Leadership Supplement

Restricted access

This supplement contains additional questions for senior leadership only. Enter the access code provided to you to continue.

Incorrect code. If you are senior leadership, please use the code provided to you directly.

Confidential, senior leadership only

Leadership Supplement

Additional questions
for senior leadership

These questions address governance, delegation, decision rights, and the standard you hold for the people around you. They sit alongside, but separate from, the team's institutional assessment.

This supplement is not anonymous. There is one senior leader, so your answers are attributed to you. They are read only by Susana Campos Coello (Strategy Advisor), kept apart from the team's responses, and used solely for this engagement.

It takes about 15 minutes. Your answers save automatically on this device as you go, and reach Susana only when you submit.

Leadership Supplement · For senior leadership

Governance,
decisions, delegation

From your seat as CEO: how decisions travel, who represents the Ministry, what the Director and the officers must be, and where the balance of power sits.

This supplement is not anonymous. Unlike the team assessment, there is one senior leader, so these answers are attributed to you. They are read only by Susana Campos Coello (Strategy Advisor) and kept separate from the team's responses.

These questions address governance, delegation, decision rights, and the standard you hold for the people around you. Answer from how things actually work today, not how the organigram says they should. Where a question offers choices, pick the one closest to reality and use "Other" whenever none of them fits.

01 · How decisions are made

For each kind of decision, choose the route that best describes how it actually travels: who proposes, who weighs in, and who finally decides. The chips show the flow.

Operational decisions, day to day

The running of the unit: assignments, scheduling, routine spending, internal coordination. How is one of these typically settled?

Tap to add, in the order it flows

Drag a pill to reorder. Tap a role to change it.

Other

Strategic and vision decisions

Direction of the unit, new priorities, position on policy, what the Department becomes. How is one of these typically settled?

Tap to add, in the order it flows

Drag a pill to reorder. Tap a role to change it.

Other

Distribution of projects across the team

Who gets which project, portfolio, or lead role. How is that decided?

Tap to add, in the order it flows

Drag a pill to reorder. Tap a role to change it.

Other

Stakeholder and partner engagement

Who the unit engages, when to open a relationship with a donor, ministry, or partner, and at what level. How is that decided?

Tap to add, in the order it flows

Drag a pill to reorder. Tap a role to change it.

Other

Once a proposal is approved, who carries it out

When a proposal reaches execution, three roles matter: who leads it, who actually executes it, and who supervises or audits it. Add the people involved and set each one's role.

Tap to add the people involved

Tap a role under each person to change it (leads, executes, supervises / audits, supports).

Other

02 · Who represents the Ministry

Representation is not one decision but many. For each kind of event, choose how it is decided who attends and speaks for the Ministry.

Representation at external events

Pick the decision route that fits each type of event. Each line is its own decision.

High-level international summitsCOP, UN bodies, ministerial conferences
Regional technical bodiesSICA, OLADE, CARICOM
Donor and financing institutionsIDB, World Bank, MCC
Bilateral government meetingsGovernment to government
Local stakeholder and community events
Technical workshops and trainings
Media, press and public events
Private sector and industry forums
Other event

03 · Proposals received since you took office

Since you took office, across every proposal for change, upgrade, staff development, grant, exposure, or anything similar that has reached you.

How many such proposals have you received in total?

Every proposal that crossed your desk, regardless of quality or who sent it.

Of those, how many arrived as fully analysed proposals?

A proposal with real backup: timing, effort, budget, and the completeness you would actually need to make a decision on the spot.

And of the proposals that lacked backup but were genuinely good ideas, for how many did you work with the team to complete them?

To bring a raw idea up to the standard, with the analysis and detail needed to put it in front of the Minister. This is a pool within the pool: the share of the un-backed but promising ideas that you and the team actually developed further.

Where did these proposals come from?

Roughly how many were brought forward by the staff, and how many came directly from the Director. Use the same count ranges for both.

Presented by the staff

Came directly from the Director

And how many of those proposals were supported by the Director?

Backed, championed, or carried forward by the Director, regardless of who first raised them.

04 · What the Director must be

From your seat as CEO, define the Director of Energy. For each line, mark whether it is a requirement and who actually holds it. Tick at least one box on each side: one under Requirement, and one under Who holds it today.

Qualifications and qualities of the Director

For each line, do two things. Under Requirement, mark whether it is a must-have or merely optional. Under Who holds it today, mark where that strength actually sits right now.
Requirement Who holds it today
Qualification Must have Optional Previous Director Active Director Neither
Deep energy-sector technical knowledgeAdvanced, sector specialist level
Public policy and governance expertise
Postgraduate education in a relevant field
International negotiation and diplomacy experience
Project and budget management
Donor relations and grant fundraising
Team leadership and people management
Strategic and visionary thinking
Stakeholder relationship management
Data and analytical literacy
Public communication and representation
Change and crisis management
Anything missing

05 · What the Energy Officers must be

For each skill, soft skill, and quality, mark which level of Energy Officer must hold it. These are all must-haves: the question is at which level it becomes non-negotiable. I = entry, II = mid, III = senior.

Required of each Energy Officer level

For each skill or quality, mark the level at which it becomes non-negotiable. I is entry, II is mid, III is senior.
Skill or quality Officer I
entry		 Officer II
mid		 Officer III
senior
Technical
Energy data collection and analysis
Renewable energy technical knowledge
GHG inventory and climate reporting
Energy modelling and scenario building
Policy drafting and analysis
Soft skills
Clear written communication
Public speaking and representation
Stakeholder relationship building
Teamwork and collaboration
Initiative and self-direction
Adaptability under pressure
Character
Attention to detail and rigour
Integrity and discretion
Continuous learning and curiosity
Ownership and accountability
Mentoring of junior staff
Anything missing

06 · The balance of power

In general, set where the weight truly sits across everyone involved. Add or remove people, then drag to show how much each one carries today.

Power of recommendation

Who shapes and proposes the call. Remove anyone who plays no part, then set the weight.

Who is involved? Tap to add or remove.

At least two people must stay in the allocation.

Drag any handle to shift the weight.

Power of final decision

Who finally makes the call. It is not always the same person who recommends it.

Who is involved? Tap to add or remove.

At least two people must stay in the allocation.

Drag any handle to shift the weight.

07 · Vision and delegation

What is the single most important thing the Department of Energy must achieve in its first year to justify this transition?

Measurable and observable, not a declaration of intent. Choose the three that matter most.

0 of 3 selected

What decisions currently sitting with you should be delegated to the Director of Energy once the Department is formally constituted?

For each kind of decision, mark where it should sit once the Department is formally constituted: keep it with you, or delegate it to the Director.
Operational decisions, day to day
Budget within an agreed ceiling
Hiring and staffing input
Stakeholder and partner engagement
Representation at external events
Technical sign-off
Strategic and vision decisions

What is the biggest institutional risk to this transition that is not being talked about openly?

The risk that keeps you up at night, not the one in the official risk register.

At the end of this engagement, separate from the formal deliverables, what would success look like for you personally?

Your answers are saved on this device but have not been sent. Pressing Submit is the action that delivers them to Susana.

Saved on this device · not yet sent

Thank you.

Your leadership responses have been recorded and will be used exclusively within this strategic planning engagement, kept separate from the team's assessment.

Forte Project Engineering · June 2026