HR-Survey > Competency Model > Initiative

Initiative Comments

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.

Survey Questionnaires with 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)

The statements below can be used in your self-assessment (self-feedback) or performance appraisal as examples to demonstrate your "initiative". Having initiative means being a proactive and opportunistic self-starter. A forward thinking, motivated and impactful independent worker who exceeds expectations.

Self-Starter

Self-Starter behavior within the Initiative competency 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.

I took the initiative to change the direction or course of events.
I looked to start work on new projects without waiting for direction from the manager.
When working on a problem in a team, I often am the first to suggest possible solutions.
I initiated the development of new products.
I was able to initiate work on projects independently without direct supervision.
I analyzed the needs of the situation and act before being told to do so.
I am a self-starter. I do not wait to be told to do something.
I took actions without having to be told to do so.
I took the initiative to start work on new projects.
I independently sought out new learning opportunities to improve my skills.
I am 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.

I proactively identified and removed barriers that inhibit progress without waiting for direction.
I took action in the absence of specific direction.
I am proactive when preparing for potential problems or critical events.
I acted quickly when a small problem arises to keep it from becoming a major issue.
I proactively get things done.
I actively worked on problems instead of just thinking about them.
I took action to establish clear and concise deadlines for tasks to be completed.
I addressed small problems before they became big ones.
I took appropriate actions to address problems or issues.
I actively worked on resolving the issue instead of procrastinating or hoping it will resolve itself.
I acted quickly to address any issues or problems.
I began immediate action on projects.

Opportunistic

Opportunistic behavior within the Initiative competency 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.

I sought and utilize opportunities for continuous learning and self-development.
I looked for opportunities to move projects forward.
I acted quickly when an opportunity becomes available.
I transformed opportunity into actions.
I took advantage of opportunities when they become available.
I capitalized on opportunities as they became available.
I seized upon opportunities available.
I identified emerging trends or shifts in the business environment and took the initiative to adjust plans accordingly.
I seized upon chances to improve the department's prospects.

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.

I took action without being asked.
I did things without being told.
I completed tasks without having to be told to do so.
I confronted problems immediately without supervisor instructions.
I do the right thing without being told.
I acted independently to solve pressing needs.
I acted on own initiative to improve the department outcomes.

Forward-Thinking

Forward-Thinking within the Initiative dimension 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.

I prepared for unexpected contingencies.
I anticipated problems and initiated plans to address them.
I allocated resources in advanced to support anticipated growth or change initiatives.
I anticipated what needs to be done and makes necessary preparations.
I implemented scalable solutions that accommodated future expansion or complexity.
I anticipated, prepared, and acted proactively to address issues in the department.
I took the initiative and developed contingency plans for high-risk scenarios before they materialized.
I initiated automation and tooling to reduce future manual workload or bottlenecks.

Motivated

Motivated behavior within the Initiative dimension 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.

I immediately worked to complete goals well before the deadline.
I was motivated to resolve issues right away.
I took action to implement new changes in the policies and procedures.
I cleaned the workspace without being told.
I initiated new projects for the department.
I created solutions to problems as soon as incident occurred.
I updated the documentation as soon as the situation changes.
I gladly sought additional responsibilities.

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.

I took decisive action to address problems, following up with relevant team members and coaching them on how to improve.
I championed projects that directly supported strategic goals or KPIs.
I initiated projects that have an impact on the department.
I introduced changes that reduced operational costs and increased revenue.
I initiated actions that led to solving problems.
I led pilots or experiments that resulted in scalable improvements.
I launched initiatives that measurably improved team performance, efficiency, or morale.
I encouraged others on the team to suggest process improvements.
I initiated actions that impact the department/company.
I escalated strategically when necessary to unblock stalled efforts, while maintaining professionalism.
I help the department take the initiative to create new solutions.
I initiated policy or processed changes that became best practices across departments.

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.

I go above and beyond the stated goals.
I did more than expected.
I expanded the offerings of the department by working evenings and weekends.
I guided strategic initiatives to advance the department/organization.
I volunteered my time and effort toward the completion of important goals.
I took on extra projects after required work is completed.
I took on additional tasks without being asked or told to do so.
Inspired others to perform above expectations.
I aimed to achieve more than what is expected or required.

Persistent or Tenacious

Persistent or Tenacious behavior within the Initiative dimension 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.

I demonstrated resilience by learning from failed attempts and applied insights to future actions.
I persisted in stakeholder engagement even when initial outreach was met with resistance or indifference.
I initiated draft reports for consideration.
I continued to work on a problem even in the face of obstacles.
I maintained momentum on long-term initiatives despite shifting priorities or limited support.
I took the initiative to complete tasks ahead of schedule.
I sought alternative methods or resources when initial approaches fail or were unavailable.
I championed under-supported ideas by building coalitions or reframed proposals to gain traction.
I began tasks and followed through until completion.
Bent rules when necessary to achieve goals.
Bent 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.

I volunteered for challenging assignments others avoided, especially when outcomes were uncertain.
I acted with urgency when time was of the essence.
I immediately worked on solving problems.
I acted with urgency when time is limited.
I took corrective action to address performance deficiencies/issues.
I took the initiative to solve pressing issues.
I saw what needed to be done and took appropriate actions.
I took corrective action to rectify issues.
I took charge when there is a crisis.

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.

I coached others to foster an environment which can adapt quickly and willingly to rapid change.
I initiated draft documents for the director.
I immediately informed the supervisor of any critical incidents.
I quickly came to the aid of those who may need help.
I immediately informed the HR Department of any personnel complaints or issues.
I engaged with new customers immediately.
I initiated important conversation topics at meetings.
I empowered team members to quickly take ownership of problems and propose impactful solutions.
I built strong interpersonal relationships upon first meeting.
I informed the manager of any important changes in the equipment operation.

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