LEADERSHIP COMPETENCY MODEL
VISION & PRIORITIES / LEAD FOR EXECUTION / TALENT PLANNING & DEVELOPMENT / ADAPTING TO NEW REALITIES / LEADING WITH CREDIBILITYSENIOR EXECUTIVE / Strategic Agility
- Sees ahead clearly; can anticipate future consequences and trends accurately
- Is future oriented; Can formulate a strategic vision based on broad knowledge & perspective to innovate a winning strategy.
- Adapts strategies andplans effectively to changing circumstances.
- Translates organizational vision into actionable strategies.
- Designs processes and procedures which allow managing from a distance
- Makes things work through others without being there; can impact people and results remotely.
- Blends people into productive teams recognizing individual contributions and organizational context.
- Encourages dialog and acts in accordance with team inputs.
- Delegates proper level of authority to other layers; defines success in terms of the whole function.
- Is good at bringing the creative ideas of others to market; has good judgement about which creative ideas and suggestions will work.
- Actively seeks ways to improve organizational processes and systems in support of driving increased efficiency and shareholder value.
- Stays abreast on new theories, trends, and industry best practices.
- Effectively manages the creative and continuous improvement process across the organization or function.
- Sets high standards of personal and professional excellence that reflect high ideals and a sense of integrity.
- Says what needs to be said at the right time, to the right person, in the right manner.
- Serves as a role model for associates.
VICE PRESIDENT / Communicating for Alignment
- Can clearly and succinctly articulate the organizational vision.
- Provides a sense of direction and purpose through consistent and effective communication that inspires people to align their energies in a common direction
- Effectively uses a variety of communication channels to deliver messages to all levels of the organization.
- Sees opportunities for synergy and integration across systems where others can’t; can get more out of fewer resources.
- Good at figuring out the processesnecessary to get thingsdone; knows how to organize peopleand activities.
- Understands howto separate andcombinetasks into efficient workflow; knows whatto measureandhowto measure it.
- Uses experience andknowledge to anticipate and avoid problems.
- Uses mediation and negotiation appropriately to resolve conflicts.
- Works to build consensus; reads situations quickly to find common ground and gain cooperation.
- Good at focused listening; arrives at constructive solutions while maintaining positive working relationships.
- Takes charge and assumes leadership in tough or uncertain times.
- Takes unpopular stands when necessary.
- Calm in the face of change; is looked too in a time of crisis.
- Willing to be the champion for an idea or position.
- Successfully navigates highly complex business issues by leveraging organizational and industry knowledge.
- Proactively anticipates potential obstacles and plans his/her approach accordingly.
- Knows how to get things done both through formal channels and informal network.
DIRECTOR / Broad Perspective
- Looks toward the broadest possible view of an issue/challenge; watches market trends to seehow different things will affect the industry; can easily pose future scenarios.
- Can think globally; can discuss multiple aspects and impacts of issues and project them into the future.
- Is able to translate and apply social, technological and industry trends to current business.
- Can successfully predict the impact of their decisions two to three steps out.
- Communicates clearly and concretely the results to be achieved.
- Keeps people informed about what needs to be done in light of changes in the organization, business situation, etc.
- Acts to eliminate unnecessary risk.
- Establishes a clear focus and direction for area(s) of responsibility.
- Holds self and others accountable for the outcome.
- Good at establishing direction for department/areas of responsibility. Broadly shares responsibility and accountability.
- Provides team members with challenging and stretching assignments.
- Gives balanced feedback to others; provides guidance and support on performance, career and succession.
- Mentors and coaches others through feedback and questioning.
- Can effectively cope with change and shift gears comfortably.
- Can decide and act without having the total picture. Is flexible and adaptable when making tough calls.
- Can be a leader and a follower; is self-confident yet humble.
- Is seen as balanced despite conflicting demands.
- Can be counted on to hold things together during tough times; can handle stress.
- Doesn’t show frustration when resisted or blocked.
- Knows personal strengths, weaknesses, opportunities, and limits.
- Is sensitive to changing personal demands and requirements.
MANAGER / Organizing & Setting Priorities
- Establishes a course of action for self and team to accomplish specific goals.
- Effectively assigns tasks and decisions.
- Clearly defines what is urgent and what is not in setting priorities.
- Organizes resources and leverages the individual and combined talent of the team to get things done.
- Efficiently and effectively manages and monitors work of team.
- Sets clear performance goals and measures results for team.
- Monitors progress and incorporates routine feedback; loops into work in support of achieving goals.
- Effectively uses data to determine where to distort time and resources to produce the best results.
- Has a nose for talent; hires the best people available from inside or outside the organization.
- Is not afraid of selecting strong people; assembles talented staffs.
- Works to identify the quantity and quality of talent needed to achieve business goals.
- Fully evaluates situations, makes suggestions for improvement and takes proactive steps to achieve goals.
- Actively acquires new skills and competencies.
- Looks for better ways to perform routine parts of job.
- Create and support an environment that encourages innovative approaches and calculated risk-taking.
- Treats a negative experience as a learning opportunity.
- Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members.
- Invites input from each person and shares ownership and visibility.
- Is aware of each team member’s career goals, what they value and how to motivate them.
INDIVIDUAL CONTRIBUTOR / Planning & Time Management
- Accurately estimates time and difficulty of individual tasks and projects; makes conscious decisions about how time is spent.
- Sets goals for self in order to achieve results within stated deadlines.
- Effectively manages the expectations of others.
- Negotiates realistic deadlines up front, and delivers on commitments
- Holds self accountable for individual results.
- Enjoys working hard; is action oriented and full of energy for the things he/she sees as challenging.
- Takes appropriate and timely action on individual tasks and projects to achieve objectives.
- Is seen as a consistent contributor to the team both inside and outside of his/her own function.
- Is cooperative; easily gains trust and support of peers; encourages collaboration.
- Can represent his/her own interests and yet be fair and candid to other groups.
- Solves problems with peers with a minimum of noise.
- Maintains effectiveness when dealing with people from a variety of backgrounds.
- Picks up on need to modify own behavior in response to situation; adjusts behavior and adapts new strategies to changes in people and situations.
- Is widely trusted; is seen as a direct, truthful individual.
- Keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain.
- Delivers and keeps commitments.
- Acknowledges other for their success; doesn’t blame others or point fingers.