Initiative - Competency
Definition: Initiative is the ability to independently recognize needs, take decisive action, and pursue meaningful outcomes without waiting for direction. It reflects a proactive mindset that anticipates challenges, seizes emerging opportunities, and mobilizes resources to address them before they escalate. Managers who demonstrate initiative act with urgency, persist through obstacles, and consistently exceed expectations by driving impact beyond their formal responsibilities. They also foster adaptive relationships and influence others to embrace change, improvement, and forward momentum.
What is Initiative?
Core Components of Feedback
Why is Initiative Important?
What are key aspects of Initiative?
How can I improve my Initiative?
What are the benefits of Initiative?
360-Feedback questions that measure Initiative
Core Components of Feedback
Why is Initiative Important?
What are key aspects of Initiative?
How can I improve my Initiative?
What are the benefits of Initiative?
360-Feedback questions that measure Initiative
- Self-Starter Doing work without being told to do so. Does not wait to be told to do something.
- Proactive Works quickly to prevent problems from occurring.
- Forward-Thinking Anticipates needs and prepares for unexpected events.
- Motivated Takes immediate action to implement changes or solve problems.
- Opportunistic Seizes and capitalizes on opportunities when they become available.
- Works Independently Is able to work on their own without close supervision.
- Above Expectations Works above expected performance levels. Volunteers for assignments and may put in extra hours.
- Rises to the Occasion Acts with urgency when time is limited. Takes charge in a crisis.
Administrative Skill
Decision Making
Quality
Critical Thinking
Problem Solving
Initiative
Innovation
Goals
Time Management
Change Management
Juggling Multiple Responsibilities
Achievement
Results Oriented
Commitment
Technical
Technology Use/Management
Clarity
Excellence
Objectives
Risk Management
Safety
Regulatory/Compliance
360-Feedback Assessments Measuring Initiative:
Survey 1 (4-point scale; Competency Comments)
Survey 2 (4-point scale; Competency Comments)
Survey 3 (5-point scale; Competency Comments)
Survey 4 (5-point scale; radio buttons)
Survey 5 (4-point scale; words)
Survey 6 (4-point scale; words)
Survey 7 (5-point scale; competency comments; N/A)
Survey 8 (3-point scale; Agree/Disagree words; N/A)
Survey 9 (3-point scale; Strength/Development; N/A)
Survey 10 (Comment boxes only)
Survey 11 (Single rating per competency)
Survey 12 (Slide-bar scale)
Survey 13 (4-point scale; numbers; floating anchors)
Survey 14 (4-point scale; N/A)
Survey 1 (4-point scale; Competency Comments)
Survey 2 (4-point scale; Competency Comments)
Survey 3 (5-point scale; Competency Comments)
Survey 4 (5-point scale; radio buttons)
Survey 5 (4-point scale; words)
Survey 6 (4-point scale; words)
Survey 7 (5-point scale; competency comments; N/A)
Survey 8 (3-point scale; Agree/Disagree words; N/A)
Survey 9 (3-point scale; Strength/Development; N/A)
Survey 10 (Comment boxes only)
Survey 11 (Single rating per competency)
Survey 12 (Slide-bar scale)
Survey 13 (4-point scale; numbers; floating anchors)
Survey 14 (4-point scale; N/A)
Performance Assessments that include Initiative:
Assessment 1 (5-point scale; IDP Comments)
Assessment 2 (3-point scale with Comments)
Assessment 3 (Manager Assessment; 360-Feedback)
Assessment 4 (3-point scale; Rating Limits)
Assessment 5 (3-point scale; Rating Limits)
Assessment 6 (5-point scale with Comments)
Assessment 7 (Comment Boxes Only; IDP)
Assessment 8 (Comment Boxes Only)
Assessment 9 (3-point scale with Letter Grade)
Assessment 10 (360-Feedback; Bonus/Merit Pay)
Assessment 11 (Core Values & Job Competencies)
Assessment 12 (4-point scale; 6 Comment Boxes)
Assessment 1 (5-point scale; IDP Comments)
Assessment 2 (3-point scale with Comments)
Assessment 3 (Manager Assessment; 360-Feedback)
Assessment 4 (3-point scale; Rating Limits)
Assessment 5 (3-point scale; Rating Limits)
Assessment 6 (5-point scale with Comments)
Assessment 7 (Comment Boxes Only; IDP)
Assessment 8 (Comment Boxes Only)
Assessment 9 (3-point scale with Letter Grade)
Assessment 10 (360-Feedback; Bonus/Merit Pay)
Assessment 11 (Core Values & Job Competencies)
Assessment 12 (4-point scale; 6 Comment Boxes)
_______
What is Initiative?
Initiative is the capacity and drive to take purposeful action without external prompting, characterized by a self-starting mindset and a proactive orientation toward challenges and opportunities. Individuals who demonstrate initiative consistently act before being directed, analyzing situations and launching efforts independently. They are inclined to initiate rather than react, working on problems actively and resolving issues swiftly rather than deferring responsibility. This behavior reflects a deep internal motivation--whether it's tidying a workspace unprompted, seeking additional responsibilities, or crafting solutions the moment a problem arises. Initiative also manifests in forward-thinking behaviors, such as anticipating future needs, allocating resources in advance, and preparing for growth or change before it becomes urgent.
Beyond individual drive, initiative is marked by strategic opportunism and independent execution. Those who embody this trait act quickly when opportunities arise, capitalize on emerging trends, and adjust plans to align with shifting business environments. They solve pressing needs autonomously, improve departmental outcomes without being asked, and complete tasks with minimal oversight. Their actions are not only timely but impactful--they champion projects that align with strategic goals, escalate issues professionally to unblock progress, and encourage others to contribute to process improvements. Initiative, in this sense, is not just about doing more; it's about doing what matters most, often exceeding expectations by working beyond standard hours or expanding departmental offerings.
Initiative also plays a vital role in interpersonal dynamics and team environments. Individuals who rise to the occasion act with urgency when time is critical, persist through obstacles, and bend rules judiciously to achieve meaningful outcomes. They build strong relationships from the outset, coach others to adapt to rapid change, and empower teammates to take ownership of problems and propose impactful solutions. This relational dimension of initiative fosters a culture of accountability, agility, and shared purpose. Ultimately, initiative is a multifaceted competency that blends foresight, motivation, independence, and influence--driving both personal excellence and collective success.
Beyond individual drive, initiative is marked by strategic opportunism and independent execution. Those who embody this trait act quickly when opportunities arise, capitalize on emerging trends, and adjust plans to align with shifting business environments. They solve pressing needs autonomously, improve departmental outcomes without being asked, and complete tasks with minimal oversight. Their actions are not only timely but impactful--they champion projects that align with strategic goals, escalate issues professionally to unblock progress, and encourage others to contribute to process improvements. Initiative, in this sense, is not just about doing more; it's about doing what matters most, often exceeding expectations by working beyond standard hours or expanding departmental offerings.
Initiative also plays a vital role in interpersonal dynamics and team environments. Individuals who rise to the occasion act with urgency when time is critical, persist through obstacles, and bend rules judiciously to achieve meaningful outcomes. They build strong relationships from the outset, coach others to adapt to rapid change, and empower teammates to take ownership of problems and propose impactful solutions. This relational dimension of initiative fosters a culture of accountability, agility, and shared purpose. Ultimately, initiative is a multifaceted competency that blends foresight, motivation, independence, and influence--driving both personal excellence and collective success.
Core Components of Feedback
- Self-Starter: an internal drive to begin meaningful work without external prompting emphasizing autonomy, foresight, and a bias toward action--especially in ambiguous or unstructured environments. A self-starter doesn't just respond to needs; they recognize and initiate them, often being the first to propose solutions, launch new projects, or pursue learning opportunities.
- Proactive: identifying potential issues, removing barriers, and taking early action to prevent escalation or delay. A proactive manager is vigilant and forward-looking, often preparing for critical events, setting deadlines, and resolving problems before they grow.
- Opportunistic: a manager's ability to recognize and act on emerging possibilities that can advance goals, improve outcomes, or accelerate progress. It reflects a keen awareness of timing, context, and strategic advantage--whether that's spotting a market shift, leveraging a new tool, or initiating a learning opportunity.
- Working Independently: autonomy and self-direction in the absence of external cues or oversight. It reflects a manager's ability to take ownership of tasks, solve problems, and make decisions without waiting for instruction or validation.
- Forward-Thinking: anticipation, preparation, and strategic foresight. It reflects a manager's ability to scan the horizon for emerging risks, growth opportunities, or operational bottlenecks--and to take early action that positions the team or organization for long-term success.
- Motivated: an internal drive to act promptly, take ownership, and resolve issues with energy and immediacy. It's characterized by a personal sense of responsibility and eagerness--jumping into tasks without delay, initiating improvements, and embracing additional responsibilities with enthusiasm.
- Impactful: the tangible results and influence a manager's actions have on people, processes, and performance. It focuses less on anticipation and more on execution--taking decisive steps that directly improve outcomes, solve problems, and align with strategic priorities.
- Above Expectations: a deliberate choice to exceed baseline requirements and deliver outcomes that surpass what is asked or assumed. These individuals stretch beyond their formal scope, often contributing strategic value, inspiring others, and volunteering time or effort to advance broader goals.
- Persistent or Tenacious: sustained effort, resilience, and unwavering commitment to progress--even when facing resistance, ambiguity, or repeated setbacks. It's about enduring through complexity, championing ideas that lack immediate support, and adapting tactics to keep momentum alive over time.
- Rises to the Occasion: responsiveness, urgency, and decisive action in high-pressure or time-sensitive situations. It's about stepping up when stakes are high--whether that means resolving a crisis, taking charge in moments of uncertainty, or volunteering for difficult tasks others avoid.
- Initiative in Relationships: interpersonal proactivity--taking early and intentional action to build trust, communicate critical information, and support others. This dimension of initiative is relational rather than solitary, involving behaviors like coaching, informing, engaging, and empowering team members or stakeholders.
Why is Initiative Important?
Initiative is a cornerstone of organizational agility and resilience. When employees act as self-starters they launch projects without waiting for direction, anticipate challenges, and proactively solve problems. They reduce bottlenecks and accelerate progress. This independence not only frees up leadership to focus on strategic priorities, but also fosters a culture of ownership and accountability. Organizations with initiative-rich teams are better equipped to respond to change, seize emerging opportunities, and maintain momentum even in uncertain conditions.
From a strategic standpoint, initiative drives innovation and competitive advantage. Opportunistic employees who identify trends, adjust plans, and act swiftly can help companies stay ahead of market shifts. Their forward-thinking mindset ensures that resources are allocated in anticipation of growth, not just in reaction to it. When individuals consistently exceed expectations--working evenings to expand offerings, championing impactful projects, or escalating issues with professionalism--they directly contribute to key performance indicators and long-term goals. Initiative becomes a multiplier of impact, turning individual effort into organizational advancement.
Equally important is the relational dimension of initiative. Employees who build strong interpersonal connections, coach others through change, and empower teammates to take ownership create a psychologically safe and adaptive environment. This kind of culture encourages collaboration, continuous improvement, and shared responsibility--qualities essential for high-performing teams. In short, initiative isn't just a personal trait; it's a strategic asset. It fuels productivity, innovation, and cohesion, making it indispensable for any organization aiming to thrive in a fast-paced, complex world.
From a strategic standpoint, initiative drives innovation and competitive advantage. Opportunistic employees who identify trends, adjust plans, and act swiftly can help companies stay ahead of market shifts. Their forward-thinking mindset ensures that resources are allocated in anticipation of growth, not just in reaction to it. When individuals consistently exceed expectations--working evenings to expand offerings, championing impactful projects, or escalating issues with professionalism--they directly contribute to key performance indicators and long-term goals. Initiative becomes a multiplier of impact, turning individual effort into organizational advancement.
Equally important is the relational dimension of initiative. Employees who build strong interpersonal connections, coach others through change, and empower teammates to take ownership create a psychologically safe and adaptive environment. This kind of culture encourages collaboration, continuous improvement, and shared responsibility--qualities essential for high-performing teams. In short, initiative isn't just a personal trait; it's a strategic asset. It fuels productivity, innovation, and cohesion, making it indispensable for any organization aiming to thrive in a fast-paced, complex world.
What are key aspects of Initiative?
How can I improve my Initiative?
- Model Self-Starting Behavior
Leaders should visibly take ownership of tasks without waiting for directionâwhether it's launching a new process or solving a lingering issue. This sets a tone that initiative is expected and valued. - Create Space for Proactivity
Encourage employees to identify problems and propose solutions before they escalate. This means rewarding early action and reducing bureaucratic friction that discourages quick decision-making. - Recognize and Reward Opportunism
Celebrate those who spot emerging trends, act on new opportunities, or pivot plans to meet changing demands. Public recognition reinforces that initiative leads to impact. - Empower Independent Action
Give teams autonomy to make decisions within their scope. When people feel trusted to act without micromanagement, theyâre more likely to take initiative and own outcomes. - Foster Forward-Thinking Culture
Promote strategic planning and scenario thinking. Managers should regularly ask, "What's coming next?" and allocate resources in anticipation; not just in reaction. - Hire and Develop Motivated Talent
Look for candidates who demonstrate intrinsic motivation and a bias toward action. Then nurture that drive through stretch assignments, mentorship, and visible growth paths. - Align Initiative with Strategic Goals
Make it clear how individual actions connect to broader KPIs or company objectives. When initiative is tied to meaningful outcomes, it becomes a lever for organizational success. - Build Relational Initiative
Encourage managers to coach others, build trust quickly, and empower team members to take ownership. Initiative thrives in environments where relationships are strong and psychological safety is high.
What are the benefits of Initiative?
Initiative empowers individuals and teams to act decisively, independently, and with foresight. These are qualities that dramatically enhance organizational efficiency and responsiveness. When employees consistently demonstrate self-starting behavior, they reduce reliance on supervision and accelerate progress by initiating work, solving problems, and anticipating needs before they become urgent. This proactive mindset minimizes delays, prevents crises, and fosters a culture of accountability, where people take ownership of outcomes rather than waiting to be directed. The result is a workplace that runs smoother, adapts faster, and delivers results with greater consistency.
Initiative also fuels innovation and strategic alignment. Opportunistic individuals who identify emerging trends, capitalize on new possibilities, and adjust plans in real time help organizations stay ahead of the curve. Their forward-thinking approach ensures that resources are allocated wisely and that growth is supported before demand peaks. Moreover, when initiative is tied to impact (through championing key projects, escalating strategically, or encouraging process improvements) it becomes a driver of measurable success. Employees who exceed expectations, persist through challenges, and rise to the occasion contribute not just more effort, but more value.
Finally, initiative strengthens relationships and team dynamics by fostering trust, empowerment, and adaptability. Those who take the lead in building connections, coaching others, and encouraging ownership create environments where collaboration thrives and change is embraced. This relational dimension of initiative is especially critical in fast-paced or high-stakes settings, where psychological safety and shared responsibility can make the difference between stagnation and momentum. In short, strong initiative is a catalyst, transforming individual motivation into collective achievement, and turning everyday actions into strategic advantage.
Initiative also fuels innovation and strategic alignment. Opportunistic individuals who identify emerging trends, capitalize on new possibilities, and adjust plans in real time help organizations stay ahead of the curve. Their forward-thinking approach ensures that resources are allocated wisely and that growth is supported before demand peaks. Moreover, when initiative is tied to impact (through championing key projects, escalating strategically, or encouraging process improvements) it becomes a driver of measurable success. Employees who exceed expectations, persist through challenges, and rise to the occasion contribute not just more effort, but more value.
Finally, initiative strengthens relationships and team dynamics by fostering trust, empowerment, and adaptability. Those who take the lead in building connections, coaching others, and encouraging ownership create environments where collaboration thrives and change is embraced. This relational dimension of initiative is especially critical in fast-paced or high-stakes settings, where psychological safety and shared responsibility can make the difference between stagnation and momentum. In short, strong initiative is a catalyst, transforming individual motivation into collective achievement, and turning everyday actions into strategic advantage.
What questions could you consider for including on a 360-degree feedback assessment regarding Initiative?
360-Feedback questions that measure Initiative
Self-Starter
Self-Starter behavior reflects an internal drive to begin meaningful work without external prompting. It emphasizes autonomy, foresight, and a bias toward action--especially in ambiguous or unstructured environments. A self-starter doesn't just respond to needs; they recognize and initiate them, often being the first to propose solutions, launch new projects, or pursue learning opportunities. This dimension is rooted in ownership and the instinct to create momentum, even in the absence of clear direction or immediate problems.
- Takes the initiative to change the direction or course of events.
- Looks to start work on new projects without waiting for direction from the manager.
- Analyzes the needs of the situation and acts before being told to do so.
- When working on a problem in a team, they are often the first to suggest possible solutions.
- Is a self-starter. Does not wait to be told to do something.
- Takes actions without having to be told to do so.
- Initiates the development of new products.
- Able to initiate work on projects independently without direct supervision.
- Takes the initiative to start work on new projects.
- Independently seeks out new learning opportunities to improve their skills.
- Inclined to initiate action rather than react.
Proactive
Proactive behavior, while similarly action-oriented, is more situationally responsive and anticipatory. It focuses on identifying potential issues, removing barriers, and taking early action to prevent escalation or delay. A proactive manager is vigilant and forward-looking, often preparing for critical events, setting deadlines, and resolving problems before they grow. A proactive individual targets specific risks or inefficiencies and acts decisively to mitigate them--often with a sense of urgency and strategic timing.
- Takes action in the absence of specific direction.
- Actively works on problems instead of just thinking about them.
- Takes action to establish clear and concise deadlines for tasks to be completed.
- Is proactive when preparing for potential problems or critical events.
- Addresses small problems before they become big ones.
- Takes appropriate actions to address problems or issues.
- Is proactive and gets things done.
- Acts quickly when a small problem arises to keep it from becoming a major issue.
- Proactively identifies and removes barriers that inhibit progress without waiting for direction.
- Acts quickly to address any issues or problems.
- Begins immediate action on projects.
- Actively works on resolving the issue instead of procrastinating or hoping it will resolve itself.
Opportunistic
Opportunistic behavior centers on a manager's ability to recognize and act on emerging possibilities that can advance goals, improve outcomes, or accelerate progress. It reflects a keen awareness of timing, context, and strategic advantage--whether that's spotting a market shift, leveraging a new tool, or initiating a learning opportunity. Opportunistic individuals are alert to change and quick to convert potential into action, often driving innovation or improvement by capitalizing on favorable conditions. Their initiative is externally triggered but internally driven, marked by agility and a readiness to pivot or accelerate when the moment is right.
- Seeks and utilizes opportunities for continuous learning and self-development.
- Acts quickly when an opportunity becomes available.
- Seizes upon chances to improve the department's prospects.
- Looks for opportunities to move projects forward.
- Takes advantage of opportunities when they become available.
- Identifies emerging trends or shifts in the business environment and takes the initiative to adjust plans accordingly.
- Transforms opportunity into actions.
- Seizes upon opportunities available.
- Capitalizes on opportunities as they become available.
Working Independently
Working Independently emphasizes autonomy and self-direction in the absence of external cues or oversight. It reflects a manager's ability to take ownership of tasks, solve problems, and make decisions without waiting for instruction or validation. This behavior is rooted in internal discipline and a sense of responsibility--doing what needs to be done simply because it's the right thing to do. Managers who work independently create momentum from within, often sustaining progress through consistency, self-motivation, and quiet leadership.
- Takes action without being asked.
- Acts on own initiative to improve the department outcomes.
- Does the right thing without being told.
- Completes tasks without having to be told to do so.
- Does things without being told.
- Confronts problems immediately without supervisor instructions.
- Acts independently to solve pressing needs.
Forward-Thinking
Forward-Thinking emphasizes anticipation, preparation, and strategic foresight. It reflects a manager's ability to scan the horizon for emerging risks, growth opportunities, or operational bottlenecks--and to take early action that positions the team or organization for long-term success. These behaviors often involve contingency planning, resource allocation, and scalable solutions that prevent future disruptions or inefficiencies. The hallmark of Forward-Thinking initiative is its temporal orientation: acting before problems arise, and designing systems that accommodate future complexity or change.
- Prepares for unexpected contingencies.
- Initiates automation or tooling to reduce future manual workload or bottlenecks.
- Implements scalable solutions that accommodate future expansion or complexity.
- Anticipates, prepares, and acts proactively to address issues in the department.
- Allocates resources in advance to support anticipated growth or change initiatives.
- Takes the initiative to develop contingency plans for high-risk scenarios before they materialize.
- Anticipates what needs to be done and makes necessary preparations.
- Anticipates problems and initiates plans to address them.
Motivated
Motivated reflects an internal drive to act promptly, take ownership, and resolve issues with energy and immediacy. It's characterized by a personal sense of responsibility and eagerness--jumping into tasks without delay, initiating improvements, and embracing additional responsibilities with enthusiasm. Motivated individuals often respond to needs as they arise, demonstrating a readiness to contribute and a desire to maintain momentum, even in routine or unglamorous tasks.
- Immediately works to complete goals well before their deadline.
- Is motivated to resolve issues right away.
- Initiates new projects for the department.
- Gladly seeks additional responsibilities.
- Cleans the workspace without being told.
- Creates solutions to problems as soon as an incident occurs.
- Updates the documentation as soon as the situation changes.
- Takes action to implement new changes in the policies and procedures.
Impactful
Impactful initiative is defined by the tangible results and influence a manager's actions have on people, processes, and performance. It focuses less on anticipation and more on execution--taking decisive steps that directly improve outcomes, solve problems, and align with strategic priorities. Impactful managers drive change that is visible, measurable, and often cross-functional, whether through cost-saving innovations, morale-boosting initiatives, or scalable best practices. Impactful managers take the initiative to deliver performance--translating a vision into results that elevates the organization.
- Takes decisive action to address problems, following up with relevant team members and coaching them on how to improve.
- Helps the department take the initiative to create new solutions.
- Initiates projects that have an impact on the department.
- Introduces changes that reduce operational costs or increase revenue.
- Escalates strategically when necessary to unblock stalled efforts, while maintaining professionalism.
- Initiates policy or process changes that become best practices across departments.
- Encourages others on the team to suggest process improvements.
- Leads pilots or experiments that result in scalable improvements.
- Launches initiatives that measurably improve team performance, efficiency, or morale.
- Initiates actions that lead to solving problems.
- Initiates actions that impact the department/company.
- Champions projects that directly support strategic goals or KPIs.
Above Expectations
Above Expectations reflects a deliberate choice to exceed baseline requirements and deliver outcomes that surpass what is asked or assumed. It's not just about energy--it's about elevation. These individuals stretch beyond their formal scope, often contributing strategic value, inspiring others, and volunteering time or effort to advance broader goals. Going above expectations reflects a mindset of contribution, excellence, and leadership through discretionary effort.
- Goes above and beyond the stated goals.
- Inspires others to perform above expectations.
- Expands the offerings of the department by working evenings and weekends.
- Is an inspiration for others to perform above expectations.
- Guides strategic initiatives to advance the department/organization.
- Does more than expected.
- Takes on additional tasks without being asked or told to do so.
- Takes on extra projects after required work is completed.
- Volunteers time and effort toward the completion of important goals.
- Aims to achieve more than what is expected or required.
Persistent or Tenacious
Persistent or Tenacious behavior reflects sustained effort, resilience, and unwavering commitment to progress--even when facing resistance, ambiguity, or repeated setbacks. It's about enduring through complexity, championing ideas that lack immediate support, and adapting tactics to keep momentum alive over time. These individuals demonstrate grit: they follow through, learn from failure, and bend constraints when necessary to achieve meaningful outcomes. Their initiative is marked by long-haul determination and a refusal to let obstacles derail their goals.
- Maintains momentum on long-term initiatives despite shifting priorities or limited support.
- Begins a task and follows through until completion.
- Persists in stakeholder engagement even when initial outreach is met with resistance or indifference.
- Seeks alternative methods or resources when initial approaches fail or are unavailable.
- Champions under-supported ideas by building coalitions or reframing proposals to gain traction.
- Initiates draft reports for consideration.
- Takes the initiative to complete tasks ahead of schedule.
- Demonstrates resilience by learning from failed attempts and applying insights to future actions.
- Will continue to work on a problem even in the face of obstacles.
- Bends rules when necessary to achieve goals.
- Bends rules when necessary to accomplish tasks.
Rises to the Occasion
Rises to the Occasion emphasizes responsiveness, urgency, and decisive action in high-pressure or time-sensitive situations. It's about stepping up when stakes are high--whether that means resolving a crisis, taking charge in moments of uncertainty, or volunteering for difficult tasks others avoid. These individuals are situational leaders who thrive under pressure, quickly assess what needs to be done, and act with clarity and courage. Rising to the occasion is about immediate elevation and meeting the moment with bold initiative and timely execution.
- Volunteers for challenging assignments others avoid, especially when outcomes are uncertain.
- Takes charge when there is a crisis.
- Acts with urgency when time is limited.
- Takes the initiative to solve pressing issues.
- Acts with urgency when time is of the essence.
- Takes corrective action to rectify issues.
- Immediately works on solving problems.
- Sees what needs to be done and takes appropriate actions.
- Takes corrective action to address performance deficiencies/issues.
Initiative in Relationships
Initiative in Relationships emphasizes interpersonal proactivity--taking early and intentional action to build trust, communicate critical information, and support others. This dimension of initiative is relational rather than solitary, involving behaviors like coaching, informing, engaging, and empowering team members or stakeholders. It reflects a manager's ability to anticipate relational needs, foster collaboration, and create psychological safety by initiating conversations, offering help, and surfacing issues before they escalate. Relational initiators drive people forward adding strength to the connective tissue of the organization.
- Coach others to foster an environment which can adapt quickly and willingly to rapid change.
- Quickly comes to the aid of those who may need help.
- Initiates draft documents for the director.
- Builds strong interpersonal relationships upon first meeting.
- Immediately informs the HR Department of any personnel complaints or issues.
- Empowers team members to quickly take ownership of problems and propose impactful solutions.
- Engages with new customers immediately.
- Initiates important conversation topics at meetings.
- Informs the manager of any important changes in the equipment operation.
- Immediately informs the supervisor of any critical incidents.