Authenticity - I have been a Scout for 50 years, and I try to live my life - professionally and personally - by the Scout Oath and Law. My score on the Leadership Mirror in this competency was 4.75.
Customer Focus - I am known for my customer focus and customer service in the Blue Mountain Council, at the Philmont Training Center, in Area 5, and in volunteer training. I am a a graduate of the Disney Institute and have studied and implemented Disney customer service practices in my Scouting and community roles. A DDI Leadership Mirror 360 Report I completed in 2012 gave me a Customer Focus score of 4.78 (“from others” on a scale of 1 - Very Low Level to 5 - Very High Level.)
Selling the Vision - I have learned that leadership is not defined by a title, it is defined by actions. To be a leader, I must be intentional about my actions to create sustained, positive transformations within my organization. I have to be able to live, effectively communicate, and create enthusiasm for our vision. Much of my success in my roles in Scouting, and in Rotary, have been because I believe I have done those things. My score on the Leadership Mirror in this competency was 4.48.
Compelling Communication - I am a strong communicator verbally, through the written word, and through social networking. I have been successful at communicating the vision of my teams and the Scouting movement. With my top Gallup Strength being Context, and via all I have learned from Disney and other sources, I follow the concept of "Start With Why" to help others understand my thoughts. My score on the Leadership Mirror for this competency was 4.56 and Communicator is one of my Gallup Top 5.
Operational Decision Making - As I have said elsewhere on this site, one of the strengths of the Boy Scouts of America is the volunteer-professional relationship and the variety of thoughts and experiences that relationship brings. "Securing and comparing information from multiple sources to identify business issues; committing to an action after weighing alternative solutions against important decision criteria" is how we - and I - must operate to activate that strength. I also know that as the chief executive officer of the council I must be ready to analyze the data and opinions and make the necessary decisions.
Driving Execution - This competency is defined as the ability "to ensure that strategic priorities yield measurable and sustainable results." I do not believe that my teams could have had council membership and finance success, rebuilt the Philmont Training Center attendance, or redesigned all unit leader training without this skill.