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Paths to Success:
A Desk Guide for Supervisors
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Introduction
The Food Safety and Inspection Service (FSIS) developed a Leadership Competency
Model to build upon and sustain a foundation of qualified and trained professionals like
you to meet our current and future needs. The Paths to Success: A Desk Guide for
Supervisors is a brief, yet comprehensive overview of the FSIS Leadership Competency
Model. The Paths to Success: A Desk Guide for Supervisors is a tool for all employees to
use. This guide provides:
A list of the 6 Foundational Competencies and 12 Core Leadership Competencies,
(knowledge, skills, behaviors, and other attributes) that employees need to meet
current and future challenges. The FSIS Leadership Competencies are based on
recognized Office of Personnel Management (OPM) standards and existing
leadership competencies, customized and aligned to fit the specific culture of FSIS
and reviewed by several FSIS organizations and employees.
Characteristics of a top-performer you want to display on a daily basis.
How the FSIS Leadership Competency Model applies to you in your current role
and how you can use the FSIS Leadership Competency Model to further grow as a
leader.
To face the challenges of today, FSIS continues to support and develop employees like
you with a clear set of Leadership Competencies. The Paths to Success: A Desk Guide for
Supervisors is a tool to provide you a strong understanding of these competencies while
simultaneously showing you what it takes to succeed in your current role, as well as
advance in your future career with FSIS.
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Why Should You Care About Leadership Competencies?
FSIS has identified these as critical to leadership development and because these specific
competencies were developed with you in mind. They are primarily focused on providing
you with a tool to further develop as a leader in your current position, but also to help you
move up to a higher position of responsibility within FSIS.
Do you want to know what it takes to advance within FSIS?
Are you highly motivated and ready for the next level of responsibility?
Are you asking yourself, "What does it take to show I'm ready to move up?"
If you're asking yourself any of these questions, then that is exactly why you should care
about the leadership competencies shared with you in this guide. As a supervisor, you
are consumed with responsibility on a daily basis. Also, as a supervisor, you are
responsible not only for yourself as a leader within FSIS, but also for your workforce.
The competencies within this guide are specifically tied to FSIS’s goals and strategic
plans as critical in supporting supervisors in their own leadership development. Leaders,
like yourself, can identify their strengths, as well as target skill areas they want to
improve through the use of this guide and the more detailed guides mentioned later. But
it doesn't stop there. The competencies can also be used with workforce planning, like
recruitment and selection, employee onboarding and training, and performance
management, to name a few.
As you develop and master the leadership competencies and the affiliated behaviors, you
will find that your work responsibilities and advancement opportunities will increase.
Competency development is key to you performing well in your current position and for
establishing yourself as the obvious next choice for promotion up the ladder in FSIS.
Are You Ready To Get On The Path To Success?
If the answer is yes, then let's dive in! But first -- you must determine what you really
want to accomplish. Ask yourself:
Do I feel fulfillment and job satisfaction in my current position at FSIS?
What level of career advancement do I aspire to accomplish?
Is it a reasonable expectation in my career path?
What level of effort am I willing to put forth to advance to the next level?
Am I willing to do what it takes?
If you know what it is that you want to achieve and you are ready to take your career to
the next level, then start turning the pages because this desk guide is about helping you
get ahead in your career. Take charge of your career progression. Own it! Make a
positive difference in your life and within the Agency. You are all that stands between
where you are today and where you want to be in the future!
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How Do I Use This Desk Guide?
The Paths to Success: A Desk Guide for Supervisors provides the:
Name of the leadership competency
Qualities of a Top Performer for each competency
Behavioral Indicators and;
Self-Development Activities
The Core Leadership Competencies include competencies that are specific to the
position of a leader. The set of leadership competencies are unique and specific to
FSIS and imperative for successful performance as a leader on the job.
The Foundational Competencies represent the basic and minimum competencies
expected of an FSIS leader.
The Qualities of a Top Performer are characteristic of the results motivated employees
focus on to get the job done. Practice demonstrating these qualities on a daily basis.
The Behavioral Indicators define what each supervisor needs to do to be successful and
to contribute as a high performer to the FSIS mission. Additional behavioral indicators
are provided in the FSIS Leadership Resource and Development Guide. Start practicing
these behaviors daily.
Self-Development Activities are also provided in the FSIS Leadership Resource and
Development Guide as examples of specific activities you can practice in the workplace
that will increase your leadership competency and further develop you in your current job
and also position you as a top choice for career advancement within FSIS. Implement
some of these developmental activities in an effort to improve your leadership skills and
abilities.
Lastly, near the end of this desk guide, several suggestions have been provided on how to
apply the competencies to your workforce planning because FSIS cares about developing
their current and aspiring leaders and improving their overall human-capital life cycle.
You've been armed with a professional development tool that, if used often, will prove to
put you on the Path to Success! The rest is up to you.
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What are the FSIS Leadership Competencies?
Competencies are behaviors that encompass the knowledge, skills, behaviors, and other
attributes required to build a high-performance organization capable of meeting current
and future challenges. The FSIS Leadership Competency Model is made up of 18
competencies (see Appendix for a list of competencies and their definitions) divided into
two categories:
The Foundational Competencies represent the basic and minimum competencies
expected of an FSIS leader. Typically, foundational competencies are acquired
early in the career or even during education and training.
» Integrity/Honesty » Public Service Motivation
» Interpersonal Skills » Self-Development
» Oral Communication » Written Communication
The Core Leadership Competencies build on the Foundational Competencies to
include leader-specific skills.
» Accountability » Operations Management
» Adaptability » Partnering
» External Awareness » Political Savvy
» Leveraging Diversity » Problem Solving
» Management Excellence » Team Building
» Maximizing Performance » Vision
For those who wish to gain a more detailed understanding of the FSIS Leadership
Competency Model, please see the more detailed FSIS Leadership Resource and
Development Guide.
Another useful resource is the USDA Virtual University that identifies leadership
development at all team levels. The table on the next page describes how the FSIS
leadership competencies are integrated into the USDA Virtual University Leadership
Development Programs. Use this guide to plan and track your career journey at USDA.
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Core Competencies
Accountability (See FSIS Leadership Resource & Development Guide, pg. 16)
A top performer in Accountability strongly understands how accountability is the basis
for accomplishing results with internal and external customers, and can easily help others
understand the role accountability has in their work. This individual is respected by many
because he or she upholds the most professional standards when dealing with customer
service, products, and compliance with rules and procedures.
Behavioral Indicators
Communicates and enforces the Regulations, Directives, and Legal Statutes set forth
by the US Department of Agriculture
Takes action to remove compliance and work quality barriers that arise
Develops and implements strategies and tools to monitor work quality and progress
Considers the big picture and demonstrates concern for public image and consumer
safety as well as the impact on various internal and external stakeholders
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 18)
Adaptability (See FSIS Leadership Resource & Development Guide, pg. 23)
A top performer in Adaptability anticipates future situations that may require change and
taps into prior experiences to identify ways to address those changes. He or she can
quickly amend plans so that his or her actions appear fluid and seamless. This individual
successfully guides and builds others to serve as leaders of change. Focus is on leading
change as a team rather than as a sole leader.
Behavioral Indicators
Anticipates and prepares for future problems that may require change
Maintains productivity and focus when change occurs
Adjusts organizational priorities and procedures quickly as situations change
Aligns change with FSIS goals to steer team in the right direction
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 25)
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External Awareness (See FSIS Leadership Resource & Development Guide, pg. 30)
A top performer in External Awareness understands how to leverage external trends to
update and improve services and products and identifies future barriers to work processes
by perceiving meaningful patterns in current trends. This individual is comfortable asking
questions to internal and external customers to gain better situational awareness.
Behavioral Indicators
Keeps track of how the agency’s function is reflected in the media and other sources
that relay agency- related information to consumers
Considers how a shift in programmatic direction impacts consumer safety, and the
agency’s ability to meet the needs of local and national customers
Synthesizes, interprets, and uses data from multiple sources to gain awareness of
internal and external factors influencing the agency's success in preventing foodborne
illness
Effectively navigates the complex political, social, and cultural landscape inherent in
the agency's function
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 32)
Leveraging Diversity (See FSIS Leadership Resource & Development Guide, pg. 34)
A top performer in Leveraging Diversity is open to new experiences, can easily transition
into and adapt to diverse groups (including diverse educational and social backgrounds),
and understands that leveraging diversity is a competitive advantage. This individual taps
into previous experiences to apply a wide range of unique and successful routines or
tactics for fostering an inclusive environment.
Behavioral Indicators
Communicates and works effectively in diverse team settings
Meets with staff to obtain input on diversity issues within the workplace
Builds a diverse staff, with a variety of skills, that functions effectively to accomplish
the mission of the organization
Identifies creative approaches for targeted recruiting to develop a representative
workforce that benefits from diverse strengths
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 36)
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Management Excellence (See FSIS Leadership Resource & Development Guide, pg. 40)
A top performer in Management Excellence identifies and effectively responds to
individual nuances that may become future barriers to successful performance. He or she
constantly searches for and identifies unique techniques to advance recruitment,
selection, and reward processes.
Behavioral Indicators
Reviews and updates position descriptions and performance plans
Considers long-term impacts and needs when addressing staffing issues
Identifies misalignment with staff’s skills and work; realigns as necessary to improve
morale and efficiency
Advocates for policies and initiatives that attract qualified individuals to FSIS
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 42)
Maximizing Performance (See FSIS Leadership Resource & Development Guide, pg. 47)
A top performer in Maximizing Performance applies a range of techniques for sustaining
a motivating and learning environment, recognizes when individuals are not reaching
their maximum performance, and pinpoints the specific areas for growth. This includes
demonstrating the ability to match key individuals with key assets or roles that align with
FSIS goals and mission.
Behavioral Indicators
Delineates performance plans and ensures performance standards and objectives are
clearly understood
Encourages others to take advantage of developmental opportunities and apply new
knowledge and skills
Creates work opportunities and assignments that lead to growth and development
Anticipates, identifies, and removes developmental barriers
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 49)
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Operations Management (See FSIS Leadership Resource & Development Guide, pg. 53)
A top performer in Operations Management is not only aware of best practices for
management but also develops own unique processes specific to the situation or need. He
or she mentally simulates future risks or barriers to resources and/or finances and
prepares several courses of action to address them.
Behavioral Indicators
Considers resources available, possible barriers, and potential risks to create detailed
project plans that address all known factors
Accurately anticipates resource requirements (i.e., time, budget, and personnel) on
projects of moderately complex scope
Considers implications of financial decisions and suggests methods for meeting the
needs of staff and the organization overall
Possesses exceptional planning skills and helps others to ensure they are able to
develop feasible plans that focus on protecting consumers from foodborne illness
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 55)
Partnering (See FSIS Leadership Resource & Development Guide, pg. 58)
A top performer in Partnering is able to monitor others’ emotions and use that
information to understand their needs. He or she then aligns these needs with FSIS’s
mission. This individual understands how to leverage networks and key people to build
collaborations that benefit FSIS goals and vision.
Behavioral Indicators
Ensures future partnerships by developing strong relationships and resolving issues
with partners
Identifies challenges to collaboration across groups and plans solutions to address
challenges
Considers others viewpoints in order to meet needs of internal and external customers
Develops subordinates by helping them connect with stakeholders (i.e. CSI’s, PHV’s,
FLS’s, EIAO’s, Establishment management)
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 60)
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Political Savvy (See FSIS Leadership Resource & Development Guide, pg. 63)
A top performer in Political Savvy understands that individual, team, organization, state,
and national factors influence the political environment. He or she knows how to
capitalize on different individual agendas to develop collaborations and solutions that
benefit all parties. During negotiations this individual’s demeanor is respectful,
knowledgeable, and experienced.
Behavioral Indicators
Uses diplomacy when sharing opinions and stating decisions
Takes advantage of opportunities to develop political knowledge and experience
Addresses controversial political issues by conducting research and considering best
practices in food safety policies
Balances FSIS interests with The Secretary of Agriculture’s objectives and realities
to arrive at the best solution to protect public health
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 65)
Problem Solving (See FSIS Leadership Resource & Development Guide, pg. 68)
A top performer in Problem Solving applies prior experience for both the assessment of
problem situations and decision-making. This individual demonstrates the ability to
detect problems early on, and if there is a problem, he or she spends more time assessing
the situation and less time deliberating a course of action. He or she constantly seeks out
information to maintain situational awareness. This individual remains confident while
reacting quickly to problem situations.
Behavioral Indicators
Establishes guidelines to clarify complex and/or controversial food safety policies
Applies appropriate methodology to discover or identify policy issues and resource
concerns
Utilizes AskFSIS as a primary resource to research issues and questions
Addresses systemic barriers inhibiting the achievement of results by forming teams to
conduct focus groups and develop solutions
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 70)
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Team Building (See FSIS Leadership Resource & Development Guide, pg. 74)
A top performer in Team Building can identify typical and atypical behavior for
successful team dynamics and quickly addresses barriers or toxic environments. By
constantly updating and providing challenging goals, this individual does not allow the
team to become complacent. He or she initiates team-building activities that fit naturally
with the dynamics of the team, rather than forced interventions. He or she is not seen only
as the team leader but also as an integral member of the team.
Behavioral Indicators
Applies a variety of tools and techniques (e.g., Myers-Briggs, informal bonding time,
facilitators) to promote appreciation between team members
Guides team development to align with FSIS mission and goals
Motivates team by assigning work based on team member skill level and area of
interest
Detects problem areas or conflicts early and applies a wide range of tactics for
resolving the issues
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 76)
Vision (See FSIS Leadership Resource & Development Guide, pg. 82)
A top performer in Vision understands not only the FSIS’s vision and how to apply it but,
more importantly, why that specific vision was developed; in other words, he or she
understands what specific internal and external factors influenced the development of
FSIS’s vision and can influence it in the future. This individual shares this knowledge
with the team and networks to ensure a shared understanding and application of the
vision.
Behavioral Indicators
Understands where leadership plays a role in overall FSIS vision
Conveys vision of the agency and ensures buy-in to stakeholders and external
partners
Directs and provides guidance to FSIS leaders to develop a long-term strategic plan
for the organization
Creatively aligns all projects and department goals with the overarching FSIS
mission
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 84)
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Foundational Competencies
Integrity & Honesty (See FSIS Leadership Resource & Development Guide, pg. 89)
A top performer in Integrity & Honesty expects others to also display high standards of
ethics and monitors employees to ensure this type of behavior. This individual identifies
situations during projects where integrity and honesty become key elements to success
and uses them as teaching points. He or she quickly addresses situations where unethical
behavior is witnessed.
Behavioral Indicators
Interacts in a fair and ethical manner with the public and with other departments and
partners
Communicates honestly with employees regarding potential changes affecting the
organization to ensure staff are treated fairly
Instills a climate of trust by admitting own mistakes and taking responsibility for own
actions
Places ethics at the forefront of all decisions
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 90)
Interpersonal Skills (See FSIS Leadership Resource & Development Guide, pg. 93)
A top performer in Interpersonal Skills intuitively assesses others’ concerns and can
adjust own demeanor to accommodate each situation. He or she considers individual
nuances and personalities when dealing with others and adjusts his or her approach
accordingly. Teaches others how to successfully work around different work styles.
Behavioral Indicators
Anticipates others' concerns and reactions prior to making decisions
Strives to integrate others' opinions into work functions and processes
Fosters a positive interpersonal climate within the team
Understands and considers long-term impact of interpersonal relationships and
demeanor on team, agency, and public
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 95)
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Oral Communication (See FSIS Leadership Resource & Development Guide, pg. 98)
A top performer in Oral Communication has the ability to effectively adjust the message
for a specific audience; this includes incorporating domain-specific words that are
relevant to that audience. He or she can clearly present complex ideas, thoughts, or
changes to individuals with no background on the domain.
Behavioral Indicators
Asks questions and seeks feedback from audience to ensure clarity of message
Provides brief but convincing and informative presentations to a variety of audiences
Explains difficult concepts in different ways to ensure clarity
Speaks in a unifying language that reassures others of attendance to FSIS goals
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 99)
Public Service Motivation (See FSIS Leadership Resource & Development Guide, pg. 103)
A top performer in Public Service Motivation conducts his or her work with the
recognition that serving public needs/welfare is the primary goal. This individual
consistently reminds others of the importance of public service and aligns work so that
food safety is at the forefront of any services or products. He or she ensures all team
members are motivated to serve public needs.
Behavioral Indicators
Adapts and extends existing agency protocols, regulations, and programs to continue
representing public interests
Cultivates relationships with community stakeholders to validate usefulness of
proposed products and services
Anticipates and integrates changes in public interests for a long-term alignment
between agency programs and policies and public interests
Helps employees understand how their roles help align agency objectives and
practices with public safety
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 105)
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Self-Development (See FSIS Leadership Resource & Development Guide, pg. 107)
A top performer in Self-Development is results-oriented in that he or she is very
interested in the results produced. This individual constantly monitors, measures, and
plans own performance in order to improve. He or she actively seeks feedback regarding
gaps in performance and has an accurate and thorough understanding of own capabilities.
Behavioral Indicators
Considers different perspectives as a means to continue to learn
Is not threatened by criticism but rather uses it as a learning opportunity
Aligns own long-term developmental goals and objectives with organizational
strategies
Proactively participates in meetings and events, even if not directly relevant, to gain
knowledge and experience related to professional development
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 109)
Written Communication (See FSIS Leadership Resource & Development Guide, pg. 114)
A top performer in Written Communication has the ability to describe complex issues
through written form to a variety of audiences. He or she serves as a key editor for
important reports and provides challenging and engaging opportunities for others to
improve their writing abilities.
Behavioral Indicators
Adjusts content and style of written documents according to subject matter and
audience
Synthesizes information from multiple sources into a clear and concise document
Uses written communication to compel others to action
Anticipates audiences’ questions and includes responses or concerns in message
Self-Development Activities (For specific activities, see FSIS Leadership Resource & Development Guide, pg. 116)
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Applying the FSIS Leadership Competency Model
The competency model should be integrated into the various stages of the human-capital
life cycle. Effective integration and implementation of the competency model builds a
common framework that helps enhance resilience and preparedness in the face of change,
emerging customer needs, and increasing industry, economic, and societal complexities.
How can you use the FSIS Leadership Competency Model across workforce planning?
Recruiting To help move the right talent into the agency’s hiring funnel, various competencies can
be infused into the current recruitment strategy. For example, the agency’s vision and
commitment to public service and the importance of partnership can be advertised and
communicated to potential leadership candidates in order to attract individuals who
would fit well with the agency’s mission.
Selection The competency model can be used to identify success profiles for each job position or
job position family. Success profiles represent a combination of approximately 5 to 12
competencies that are critical to the performance within a given leadership position.
Onboarding Signaling to new hires the types of characteristics, skills, and behaviors that are valued
and rewarded by FSIS is key for high retention and performance. To this end, try
incorporating 3 to 5 competencies into onboarding materials and training.
Training The competency model, and its example behaviors for the different proficiency levels, is
a valuable tool for conducting individual or agency-wide training-needs analyses and
subsequently developing customized training and development programs to address
performance gaps.
Succession Planning As part of succession planning, the competency model can help leaders assess
competency gaps in the pool of succession candidates. The competency model serves as a
framework for leaders to identify the critical path required to advance and thus pinpoint
the needs of those candidates with the potential for advancement.
Performance Appraisal The proficiency-level examples that accompany each competency can also be applied to
the performance appraisal process as well as linked to compensation systems.
Career Planning Aspiring leaders can evaluate their performance on specific competencies to identify gaps
they need to address in order to move into a leadership position, or reach their current
leadership role’s full potential.
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Appendix: FSIS Leadership Competency Model
The table below provides an overview of the FSIS Leadership Competency Model. Each
competency is associated with a definition specific and unique to the vision, mission, and
goals of FSIS. For those who wish to read more about the model, see the FSIS Leadership
Resource and Development Guide.
The FSIS Leadership Competency Model consists of 12 Core Leadership Competencies
and 6 Foundational Leadership Competencies. The competency model is applicable to all
FSIS employees. The FSIS Leadership Competency Model is based on OPM’s Core
Competencies, OPM’s Executive Core Qualifications/Fundamental Competencies, the
Department of Defense Civilian Leader Development Framework, Competencies for the
Budget Analysts in the Federal Government, Competencies for the Education Training &
Development Field, National Oceanic and Atmospheric Administration, the NCHL
Health Leadership Competency Model, the Department of Veterans Affairs Leadership
Competencies, and other related competencies, literature, and technical reports.
Core Leadership Competencies
Competency Name Definition
Accountability
Holds self and others accountable for high-quality results and compliance with
established rules and procedures. Creates transparency, demonstrates integrity,
and accepts responsibility for mistakes.
Adaptability
Effectively deals with ambiguous and changing conditions by adapting behavior
or work methods in response to new information and convincing others of the
need for change. Serves as an anchor in times of change by reaffirming FSIS
goals.
External Awareness
Understands and keeps up-to-date on food safety research, other government food
safety practice and policies, economic, industry, and technological trends that
affect the organization, impact FSIS customers (internal and external), and shape
stakeholders’ views.
Leveraging Diversity
Provides a workplace environment that honors excellence, teamwork, respect,
dignity, fairness and equity. Plays an integral role in maintaining a
discrimination-free work environment and treats all FSIS coworkers, colleagues,
and customers with dignity, respect, and professionalism.
Management Excellence
Aligns people, work, and processes with the mission of FSIS. Ensures that
employees are appropriately recruited, selected, and rewarded, and that they have
the resources they need.
Maximizing
Performance
Creates and sustains a motivating culture, which encourages FSIS personnel to
contribute their maximum performance to the organization, by providing ongoing
feedback and developmental opportunities, and removing barriers to application
of new knowledge and skills.
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Operations Management
Applies sound resource and financial management principles and best practices,
along with the appropriate policies, regulations, and laws to support projects and
operations.
Partnering
Networks and collaborates with individuals across the Farm-to-Table Continuum
to achieve FSIS's mission. Finds common ground with a wide range of
stakeholders and uses these contacts to build and strengthen internal support
bases.
Political Savvy
Identifies the internal and external politics that impact the mission of FSIS.
Persuades others to accept recommendations, cooperate, or change their behavior;
negotiates to find mutually acceptable solutions.
Problem Solving
Identifies and analyzes problems by weighing the relevance and accuracy of
information even when data are limited; produces well-informed, effective, and
timely solutions.
Team Building
Inspires team commitment and motivates team members to develop and
accomplish group goals. Ensures cooperative team relationships by supporting
constructive resolution of conflicts.
Vision
Develops new insights into situations, and builds a shared vision with others.
Influences others to translate vision into actions that align with long-term FSIS
goals.
Foundational Competencies
Competency Name Definition
Integrity/Honesty Behaves in an honest, fair, and ethical manner. Shows consistency in words and
actions. Models high standards of ethics.
Interpersonal Skills
Demonstrates the ability to notice, interpret, and anticipate others' concerns and
feelings. Shows understanding, courtesy, tact, empathy, and concern toward
others.
Oral Communication Makes clear and convincing oral presentations. Listens effectively; clarifies
information as needed.
Public Service
Motivation
Demonstrates a commitment to serve the public, including consumers, the
industry, and Congress. Ensures that actions meet public needs. Aligns
organizational objectives and practices with public interests.
Self-Development
Exhibits ability to assess own strengths and developmental needs. Addresses these
needs through reflective, self-directed learning. Develops new knowledge and
skills as the work evolves.
Written Communication Writes in a clear, concise, organized, and convincing manner for the intended
audience.