Page 21 - Personal Leadership Charter

While successful school leaders should be able to perform in all of these
capabilities at least to some degree, they will inevitably be stronger in some and
less capable in others.

One way of thinking about levels of capabilities is to use a simple scale.

Comprehensive (I’m really good at this)

Solid (I’m pretty good at this)

Emerging (I’m working hard on this)

For example, a middle-leader’s potential in “inspire and motivates others
to High Performance” may be emerging simply because they have had little
opportunity to guide development in this capability. With more experience,
more engagement with practice, and more mentoring they can move through
solid and toward comprehensive. But even then it is not the end of learning – the
level of proficiency in practices associated with the capabilities is contextually
sensitive.

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