Haiyya Competenciesv2

7/29/2019 Haiyya Competenciesv2

1/16

Haiyya Leadership CompetenciesJune 1, 2013


2/16

Guidelines

Goal to provide common definition and language for: Leadership development framework for fellows and team Team goal-setting, self-evaluations and reviews Ongoing feedback Recruiting of fellows and team members

Identifying development needs for fellows and team members

How to read this document Not a checklist, but grounds for shared understanding

More work to be done

Develop appropriate training and development programs for Haiyya team andfellows Will look forward to your feedback


3/16

Managing Internal and External Relationships

Developing Commitment

Radically Hospitable

RELATIONSHIP BUILDING & MANAGEMENT

Issue Understanding and Relevance

Storytelling & Public Narrative

Communicating (Written and Verbal)

Being a Team Player

Managing Self & Others

Coaching & Leadership Building

Delivering & Receiving Feedback

Building & Preserving Our Organization

Moral Imagination and Learning Orientation

Leadership in the Field

CONTRIBUTION TO HAIYYA

Managing Project & Delivering on Project Objectives

Designing Tasks to Build Leadership

Designing & Facilitating Meetings

Adaptability and Iteration

STRATEGY & ACTION: PROJECT

MANAGEMENT & EXECUTION

Haiyya Competencies

STORYTELLING: COMMUNICATION

STRUCTURING: PEOPLE MANAGEMENT &

TEAMWORK


4/16

Core Leadership Competencies


5/16

Core Competency:

Storytelling: Issue Identification & CommunicationDescription

Issue

Understanding

and Relevance

Pusues personal learning about issues selected

Understand political, cultural and economic context of issues selected

Maintains leadership development and community building as center of all issue engagement

Storytelling &Public

Speaking

Communicates the Haiyya model and successfully connects with and inspires people using personal stories and simpleanecdotes

Consistently succeeds in connecting others to Haiyyas work through stories

Identifies stories within Haiyyas work that illustrate impact and values

Utilizes storytelling as an alternative presentation style weaving both facts and narratives into verbal or writtenpresentations

Adjusts stories to different audiences and media mobilizing others to support our work

Communicatin

g (Written and

Verbal)

Uses appropriate communication method (i.e., email, phone, written or in-person)

Makes strong and inspiring oral presentations with clear purpose, effective use of time, and adept handling of questionson topic

Writes strong, crisp and well structured documents Delivers equally effective one-on-one and group presentations

Balances communications by keeping stakeholders appraised of needed information and while not over-copying

Consistently displays ability to keep Haiyya values at the heart of communications such as 24 hour call returns,answering emails in a timely fashion, etc.

Uses inspiring verbal communications that excite audiences about our work

Issue relevan

but that li


6/16

Core Competency:

Relationship Building and ManagementDescription

Managing

Internal and

External

Relationships

Treats others with respect and courtesy, both internally and externally

Independently builds, manages and owns relationships

Prioritizes new and existing relationships

Communicates with grace, generosity and integrity with individuals across languages, cultures, geographies andeconomic classes, cultivating relationships across lines of difference with trust and mutual understanding

Manages relationships effectively and pulls in other resources as necessary

Seeks mentoring from senior staff to successfully manage internal and external relationships

Shares relevant information with stakeholders along entire process from inception to project delivery

Uses listening as a tool to effectively build relationships

Remains present and attentive at individual and group meetings

Uses different tactics (one:ones, mass meetings, events, etc.) to build relationships

Building

Commitment

Drives action and commitment from relationships

Is clear about asks from individuals in communities

Follows up in a timely manners with a specific responsibility

Constantly assessing resources of individuals and identifying opportunities within the organization and campaigns forcontribution

Radically

Hospitable

Welcoming to everyone who touches Haiyya in person or virtually

JOSH CAN LIKELY PROVIDE THE REST


7/16

Core Competency:

Structuring: People Management & Teamwork

Description

Being a

Team Player

Understands role on team and is willing to contribute to team's success beyond specific role Contributes positively to team dynamics to create a positive team experience

Seeks and shares relevant information with team, even when not directly asked

Balances need for quality work product and development needs of volunteers and fellows

Solicits diverse participation and manages team dynamics

Sets example of teamwork by involving others in decisions

Speaks up and corrects team dynamics that may lead to internal conflict

Managing Self

&

Others

Scopes realistic work plans for fellows, interns and volunteers; delegates appropriate timelines and amount of work;provides appropriate supervision and feedback

Actively supervises, manages, and drives towards quality work product and development experience

Consistently manages upwards and laterally to effectively prioritize work

Creates opportunities to contribute and improve Acumen Funds work

Coaching &

LeadershipBuilding

Consistently building snowflake structure and able to communicate it to others

Supports peers in learning and brainstorming

Mentors and coaches fellows, interns, and volunteer Solicits coaching from senior team members as necessary

Actively managing career planning of self and others

Delivering &

Receiving

Feedback

Solicits and quickly incorporates informal and formal feedback from team and supervisors to improve performance

Sets example of receiving and providing feedback by being direct, open and responsive

Creates culture of feedback and openness to dialogue through formal review process and informal feedback

Provides balanced feedback


8/16

Core Competency:

Strategy & Action: Project Management & ExecutionDescription

Managing

Projects &

Delivering on

Project

Objectives

Clearly defines project goals and timeline and communicates project vision to team, translating Haiyya goals into

projects

Defines and/or seeks clarity on decision making processes for projects

Defines appropriate project metrics for success and ensures project metrics are fulfilled

Shares drafts in a t imely manner to define expectations and anticipate problems, effectively manages delays anddisruptions

Provides feedback during the project

Is able to helicopter from details to high-level objectives seamlessly

Adheres to and facilitates decision-making process by participating actively

Delivers high quality finished product on time with guidance and support from supervisors or peers

Designing

Tasks to Build

Leadership

Ensures five criteria of tasks when delegating work: 1) Task identify, 2) Task significance, 3) Autonomy, 4) Xx, 5) Xx

Seeks guidance to ensure tasks are design appropriately

Adaptability

and Iteration

Does not allow disruptions or changes in the environment to cause significant delays or frustration

Maintains listening attitude willing to allow previous assumptions to be questioned Build adaptation and iteration into all work plans

Designing &

Facilitating

Meetings

Creates agendas, determines appropriate mix of participants and topics for a productive meeting

Runs internal and external meetings with a clear and compelling agenda and objectives, and follow-up that advances aclear institutional agenda

Facilitates productive meeting environment where participants have clear roles, are energized in the meeting andmotivated for follow-up

Facilitates divergent opinions to create a shared outcome

Shares outcomes with appropriate individuals for timely follow-up Follows-up on meetings eff iciently and incorporates feedback as appropriate


9/16

Core Competency:

Contribution to Haiyya

Description

Building &

Preserving

Our

Organization

Willingness to go above and beyond specific role to work on high priority organization building activities

Actively seeks ways to improve organizational processes Uses financial discipline in all decisions and actively seeksways to reduce costs

Demonstrates willingness to learn and to teach others daily

Moral

Imagination &

Learning

Orientation

Empathetic and comfortable walking in the shoes of the communities we serve

Willing to ask challenging questions

Highlights the communities we serve in internal and external communications Serves Haiyya team, fellows, leaders, partners, friends and community with grace, integrity and generosity

Displays drive to meet the needs of the community and question the status quo of engagement in all aspects of work andcommunication

Refutes apathy as a way of being

Actively incorporates creativity, culture and ethics into daily work

Constantly curious and driving curiously of others

Leadership in

the Field

Lives the values of Haiyya and can clearly represent the mission to internal and external audiences

Strong understanding of economic, political and social systems which affect our work

Begins to build networks of influence

Sees our work as levers for broader systems change

Actively seeks feedback to understand intended and unintended consequences to refine strategy


10/16

Functional CompetenciesHaiyya yet


11/16

Acumen Fund Functional Competencies

Spotting Innovationsand ContributingKnowledge

Investment DueDiligence

Deal Structuring

Adding Value toInvestees & Customers

Commitment to Metrics& PerformanceManagement

PORTFOLIO

Fundraising

Managing ExternalRelationships

Proposal Writing &Negotiating

Researching Developing & Using Tools

and Systems

BUSINESS

DEVELOPMENT

Contributing Insights toSector

Developing Content forExternalCommunications

Delivering Value to

Strategic Partners

Managing ExternalResources

Utilizing Tools to BuildKnowledge andCommunity

KNOWLEDGE

Learning Orientation

Developing TalentManagement Tools &Systems

Relationship Buildingwith Internal Team &

External Partners

Operational Excellence

TALENT

Finance

Administration

Legal

Executive Assistant

ADMINISTRATION & OPERATIONS

pt to :ms

edge

ing

to do that givenich case, weout a way to

ific skills based

ob


12/16

Functional Competencies:

PortfolioAssociate Manager Director/Chief

Spotting

Innovations and

Contributing

Knowledge

Identifies investment opportunities that areconsistent with portfolio strategy

Identifies external networks

Takes risks or pushes the envelope of innovationwithin the sector

Possesses clear domain expertise and relationshipsexternal to Acumen Fund that show how investmentsfit into evolution of sector innovation

Develops and builds global portfolio strategy

Originates block-buster deals that bring true innovation to

the sector

Is viewed as a thought leader in sector

Understands country and issue context of all investmentsclearly

Investment Due

Diligence

Conducts due diligence effectively

Completes risk assessment

Introduces new or additional facts, context andanalysis

Conducts due diligence consistently with clearprioritization and detailed analysis of risks

Reviews historical performance of organization andentrepreneur thoroughly

Conducts face-to-face meetings to understand"character" of entrepreneur and extent of operations

Guides team on due diligence

Conducts face-to-face site visits with PM and seniorAcumen Fund staff to understand character ofentrepreneur

Tests and validates all major assumptions within reason

Deal

Structuring

Completes financial and operational models Translates financials pro forma with few

analytical gaps and tests most majorassumptions

Supports the deal structuring process

Asks effective questions and seeks outinformation and support on unfamiliar dimensionsof investment structure

Tests detailed financial and operational model realityagainst on the ground data

Builds financial models with range of scenarios andsensitivity analysis on core issues of financialsustainability and scale

Works effectively with senior management, internaland external legal resources and entrepreneur toexecute and close deals in a timely fashion

Manages investment committee process

Guides team on deal structuring Provides insights into success optimization and clearly

lays out financing and capital structures

Clearly ties deal structure into cash flows, sources anduses of investment capital

Develops term sheet and legal agreements seamlesslywith effective coordination of entrepreneur, internal andexternal legal resources

Adding Value toInvestees &

Customers

Offers strategic advice and guidance toentrepreneur and management team

Considers ways to provide student teams andMBA interns with opportunities to work withinvestment and their team

Identifies opportunities for additionalmanagement support

Provides trusted advice on core business issuesrelating to Acumen Fund investment

Considered for board seat or "kitchen cabinet" formajor business decisions

Actively seeks out additional resources with theexperience and skill to help solve core businessissues of investment

Advises senior management at both professional andpersonal level on range of issues, primarily relating to

Acumen Fund, but also beyond our investments

Considered for board seat

Creatively brokers involvement of range of Acumen Fundresources, including interns and fellows, partners,advisors, who can substantially improve companyperformance

Commitment to

Metrics &

Performance

Management

Completes necessary financial, operational andsocial metrics in investment

Collects periodic monthly reports and data frominvestment

Analyzes business issues relating to investmentand identifies problem areas

Reviews metrics with team and includescomprehensive list of operational and financialmetrics in deal

Collects and analyzes monthly reports frominvestments and considers social metrics

Provides constructive suggestions and resources to

critical post-investment business needs

Builds metrics into deal structure and shared agenda foron-going management of investment

Provides insights into social metrics that prove impact

Manages portfolio metrics such as speed throughpipeline, reaching annual targets, etc.

Guides team in business planning analysis and creativelygarners resources to support investees, may serve onboard


13/16


KnowledgeAssociate Manager Director/Chief

Contributing Insights

to Sector

Finds and collects content that illustrate insightsand key trends of sector

Supports development of knowledge and insights(e.g. articles, white papers, etc.)

Interacts with institutions involved in developingknowledge and research with us

Understands audiences and creates the correct mix ofcontent material and visual aids for appropriate audience

Collects and also generates appropriate media storiesand knowledge objects

Identified and collaborates with institutions to createknowledge and insights for the field (cases, research,articles, etc.)

Focuses on strategic recommendationsconcerning knowledge & content creation

Authors original pieces for external publication

Actively seeks opportunities to connect withthought leaders within sector

Tracks research and best practices to positionAcumen Fund as a thought leader

Developing Content

for External

Communications

Understands target audience (partners,investees, public etc.)

Possesses strong editing, proof-reading andrelevant writing skills

Understands basic design concepts

Translates complex ideas and synthesizes information fordiverse use (e.g. adapting technical investing informationfor blog entries)

Supports broad AF team in contributing to storytellingand communication efforts

Ability to design and structure communications materials Delivers media-ready content in written or oral form

Manages key media relationships

Develops vision and overall communicationsstrategy

Guides team in content development andcommunicating messages

Represents Acumen Fund externally, specifically

through media and conferences

Delivering Value to

Strategic Partners

Displays comfort working with strategic partnersand effectively communicates with them throughappropriate follow-ups and feedback

Supports the delivery of specific products for keypartners, including communications, reports,proposals, and summaries

Understands needs and interests of strategic partners,such as investors, corporations, universities

Effective in designing and delivering specific products forkey partners, including communications, reports,proposals, and summaries

Leads proposal drafting effort and regularly creates near-client-ready proposals

Builds and manages relationships with AcumenFund investors, universities, corporations andother strategic partners (e.g. corporate circle)

Identifies and meets the needs of key partnersthrough sharing of knowledge and access to AFteam and networks

Cultivates and manages big ask relationships

Managing External

Resources

Corresponds with key external resources(vendors, advisors) and develops volunteerresources

Identifies and screens external resources such as PRfirms, design firms and contractors

Manages relationships with external resources towardsspecific outcomes

Ensures accountability for external resources andalso manages advisor relations

Manages contract development, invoicing, andperformance assessment of key externalresources

Selects and engaged advisors

Utilizing Tools to

Build Knowledge and

Community

Utilizes appropriate forms and templates onlineor otherwise to efficiently share knowledgeinternally and externally

Familiar with relevant tools (PDMS, Salesforce)for data capture and synthesis

Manages and creates systems for knowledge sharingand communications, including intranet, website, andnew tools

Guides team in development and utilization oftools and systems

Assures strategic and efficient use of knowledge

capture and sharing tools across organization


14/16


TalentAssociate Manager Director/Chief

Learning Orientation

Values and supports learning culture across firm Builds systems to promote learning culture across firm

Seeks innovative ways to stretch individual and team

development and career path

Advocates feedback and development

Develops vision & strategy of learning culture ininternal HR processes as well as Fellows Program

Understands learning needs for the Acumen Fundteam

Developing Talent

Management Tools &

Systems

Understands the link between Talent pillar andAcumen Funds business strategy

Displays an interest for key trends in talentmanagement and shares this informationappropriately with team

Translates Talent strategy into processes and policiesthat balance needs across Acumen Funds globalteam

Is aware of key trends and thought leaders in talentmanagement for social enterprise

Develops vision and creates Talent strategy that tiesinto Acumen Funds business goals

Relationship Building

with Internal Team

and External Partners

Possesses superior people skills

Handles sensitive materials with confidentiality

Builds trusting relationships with team

Manages relationships across sector with otherorganizations regarding talent

Leverages and engages external resources asnecessary in all aspects of work

Becomes a trusted advisor to the Acumen Fund team

Manages relationships with senior management

Provides trusted advice to the CEO

Is recognized as an expert in external networks andin the sector

Communicates externally to drive Talent strategy inthe field

Builds, utilizes and manages advisory networks tobuild excitement and momentum around Talent

Operational

Excellence

Manages basic talent management processes including HR and Fellows Program

Co-ordinates effectively with larger operationsteam (i.e., visas and legal; payroll and finance,etc.)

Organizes and manages records andinformation efficiently

Manages delivery of traditional HR recruiting, trainingand development, performance management, reward /compensation, etc.

Effectively garners and facilitates Fellows Program andmanages fellows experience through the year withinvestees, country teams and senior management

Ensures effective co-ordination of talent departmentwith overall organization

Leverages significant expertise and experience inTalent management

Guides team in coordinating administration acrossorganization


15/16


Business DevelopmentAssociate Manager Director/Chief

Fundraising

Connects with different people at variouslevels and builds meaningful relationships

Succeeds in connecting with and inspiringpeople from diverse backgrounds andmotivating them to support Acumen Fund

Successfully and comfortably makesphilanthropic asks of at least $50,000 withinown segment (Individual, Institution, Partner)

Recognizes and responds to prospective/existingPartner priorities, customizing written and verbal

communications to adapt to and meet these priorities An excellent listener who can craft and customize a

story appropriately and who regularly connects withprospects in a meaningful way

Uses necessary tools to empower non-BD staff andsuccessfully manage their own outreach efforts

Successfully and comfortably makes philanthropic asksof at least $100,000 and shows the ability to closefunders across segments

Develops vision and strategy for business developmentand fund-raising

Displays style of being outcome-driven, as opposed toprocess-driven more discriminatory in eventsattended and translating into outcomes

Influences sector and field in how to raise money insocial sector to create sustainable firms

Succeeds in compressing the typical ask cycle withstorytelling and communication skills

Successfully and comfortably makes philanthropic asksof at least $1,000,000 regardless of segment

Managing External

Relationships

A strong relationship manager who begins to"own" their segment (e.g., Individual, Partner,Institutional)

Ability to recognize how to cultivaterelationships

Leads the flow of relationships for a given segment(e.g., Individual, Partner, Institutional) for AcumenFund

Possesses skills, maturity and expertise to manage anumber of priority relationships in a given segment

Successfully cultivates new individual and institutionalrelationships for Acumen Fund

Successfully builds and manages relationships acrossindustries, geographies, segments (Individual;Institutional; Corporate; etc.), and sectors

Advises and connects Acumen Fund Partners andprospects across the spectrum

Becomes a trusted resource for external Acumen Fundpartners and Board members

Builds, utilizes and manages advisory networks

Proposal

Writing and

Negotiating

Creates draft proposals that incorporate therequired factual and structural elements

Identifies situations requiring negotiations andconsults Managers and Directors as needed

Regularly creates near-client-ready proposals

Successfully negotiates and explains Acumen Fundpriorities and incorporates Partner priorities fromproposal phase to close

Guides team in proposal writing and negotiations

Successfully negotiates across all levels of externalorganizations (CEO/President on down)

Researching

Conducts independent research onindividuals/institutions

Presents research in consolidated fashion tosenior management

Successfully synthesizes research findings

Demonstrates new insights and action plans fromresearch results

Guides team in research projects

Developing & Using

Tools and Systems

Utilizes Raisers Edge and businessproductivity tools (e.g., Excel, PowerPoint) fordatabase management and creation of

presentations

Possesses mastery of all business productivity tools fordatabase management and creation of presentations

Guides team in fundraising systems


16/16


Administration & OperationsAssociate Manager Director/Chief

Finance

Possesses functional expertise in financial accountingprinciple and processes

Possesses good spreadsheet skills Uses financial accounting software and financial tools

competently (e.g. Financial Edge)

Possesses a strong quality of service to team

Gives superior attention to detail

Demonstrates skill at managing all internal financialadministration needs

Identifies strategic needs and makes recommendations toadd value to internal financial department or Acumen Fundas a whole

Able to inculcate financial discipline across organization

Effectively manages relationships with vendors, BusinessDevelopment team and investees

Communicates financial and budgeting concepts andinformation in a clear, user-friendly fashion

Oversees the budget process and manages relationships withteam, board, vendors, outside auditors, bankers etc

Understands fiduciary, treasury, financial and managementfunctions

Possesses superior financial forecasting and investmentmanagement skills

Effectively utilizes knowledge of foreign operations to leveragebusiness

Delivers financial oversight and prudence with effectiveness butfirm diplomacy

Takes strong positions in time of need to ensure long-term viabilityof the organization

Displays comfort in communicating financial, management andbudgeting decisions to the Board

Administration

Understands and is aware of policies to supportadministrative tasks

Utilizes office equipment and other relevant technologyto meet organizational needs

Displays attention to detail and produces accurate workproduct

Is well organized and takes ownership of assignedtask

Monitors and reconciles admin budget and tracks officeexpenditures

Effectively initiates and manages all administrative,operational and technological aspects of the physical officeenvironment

Manages relationships with vendors and other 3rd partyservice providers

Possesses organizational judgment to provide strategicrecommendations

Defines and manages Technology and Administrationbudgets, recommending use of funds

To be developed with the growth of Acumen Fund

Legal

Functions as a corporate/commercial generalist undersupervision of General Counsel

Supports deal structuring and drafting

Possesses intermediate expertise in transactional work

Ability to learn / issue-spot on new areas of law (e.g.,immigration, intellectual property)

Ability to work proactively with business colleagues tomitigate risk with a solution orientation

Functions as a corporate/commercial generalist withoversight by General Counsel

Provides basic advice on legal issues (e.g. immigration,

contracts, intellectual property)

Is a critical resource for deal structuring, drafting andnegotiation

Possesses level of deal expertise to develop first draft ofdeal documentation and deliver deal training to AcumenFund staff

Possesses mastery of corporate secretariat function

Knows when to call upon and strategically utilize outsidecounsel

Able commercial/corporate generalist

Some familiarity with entire spectrum of legal issues

Trusted business / legal advisor

Executive Assistant

Garners team to support activities

Manages conflicting priorities and negotiates withdifferent parties

Communicates effectively with Acumen Fundcommunity

N/A

Usually, executive assistants career track will involve

mobility to a different division at Acumen Fund

N/A

Haiyya Competenciesv2

Documents