Turn Strategic Intent Into Reality
Moving Beyond KSAs

By Terina R. Allen, Statewide Training Manager
Ohio Certified Public Manager Program
Terina.Allen@das.state.oh.us

Intentions are fine, but results are expected! It is time to implement the training; it is time to change behaviors, it is time to remove the barriers, and it is time to demonstrate our value by turning our strategic intentions into reality.

We need STAWKers on board to help us achieve this. Unlike the stereotypical “stalkers” who are rejected and rebuffed, these STAWKers are sought, recognized, and hopefully retained. STAWKers are the people who possess competencies — the Skills, Talent, Abilities, Willingness and Knowledge to perform the duties necessary to accomplish strategic outcomes.

STAWKers are competent, high performers who are intentionally focused on results and achieving organizational outcomes and goals. They create the high-performing organizations that our stakeholders demand today.

We are the government leaders and public servants who understand the importance of investing in human capital. As a sector, we are beginning to understand the need for true performance accountability and results. We are even talking about (and some of us are developing) full blown performance measurement and succession planning systems.

Yet, somehow, when it comes to “implementation”, we often miss the mark, and our final effort doesn’t produce the intended results. Why is this? Is this the sad consequence of maintaining “qualified” poor performers — those managers and employees who possess the KSAs (knowledge, skills, and abilities) but lack the motivation, talent and/or willingness to perform? Do you know people with high knowledge, skills and abilities who are “retired on the job” or not committed to the mission and vision?

In order to implement our inspired visions, achieve necessary outcomes and turn strategic intent into reality, it is important that we move beyond the KSA model and implement strategic systems that include assessing both our employee’s talent and willingness to perform and exercise new behaviors. Hence, the call for STAWKers.
If we are to display the courage and accountability necessary to demonstrate real value to our stakeholders and close the current and impending leadership gaps, it will be because the STAWKers are leading the way and certainly helping us to:

1. strategically manage, maintain and negotiate critical human relationships
2. be intentional about recruiting only highly competent, qualified and motivated managers and leaders
3. continually invest in our human capital by
   offering employee training & development
   opportunities.
4. create accountability by following up and observing behavior changes post training
5. recognize our high performers with tangible and intangible rewards and concrete praise
6. listen to our stakeholders and establish outcomes based on what “they” deem is valuable—what gets measured, gets done!
7. evaluate and measure progress toward accomplishing organizational outcomes and intermediate goals at the employee, unit, division, and organization levels

As members of the Certified Public Manager® community, we should each ask our self “What am I doing to demonstrate value, accomplish outcomes and close leadership gaps? Am I a STAWKer who turns strategic intent into reality?”

Reference: Strategic & Succession Planning Curriculum
© (Allen, Terina), 2006 offered through the Ohio Department of Administrative Services/HRD

© Copyright 2007, American Association of Certified Public Managers®