics and how they affect one another.
- Understands that politics influences outcomes and strategically uses or defuses that energy.
- Responds to political mandates and legislative inquiries/initiatives.
- Uses political savvy and influence consistent with the policies and priorities of the department.
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| 5. A Leader Demonstrates Systems Thinking |
- Understands that organizations are interdependent and that change to one area of the organization could affect operations in other areas.
- Thinks in terms of each element as part of a complex system.
- Understands the Oregon Accountability Model, both as a philosophical abstract and as a conceptual framework from which to begin the process of fundamentally changing inmate behavior.
- Uses their knowledge in problem solving, planning and change.
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| 6. A Leader Navigates Within the Organization |
- Uses information about the organizational climate and key individuals to accomplish organizational goals.
- Recognizes the importance of stakeholders, timing, and group dynamic processes in influencing decisions.
- Identifies support and resistance.
- Adjusts strategies to fit the organizational climate.
- Understands the cyclical nature of government and the functions within it.
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| 7. A Leader Takes Risks |
- Knows when and how to question the status quo.
- Listens to diverse ideas and viewpoints.
- Makes strategic and thoughtful evaluations.
- Has the courage to take calculated risks and accept and deal with the outcomes.
- Encourages and rewards informed risk-taking in others.
- Learns from both success and failure.
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| 8. A Leader Recognizes and Develops Staff Potential |
- Understands the value of communication and places a high priority on developing professional relationships with staff, labor organizations, inmates, and the community.
- Makes a personal commitment to career development activities that ensure leadership succession.
- Understands the value of diversity in the workplace, recruits the best talent, and maximizes agency performance by using those diverse talents.
- Supports employees in reaching their maximum potential while holding them accountable for the department’s mission and values.
- Sets an example by applying the OAM principles of role modeling, reinforcing and redirecting.
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| 9. A Leader Possesses Expertise in Correctional Programs and Fiscal Management |
- Has a working knowledge of programs provided by the department and is able to use this knowledge effectively and make it understandable to others.
- Effectively communicates knowledge of the department’s programs and financial policies.
- Possesses sufficient financial expertise to manage institution or program budgets and adapt to budgetary changes and other challenges.
- Conducts a rigorous evaluation of fiscal resources, selects the most effective option, and makes difficult funding decisions.
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