Leadership Simulations for Executives (LSE)
Purpose
The Leadership Simulations for Executives provide an assessment of candidates’ competencies at the Director level.
Overview
Over the course of two days, candidates participate in four Leadership Simulations which provide information on eight Director level competencies, defined in the attached document. These exercises simulate important aspects of a Director’s work and are made to be as realistic as possible. Throughout the exercises, candidates assume the role of a Director in a simulated government agency. Assessors with executive-level management experience and psychologists observe the candidates in these simulations to obtain information on behaviours which relate to the Director level competencies.
Assessment Process for Candidates
Day 1: Preparation
On the first day, candidates prepare for the Executive Simulations which take place on Day 2. In the morning, candidates are briefed by an administrator and a psychologist and then have several hours to prepare a verbal presentation.
During the briefing, candidates receive two sets of material: background information on a fictitious government agency, and a collection of documents which describe current issues facing the Director. During the preparation time, candidates need to familiarize themselves with the organization and the issues and prepare an oral presentation.
Day 2: Leadership Simulations for Executives (LSE)
The second day candidates participate in the four Leadership Simulations described below.
Presentation:
Each candidate makes a presentation to both the President of the agency and a peer in the organization.
Questioning:
Following the presentation, an assessor asks the candidate questions based on his or her presentation.
Meeting with an Employee:
In this simulation, the candidate meets with one of their employees regarding a number of issues.
Executive Group Discussion:
The candidate, along with the other candidates assessed on the same day, work on a common issue.
Two personality tests are included when LSE is used for development purposes. At the end of Day 2, candidates meet with a psychologist for a debriefing session. At this time, the psychologist reviews the assessment process for the Leadership Simulations for Executives.
Communication of Results & Feedback
Following the assessment, candidates receive a report of their results on the eight competencies. In addition, each candidate has the opportunity to discuss their results (and personality test results, if applicable) with a psychologist from Assessment Services of the Personnel Psychology Centre.
Further Information
Questions regarding assessments of Leadership Simulations for Executives? Please contact Assessment Services, at Personnel Psychology Centre at (613) 947-0555.
LSE Definitions of Director Leadership Competencies
Intellectual Competencies
Cognitive Capacity
Directors possess the cognitive capacity to analyze and understand the complexities intrinsic in planning and organizing multiple operations. Directors provide structure and context for their subordinate managers by describing the problems and issues that need to be addressed immediately and in the future. They keep track of many problems and developments simultaneously, from day-to-day problems to the broader issues. Directors grasp the essence of complex problems that may block the success of their operations, focusing their attention on the most critical elements. Their analysis is thorough, perceptive and timely, considering relevant organizational and policy issues along with operational considerations. Their solutions focus on the fundamental issues that need to be addressed without being sidetracked by extraneous concerns. Directors blend an in-depth analysis with operational expertise to provide practical advice to senior management.
Management Competencies
Action Management
Directors are responsible for ensuring the smooth progress of projects within their sector. They identify the key activities for their sector and assign the appropriate manager to oversee the activities. They focus on tangible results, setting clear targets based on knowledge of organizational priorities, time-sensitivity and the mandate of the directorate. They maintain or introduce follow-up and monitoring procedures to ensure maximum output while respecting the need for subordinate managers to have latitude in making decisions about the distribution of work to their employees. Directors project resource needs for the current and subsequent year in order to formalize requests to senior management. They often get personally involved in guiding and structuring the course of key projects within their sector and in circumventing major obstacles that are blocking continued progress. They set high standards for productivity, reinforcing them through personal example and by encouraging their subordinate managers to do the same.
Organizational Awareness
Directors evaluate the soundness of decisions and recommendations for their sector within the context of the larger organization. They understand how senior management makes decisions, anticipating which issues or persuasive arguments will be well received. Directors use established protocol and informal routes for securing support for programs, services or policies. They recognize that decisions are not always straightforward because of the competing needs of stakeholders: They personally look for ways to balance the needs of stakeholders and to optimize the outcome for the organization. Directors are the champions of their sectors, anticipating the impact of a variety of changes on the work in their sector and manoeuvring to best position their sector to fulfil its mandate.
Teamwork
Directors ensure that individuals in the sector with different goals and perspectives work together cooperatively rather than competitively. Directors reinforce this cooperation through fair human resource and financial practices, ensuring that each project and individual has the appropriate resources to function. They point out common objectives in order to forge ties across disparate groups within and outside the sector. They identify when projects require cooperation across work units and provide the structure necessary to ensure that the collaboration will be successful. When working with other Directors, cooperation is at the forefront thus advancing cross-functional projects and providing an example for others to follow.
Partnering
Directors play an important role in initiating positive relations with partners and in smoothing the way for ongoing cooperation across sectors and organizations. As required, they intercede to ensure that the goals and objectives of the partnership remain on target. They are comfortable with programs, services or policies that require interdependencies with other sectors or organization in order to be successful: they view partnerships as enhancing the responsiveness of the sector and as opportunities for employees to broaden their expertise. Directors actively seek out new connections that would benefit their sector's work, informing senior executives on potential liaisons and of the progress of current partnerships.
Relationship Competencies
Interpersonal Relations
Directors persuade others using logical arguments, constructive discussion and exemplars to gain the acceptance for new initiatives or directions within the sector. They are adept at dealing with the divergent needs of various client and stakeholder groups, establishing good relationships early on that help ameliorate potential conflicts. When disagreements do occur, Directors work to restore balance in the relationships, making the necessary adjustments to secure harmony and consensus. Within the sector, Directors also pay attention to the tone of interpersonal relations, ensuring that an atmosphere of respect and cooperation prevails. Directors care about the individuals within their sector, taking the time to get to know their employees. They consider the impact of decisions on their employees, reducing it wherever possible.
Communication
Directors represent their sector to a variety of audiences within and external to the organization. They recognize that having an excellent product or service to sell is not enough: it needs to be promoted and communicated to the appropriate audience in a convincing way. Directors understand and utilize marketing parameters when interacting with clients or stakeholders. Knowing that good outcomes require an excellent communication base and network, Directors seek to enhance and maintain communication lines within and across sectors. Their goal is to streamline operations by ensuring that activities are targetted in the right direction and that everyone understands the goals. Directors are inundated with information and communiques: they seek to simplify the messages that they transmit to superiors, peers and subordinates, ensuring at the same time that the target individual receives the essential information to act. Directors are comfortable in a variety of communication mediums, adapting their responses and listening skills to suit the forum.
Personal Competencies
Behavioural Flexibility
Directors are attuned to changes in organizational priorities and direction. Despite strong commitments to goals set in the past, Directors are responsive to changes and make the necessary modifications to their direction quickly. They translate organizational changes into concrete consequences for the sector, explaining the adjustments that subordinate managers should make to respond. Directors find ways to smooth organizational transitions through careful handling of communications, workload, financial resources and multiple commitments. Their success is enhanced by their interpersonal flexibility. Directors feel at ease with a variety of individuals in contexts which vary in formality and size. Directors ensure that others feel comfortable and are included in an appropriate manner.
Tips for Candidates
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