Executive Core Qualifications

Leading change
Change leadership is an essential tool in modern-day employment practice. Modern-day
businesses go through different changes in the course of their growth. Some of these changes
become necessary when organizations go through challenges. However, regardless of the
situation that necessitates change, leadership change core qualification requires professionals
who can visualize organizational continuity. I have led and directly implemented trade
compliance programs and internal audit programs to help ensure compliance with U.S.
Government and non-U.S. import and export regulations
From experience, I have learned that leading change requires professionals to understand
the art of communication. Change processes need professionals who convince people to conform
to and support organizational change. This skill helps change leaders anticipate resistance,
formulate strategies to overcome such resistance, and successfully implement the change
process. Leading change also requires professionals who are consistent in maintaining change.
Change can only benefit an organization if the activities sustain the change are sustained for a
long time.
Therefore, I have learned to overcome adversity and be consistent in sustaining the
change. Leading change requires professionals to take corrective measures when change plans do
not work. I have also learned that professionals need to monitor and evaluate the change process
to ensure that all stakeholder group needs are met and that their participation in the change
process contributes to achieving the change goals. Such participation is essential to ensure that
stakeholders buy into the change process. One of my duties as an assistant director of finance is
to review policies and procedures and implement process improvement activities.

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From my experience in leading change, I have learned that it requires professionals to have
excellent planning, scheduling, and planning. Various departments in the federal government
require scheduling activities, planning people and resources so that when changes need to be
made
Leading people
This ECQ is concerned with motivating people toward achieving organizational goals.
Leading people requires leaders to manage personalities. Organizations have different
characteristics of individuals differentiated by their different backgrounds, emotions, and
personal qualities. In my work, I have managed diverse personalities. Therefore, I gained an
essential skill that people leaders need to know how to keep the different personalities
comfortable and mentally ready, and stable to deliver for the organization.
From working with people such as customers, colleagues, and supervisors, I have
understood and applied the concept of empathy. Empathy is the art of understanding the needs,
feelings, and thoughts of others. This is essential because it enables leaders to identify and
develop solutions to workplace challenges. For example, leaders can recognize when employees
face burnout and recommend breaks to recharge and return to peak performance.
During my work as a relationship manager, I have learned to become approachable.
Approachability is essential in the organization because it allows employees to consult when
faced with different challenges requiring further information and clarification. This is essential
because approachability reduces the distance between employees and their leaders. Employees
need to feel the support of their leaders.

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I have gained the skills to become a compassionate leader. Compassionate leaders can
consider employees in all the decisions that affect the organization. This ensures that employee
welfare is taken care of. Employees show reciprocity for such compassion through increased
motivation and commitment, ultimately benefiting the organization.
Leading people requires leaders to have the know-how on how to develop people.
Developing people means that leaders can identify and appreciate instances where some
employees lack the skill and develop means and ways to improve them. Some of the strategies
modern organizations use to develop employees are on-the-job training and supporting
employees to pursue further education. My previous experience has shown that employees can
acquire key skills that support organizational activities.
Results Driven
Business processes are carried out to achieve specific results. Being result-oriented means
that professionals can set goals and develop strategies to achieve the goals. In some cases,
professionals are required to perform and deliver results set for them instead of those they have
set themselves. To become result-oriented, I have learned the ability to create plans. Plans are the
activities that are carried out toward achieving the results. Results-driven professionals can
manage activities and ensure that they achieve the desired goal.
One of the most important aspects of result-oriented professionals is timing. From
working in the financial sector, I have learned that organizational results and goal setting are
done considering time. One of the features of smart objectives is timeliness. As such,
professionals need to be conversant with the art of setting goals and sticking to the timelines to

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deliver the results. Delayed results may provide little or no utility to the organization hence the
need for timely results.
I have learned how to develop ways of ensuring that organizations achieve goals with efficiency.
Efficiency means that professionals find methods to ensure that the organizations use the most
economical path to success and maximum returns. One of my core activities in measuring results
has been overseeing the functions, including all accounting functions, account analysis, balance,
the entry and maintenance of journal entries, logs, and subsidiary records, and preparation of the
annual Analysis, budget, grants, and fixed assets. 
In shaping my result-oriented skills, I have learned to become focused on growth. The
purpose of results is to move organizations and individuals from one level of growth to another.
Organizational and individual growth results are important because they demonstrate value
addition. Value addition is responsible for driving organizational performance and profits.
Business Acumen
This ECQ is concerned with the ability to understand various business processes that a
business is involved in. Professionals with business acumen require the employees to identify the
business’ profit drivers. Many businesses grow and develop based on their abilities to make
profits. I have gained valuable experience overseeing functions supervised by the disbursement
manager, such as payroll and accounts payable. I am also involved in collecting information used
to prepare comprehensive annual financial statements.
Profits mean that the organization gets enough resources to reward employees, deliver the
commitment to shareholders, and invest in its development. Professionals should have the ability
to identify such drivers and know the internal and external factors that affect such drivers. Such

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drivers include market movements and activities of the business competitors, changes in
government policy that affect operations, changes in customer preferences, and changes in
technological, political, and economic factors. At Allyn International, I have led and
implemented trade and compliance programs to comply with import and export regulations. Such
experience has given me the experience to interpret such regulations.
Business acumen requires leaders to identify the processes businesses use to develop
business strategies. Strategies are meant to achieve efficiency in operations and provide benefits
such as overcoming competition, increasing profits, or reducing business costs. Leaders need to
be able to develop initiatives that support strategic business decisions. I have experience in
functions including all accounting functions, account analysis and balance, the entry and
maintenance of journal entries, logs, and subsidiary records, and preparation of the annual
Analysis, budget, grants, and fixed assets, all of which have been instrumental in managing costs
In my current and previous workstations, I have gained problems solving skills. Problem-
solving is one of the skills that professionals with good business acumen carry out with ease.
Problem-solving is essential for business recovery and the reduction of downtime. Problem-
solving means that leaders can act creatively and decisively when the organization faces
adversity and take steps to ensure that disruptions are minimal and critical activities proceed with
minimal disruption. Professionals with business acumen can identify risks that jeopardize
operations and business continuity. Risk identification is a prerequisite for risk reduction and
management techniques in an organization.
Building coalitions

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Professionals who work in government should be able to work with other departments to
attain goals. Professionals that build coalitions understand and empower others around them. The
strength of a coalition is measured by the strengths of the teams and the individuals that make up
such teams. As such, building teams requires professionals to identify the unique strengths of
members and empower others to contribute meaningfully to the development of coalitions. As a
relationship manager, I have worked with teams from small business banking, mortgage banking,
investment banking, and specialist banking.
Building coalitions requires leaders to develop a knack for listening. Listening enables
leaders to collect ideas, input, and data that may inform the proper working of coalitions.
Building coalitions requires leaders to use existing and new information to increase the
efficiency of teams and coalitions. Managing relationship with my banking clients have helped
me develop such a knack. Additionally, I have learned to develop modalities of sharing
information within the coalition. Sharing information depends heavily on the communication
skills and methods of professionals. I have learned that sharing information in coalitions is not
the same as sharing it with individuals because different methods must be used. Building
coalitions has helped me to develop strategies to run those coalitions. Coalitions are challenging
to maintain because coalitions have different power and influence levels. Coalitions may have
different interests, and it may be challenging to manage such interests and keep all parties
satisfied. I have gained valuable experience coaching and managing people.
Additionally, I have learned that the effectiveness of coalitions is determined by the
ability of teams to play the roles that are best suited to their strengths. Regardless of whether
coalitions are formed internally or externally, professionals should ensure that the workings of
the team are efficient enough to reduce the costs of collaboration. Government agencies and

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committees require a lot of resources to function; keeping costs at a minimum is essential for
productivity and efficiency. As a Global Trade Compliance Analyst, I have learned to identify
cost-saving opportunities from client data sources.