Bridging Leadership Competencies

Checklist for evaluating bridging leadership competencies - see attached.

1. Ownership (Personal Mastery)

1.1 The bridging leader owns the issue.

1.1.1 Clearly identifies the specific development issue or societal inequity that has urgent importance to her/him as a leader.

1.1.2 Engages in personal reflection to connect with and renew the sources of her/his commitment and energy to address the issue or societal inequity.

1.1.3 Recognizes her/his own character and values as well as how strength and inspiration can be drawn from these in facing the challenges and uncertainty that come with complex social issues.

1.1.4 Traces the origins and foundations for ownership of the issue or societal inequity in her/his own leadership journey, values, talents, strengths and weaknesses.

1.1.5 Connects the issue or divide to personal purpose and embraces personal responsibility to act.

1.2 Develops a systemic analysis of the issue and recognises the interests of its many stakeholders.

1.2.1 Understands the complexity of social problems systems

1.2.2 Locates the issue in the multidimensional, interdependent context of the social systems in which they manifest.

1.2.3 Engages in contextual analysis and multistakeholder mapping to track the key social trends, key stakeholders and their diverse interests in an issue or societal divide.

1.2.4 Locates her/his analysis of the issue in the context of a broader poverty and root cause analysis.

1.2.5 Makes connections to relevant strategies and frameworks (such as SADC/AU policies and protocols, national policy frameworks, civil society action plans or charters, MDGs, etc.).

1.3 Makes a personal response to the issue.

1.3.1 Articulates clearly her/his own values and social capital (the leader’s web of personal relationships, networks, trust and influence) as well as her/his own understanding of the issue or societal inequity.

1.3.2 Acknowledges and takes ownership of her/his personal role in a social system.

1.3.3 Accepts her/his responsibility in the context of collective accountability for the issue or societal divide.

1.3.4 Accepts accountability for his/her leadership role and actions – as an individual and as part of a collective.

1.3.5 Formulates a personal vision for transformation of the systems, practices or mindsets (individual and collective) that perpetuate societal inequity.

1.3.6 Connects personal purpose, vision and mission with collective or public purpose.

2. Co-Ownership (Organisational Mastery)

2.1 The bridging leader identifies and convenes the diverse stakeholders in the issue.

2.1.1 Embraces diversity and connects people across boundaries.

2.1.2 Identifies and engages with diverse stakeholders in the issue or societal inequity.

2.1.3 Builds relationships of trust within and outside her/his immediate sphere of influence – across social and economic divides.

2.1.4 Nurtures and exercises multi-stakeholder convening and dialogue facilitation skills.

2.1.5 Works with others in a way that taps their greatest potential.

2.1.6 Seeks to find common ground and implement collaborative solutions to the issue or societal inequity.

2.1.7 Creates safe spaces and inclusive multistakeholder forums for collective reflection and co-ownership of the issue or societal inequity.

2.2 Through a process of dialogue and engagement, the bridging leader creates opportunities for stakeholders to find common ground and arrive at a shared vision and response.

2.2.1 Convenes her/his constituencies and other stakeholders in constructive engagement, dialogue and collective decision-making.

2.2.2 Brings personal vision to dialogue with other stakeholders with an open mind and heart.

2.2.3 Integrates other perspectives, adapts her/his understanding of the issue, and finds common ground on which to forge shared purpose and vision.

2.2.4 Cultivates listening skills and exercises the ability for active listening, as demonstrated by the following listening skills:

 Listens with empathy

 Seeks to understand before being understood

 Resists rushing to judgement

 Make an emotional connection

 Hears the voices of those, often excluded, who are most affected by the issue or societal inequity

2.2.5 Develops and applies practices of more acute observation, as demonstrated by the following:

 Pays close attention

 Revisits and re-perceives the issue (including field observation)

 Sees beyond her/his preconceptions

 Seeks to see through others’ eyes

3. Co-Creation (Sector Mastery)

3.1 The bridging leader works with stakeholders to create new institutional arrangements (new or innovative rules and ways of doing things).

3.1.1 Achieves better results through inclusion, participation and partnership.

3.1.2 Facilitates inclusive, participatory processes that promote a collaborative response to the issue or societal inequity.

3.1.3 Enables the co-creation with other stakeholders of new institutional arrangements or innovations that can shift the system.

3.1.4 Takes leadership in the collaborative testing and implementation of innovative programmes, policies or practices that will result in more equitable outcomes, more responsive institutions and more empowered citizens.

3.1.5 Facilitates safe spaces for co-ownership and cocreation across social divides and power imbalances.

3.1.6 Cultivates and applies skills in negotiation, mediation and the conflict management.

3.1.7 Champions the inclusion of the poor, socially excluded and communities as meaningful partners in collaborative change initiatives.

3.1.8 Inspires, builds, and supports inclusive partnerships that address the systemic causes of poverty and inequity.

3.1.9 Enables platforms for continuous learning and innovation through practical, collective experimentation.

3.1.10 Ensures that collaborative innovations, partnerships and initiatives have clear and measurable outcomes with the required capabilities and resources to demonstrate impact.

3.1.11 Puts in place regular review, monitoring and evaluation processes.

 Ensures accountability

 Assesses progress towards desired outcomes

 Gauges the health of the partnership

 Continually reviews the roles and contributions of stakeholders

3.2 The bridging leader collaborates with others over time to institutionalize new arrangements (that are inclusive, accountable and transparent) and take them to scale.

3.2.1 Works with others to create a sustainable platform and future for new arrangements.

 Fosters an enabling policy environment

 Catalyzes political will and support

 Builds a solid resource and financial base

 Establishes a durable institutional platform

 Cultivates a culture and practice of inclusive participation

 Nurtures empowered citizens and more responsive institutions

3.2.2 Seeks to take successful innovations to scale for maximum impact.

3.2.3 Documents and disseminates lessons, tools and experience to reach a wider audience of stakeholders, decision-makers and development practitioners.

3.3 The bridging leader, with others, builds a community of values and practice committed to an empowered citizenry, more responsive institutions, and equitable access to basic rights and services.

3.3.1 Works for institutional reforms and transformation that give central importance to the achievement of societal equity.

3.3.2 Shares knowledge and develops new bridging leaders to sustain the transformation process towards a more equitable society.

3.3.3 Sustains her/his own work by creating spaces for reflection, renewal and learning – both personal and collective.

ROJ@16oct3