S&P Global Leadership Essentials Framework

S&P Global Leadership Essentials Framework
This document describes the S&P Global Leadership Essentials Framework by Level:
I. Individual Leader II. Leader of Others III. Leader of Leaders
1
Individual Leader
S&P Global Leadership Essentials
Operate Outside In
 Focuses solely on own tasks and overlooks the  Understands how business plans and actions will  Ensures customer implications are well understood
broader customer impact of choices impact the customer and choices are well aligned with business plans
Know the Customer
 Is unresponsive to customer requests  Works effectively with customers to build the brand  Drives a culture of customer innovation and service
 Creates limited value for the customer  Anticipates and responds to customer needs  Finds new ways for customers to achieve sustainable
 Shows limited understanding of customer’s business  Uses customer knowledge to build solutions growth
 Does not put a priority on service excellence  Grows customer satisfaction through service  Creates enterprise value through deep customer
 Takes few steps to improve customer service; may excellence insight
rely too much on existing systems and approaches  Searches for ways to improve customer service  Builds loyal, strong, and lasting customer
relationships
 Regularly assesses customer service levels and
identifies creative, viable ways to drive substantial
improvement
 Fails to understand the competition  Understands competitive and market threats to S&P  Identifies and acts on S&P Global’s gaps vs
 Pays little attention to the actions of competitors Global competitors
 Is overly complacent; lacks a competitive edge  Stays on top of what is happening with competitors  Proactively anticipates actions of competitors
Outthink the
Competition
 Has a limited knowledge of the business or industry;  Acts quickly against market and competitive threats  Builds strong alignment and focus around the
makes decisions without considering these broader  Uses knowledge about the business and industry to company’s key differentiating features; messages to
factors guide decisions and own work stay ahead of the competition
 Shows little awareness of how actions impact  Knows how own actions impact critical business  Stays attuned to the business and industry; ensures
business drivers; focuses on tasks without drivers own decisions and activities remain closely aligned
considering outcomes with key objectives
 Has a sophisticated grasp of business drivers; finds
novel ways to increase own contribution
 Does not grasp past or current market dynamics  Knows S&P Global’s major business and economic  Anticipates and acts on trends impacting S&P
 Is uncertain where to focus efforts for greatest drivers Global’s solutions
Deliver Solutions to
strategic impact  Identifies efforts that will have a positive strategic  Clearly identifies, pursues, and prioritizes efforts and
 Does little to learn and adopt new technologies, impact on the company initiatives will having the greatest strategic impact on
technical skills, and capabilities that can enhance  Embraces new technologies, technical skills, and the company
Markets
solutions and address emerging trends capabilities to enhance solutions and address  Acts as an early adopter of new technologies,
 Builds and deploys solutions slowly to the market emerging trends in the company, industry, and technical skills, and capabilities, leading to regular
 Builds solutions with limited customer input marketplace and ongoing enhancements to solutions that
 Pushes solutions that do not meet customer needs  Designs products that capitalize on market trends capitalize on emerging trends
 Designs using customer, industry, and market data  Proactively creates opportunities to influence the
 Develops and tests prototypes with customers market
 Anticipates market trends for proactive product design
 Builds leading edge solutions that create market value
2
Individual Leader
Adopt a World View
 Has a limited network across the organization  Builds an effective network across the  Grows a global internal and external network that is
 Does little to promote teamwork and collaboration organization cooperative and mutually beneficial
  Works effectively with others across the globe  Builds structures and processes to aid collaboration
Collaborate without
Does not share information with others

 Focuses largely on own views; misses opportunities  Shares relevant organization, functional, team  Proactively shares insights related to internal and external
to acknowledge others’ ideas and input
Boundaries
information information
 Operates with a rigid interpersonal style  Welcomes the ideas and input of others and  Urges others to share their ideas and input; expresses strong
 Sees issues only from one’s own personal  acknowledges others’ points of view acknowledgement and appreciation for these contributions
perspective  Flexes style as required by the situation  Skillfully adapts own unique style to fit the situation and need,
 Engages in “us vs. them” thinking or allows it to exist  Is able to see another person’s point of view encouraging others to do the same
within the team  Encourages unity rather than “us vs. them”  Proactively fosters the open exchange of ideas between
thinking people
 Confronts and challenges “us vs. them” thinking when it
arises, reminding others that all are working toward the same
goal
 Does not value diversity as an organization value  Embraces the value of diversity and inclusion  Explicitly shows support and participation in diversity and
Show Social and Cultural
 Comes across as closed, biased, distant,  Treats all people with respect and fairness inclusion initiatives
unapproachable, or otherwise unfriendly  Demonstrates openness and respect for others’  Projects a highly open, engaging and respectful demeanor
 Becomes abrupt, defensive, dismissive, or upset opinion and points of view that makes others want to work with him/her
when given advice, instruction, or critical feedback  Is at ease with diverse cultures  Conveys a great deal of interest in others’ opinions, points of
Agility
 Acts inappropriately in different cultures  Shows a sensitivity to cultural norms and view, and critical feedback; may ask questions to learn more
 Struggles to adapt to different cultures/social norms expectations  Mentors and teaches others about cultural differences
 Sees cultural differences as a liability and not an  Adapts to subtle cultural differences and  Consistently operates in a respectful and accommodating
asset nuances manner in multicultural environments
 Taps into and accommodates cultural differences to achieve
organization goals
 Infrequently considers or addresses global factors  Understands the global factors involved in  Effectively addresses global factors and their implications;
related to work; operates mainly from own region’s
Use a Global and Local
handling work cooperates across regions, navigating challenges and

perspective  Takes global implications into account when opportunities inherent in global organizations
 Neglects to consider some global, cultural, or making plans and decisions  Makes plans and decisions that fully incorporate current and
geographic factors when making plans and  Adapts organization practices to address anticipated global, cultural, and geographic factors and their
decisions unique differences and preferences of implications
Lens
 Avoids adapting organization practices to address individual regions or countries  Learns about and conscientiously adapts competency
regional or global differences; may not grasp the  Looks toward the broadest possible view of an practices to address the unique preferences and needs of
implications or cooperate fully issue or challenge different regions or countries
 Focuses too narrowly on issues; views them in  Uses technology to interact across the globe  Readily understands, and can clearly explain, the broader
isolation without considering broader factors factors associated with issues and challenges
 Interacts infrequently with global colleagues; misses  Interacts extensively with global colleagues, skillfully
opportunities to leverage technology to interact leveraging technologies to bring teams closer
3
Individual Leader
Speak the Truth
 Fails to respect regulatory requirements  Respects and operates within regulatory requirements  Proactively seeks out and incorporates regulatory
Operate with the Facts
 Escalates problems too quickly or too often; drives  Uses good judgment about whether to act input into decisions
independent action on issues when escalation would independently or to escalate an issue  Operates with a clear understanding of when to act
be appropriate  Uses factual information and data to support opinions independently and when to escalate for others’
 Overly relies on anecdotes, innuendos, and opinions  Identifies and fixes the root causes of inaccurate data involvement
 Accepts and tolerates inaccurate data  Uses data and logic to make rational decisions  Uncovers new data to redefine existing issues
 Makes rigid decisions using opinion and emotions  Backs up opinions with facts and analytics  Drives system reliability and integrity, ensuing
 Bases opinions on false or misleading information solutions to root cause issues related to inaccurate
data
 Draws unique compelling insights from existing data
 Skillfully uses data and other insights to drive change
and influence others
 Tends to agree with others most of the time  Has the courage to offer a different opinion  Defends unpopular or controversial positions for the
 Holds back from voicing a point of view  Speaks up and offers facts and insights in a clear and benefit of the organization
Independent
 Changes mind easily when influenced by others organized manner  Supports others who express independent thoughts,
Opinion
Have an
 Won’t take an unpopular stand  Defends personal opinion based on facts helping clearly define and frame complex issues
 Holds firm to a rigid opinion, won’t listen to reason  Forms opinions independent of what others think  Is comfortable disagreeing up the chain of command
 States opinion only after others’ pinions are heard  Solicits input to test one’s personal opinion  Has the strength to stand up to intense criticism
 Willingly offers a contrarian opinion  Adjusts opinion as additional facts become available
 Will be a lone champion for a topic, problem, or issue
 Expresses self in a rambling or unclear manner  Clear, concise, and professional in communication  Delivers even highly complex information in a
 Shies away from, avoids conflict  Is comfortable with arguments and disagreements polished, precise, and compelling manner
Push Back with Respect
 Loses composure and shows less professionalism  Remains composed, positive, and tactful during  Brings up issues that others avoid in a direct and
when faced with ambiguity, difficulty, or stress ambiguous or stressful times open manner
 Wants to win every argument  Respects alternative opinions and viewpoints  Remains poised, constructive and focused despite
 Makes decisions unilaterally when consensus is  Seeks to find common ground with others to build ambiguity or stress, helping others do the same
needed, or adopts overly polarized positions agreement  Consistently looks to build collaborative “win/win”
 Displays defensive behavior when challenged  Is open to input and coaching from others solutions
 Acts independently, even when problems or decisions  Knows who to involve to remove barriers and get  Actively identifies areas of agreement, builds
require escalation or additional support things done consensus around them; easily navigates resolutions
to disagreements
 Seeks out and welcomes input, displaying high
emotional intelligence in discussions
 Swiftly addresses obstacles by enlisting the
appropriate individuals and garnering their support
4
Individual Leader
Elevate People
 Puts in the minimal effort and work necessary to get  Puts in sustained effort to pursue goals and  Readily puts in sustained, persistent, and if necessary
Set High People
by, getting an insufficient amount of work accomplish desired results extra effort to accomplish important tasks and
accomplished  Seizes opportunities that raise the bar on maintain a high level of productivity
Standards
 Establishes readily achievable goals; or establishes performance  Proactively sets bold and aggressive standards to
few goals, leaving it unclear as to what will be  Supports team decisions and promotes team spirit stretch oneself and “raise the bar” of performance
accomplished  Champions the decisions of the team and operates in
 Consistently shows little support for team decisions; a way that builds team spirit
demonstrates limited team spirit
 Seldom shares own experience and expertise with  Shares own experience and expertise with others  Proactively shares own experience and expertise to
others  Offers constructive ideas on how others can better benefit others
 Misses opportunities to share own ideas, insight, and accomplish their work or achieve their objectives  Consistently shares ideas, insight, and best practices
Coach for High Performance
best practices to help others develop and achieve  Supports opportunities to develop new skills and build to help people reach their development goals and
better results self-sufficiency achieve optimal results
 Creates dependency in others; misses opportunities  Provides timely and respectful feedback to help others  Mentors others and seeks out opportunities to build
to develop skills and build self-sufficiency understand their strengths/opportunities and develop autonomy, empowerment, and accountability
 Fails to provide feedback in a timely or respectful  Acknowledges others’ achievements and successes  Shares targeted feedback in a prompt, constructive,
manner; delivers either too few or too harsh  Demonstrates self-awareness of strengths and and encouraging manner, helping people make
messages on how people can improve development needs strides toward their learning goals
 Gives limited attention or acknowledgement to others’  Seeks and acts on feedback from others regarding  Gives people targeted recognition for their
successes ways to improve their performance achievements; seeks to learn from their successes
 Is unclear about own strengths and development  Works to better understand personal strengths and
needs; may struggle to identify individual barriers to development needs, proactively leveraging
success opportunities to increase effectiveness
 Avoids seeking balanced feedback; may only seek  Seeks both positive and constructive feedback from a
positive input or respond defensively when faced with variety of sources, approaching it as an opportunity to
criticism learn; handles criticism in an open and positive
manner
 Misses opportunities to convey the positive aspects of  Acts as a good organization steward and promotes  Advocates for the organization as a great place to
the organization, or simply assumes others will want the organization as an attractive place to work and work and build a career, delivering compelling and
Export Talent
to join build a career well-targeted messages that get people interested

 Shows an inaccurate or incomplete view of the  Understands the capabilities needed for successful and excited
capabilities required for successful job performance job performance  Swiftly and accurately identifies both the major and
 Makes little effort to recruit and refer qualified people  Refers internal and external people that are a good fit subtle capabilities needed for successful job
to the organization for the organization performance
 Successfully identifies and consistently refers highly
qualified internal and external people that are a good
fit for the organization
5
Individual Leader
Drive Performance
 Displays low intellectual curiosity or learning agility  Educates self and others on new thinking in the field  Demonstrates strong agility, learning about advances
  Identifies opportunities with current state, challenging in the field and constantly looking for new and
Innovate with Ideas
Comfortable with the current state

 Sees issues from one side, fails to think laterally past practices and suggesting creative ideas and emerging issues and capabilities
 Prefers the familiar to the unknown innovative solutions  Embraces the future direction, helping others
 Rigidly adheres to current practices  Sees issues from multiple angles challenge past practices and offering creative,
 Prefers to stay with what’s currently working  Is curious around new ideas and ways of doing things innovative breakthrough solutions
 Implements best practices  Proactively examines all angles of issues, reaching for
 Transports innovations from other areas of the creative insights to find new ideas
organization  Fosters the incubation of new and disruptive ideas
 Scales new ideas across the business to create value
Effectively supports new ideas and innovations that
transform the business
 Shows a limited passion for results; appears content  Demonstrates a passion for results and a desire to  Consistently pursues significant contributions to
Pursue Excellence
with mediocre outcomes add value and exceed expectations outcomes; is passionate about achieving
 Provides few action steps or time frames; may give  Creates realistic timelines with steps outlined in the extraordinary results
little attention to the sequencing of tasks right sequence  Develops thorough plans that provide well-sequenced
 Is willing to settle for less than what’s acceptable  Meets or exceeds targets and commitments activities and exact time frames
 Explains away or assigns blame for poor performance  Takes full ownership for meeting or missing goals  Consistently over-delivers targets by a wide margin
 Expresses little interest in continuous improvement  Uses feedback to improve existing processes  Calls out others who deflect responsibility
 Gives up too quickly when situations become difficult;  Shows determination in the face of obstacles and  Instills a continuous improvement culture
may be easily deterred from key goals by obstacles setbacks  Demonstrates great tenacity to achieve results in the
and setbacks midst of obstacles and setbacks; continues to push
ahead despite major challenges and frustrations
 Shows a limited drive to achieve meaningful results;  Demonstrates a strong drive to achieve meaningful  Is passionate about achieving excellent results and
appears content with mediocre outcomes results contributing significantly to outcomes
Set and Achieve Stretch
 Is satisfied with average performance; does not set  Sets high standards for own performance  Regularly pushes self to achieve outstanding
sufficiently challenging goals for self  Acts to resolve problems when they arise outcomes; consistently establishes bold goals for own
 Waits to be told what to do or waits for others to act to  Drives tasks to successful completion and closure performance
 Keeps others informed of delays or problems that may  Proactively identifies and persistently stays involved in
Targets
fix problems that arise

 Does little to pursue or push initiatives/efforts to affect their work problem resolution to
successful completion and closure  ensure a timely and sufficient resolution is reached
 Rarely lets others know about problems or delays that  Consistently drives initiatives/ efforts to successful
may impact their work; often lets deadlines slip completion and closure in an extremely timely manner
without communication  Communicates early at the first sign of delays and
problems arising, ensuring others can manage their
own work schedules effectively
6
Individual Leader
Execute with Discipline
 Makes issues overly complicated  Conveys the essence of an issue in a clear  Communicates complicated concepts and plans in simple ways
 Makes limited efforts to clarify and understand desired  Attains an understanding of the desired outcomes and helps
Simplify the Agenda
way
outcomes; may make assumptions about the results  Seeks to clarify and understand desired others reach a similar level of clarity
required outcomes for his/her role  Determines effective ways to maximize coordination and
 Develops plans without taking the priorities of others  Aligns own work plans and priorities with strengthen alignment between own work plans and those of
into consideration; may allow misalignments to persist those of other departments others
 Gives little attention to potential bottlenecks;  Anticipates and minimizes bottlenecks or  Foresees and resolves multiple potential bottlenecks and
overlooks chances to mitigate delays and accelerate delays delays; determines successful ways to ensure swift progress
progress  Stays focused on plans amidst daily “fire  Consistently keeps priorities at the forefront, moving priorities
 Allows immediate priorities to derail long-term plans drills” forward while responding flexibly and adjusting to shifts in focus
 Keeps others in the dark about plans and results  Provides accurate and timely updates as and expectations
required  Provides high-quality pre-emptive information to others
 Shows a preoccupation with process at the expense  Focuses efforts on both processes and  Focuses on attaining key results, but also on optimizing
of outcomes, or pursues results without building results processes to ensure quality and efficiencies
Build Repeatable Processes
coherent, repeatable processes  Adheres to policies, workflow, and  Consistently adheres to defined and communicated policies,
 Regularly acts in ways that don’t comply with defined procedures workflow, and procedures
and communicated policies, workflow, and procedures  Uses process analysis methods like metrics  Gives close attention to a variety of metrics and benchmarks;
 Seldom analyzes processes through metrics and and benchmarks to monitor performance determines both major and subtle ways to optimize processes
benchmarks; remains unaware of opportunities for and identify improvement opportunities  Swiftly resolves process breakdowns to ensure minimal
improvement  Addresses process breakdowns with speed disruption in workflow; takes steps to ensure problems do not
 Makes little effort to address process breakdowns or and thoroughness recur
drive improvements to avoid future problems  Modifies own work activities and methods to  Regularly examines work methods and finds ways to achieve
 Adheres to methods that result in too much wasted eliminate wasted effort and inefficiencies substantial boosts in efficiency and productivity
effort and inefficiency  Chooses the right technologies and tools to  Regularly experiments with and leverages various technologies
 Selects few or ineffective technologies and tools to improve performance and tools in ways that substantially improve performance
improve own performance  Seeks input from others in building  Probes to draw out richer input from others in building
 Asks few questions to draw upon input from others in processes processes
building processes
 Rarely takes ownership of own work; may push work  Takes ownership of own work  Readily takes ownership of challenging or difficult tasks; admits
off to others or make excuses for problems  Follows through on commitments problems quickly and seeks to drive improvement
Accountable
Hold People
 Does not always meet commitments; may have a  Takes responsibility for and learns from  Has a reputation for always delivering on commitments, even in
history of broken promises successes and failures in own work difficult circumstances
 Tends to blame others; may take credit for successes  Monitors progress of performance and  Models a strong sense of responsibility; takes clear steps to
but not own share of the responsibility for failures changes approach accordingly learn from both failures and successes
 Places limited focus on performance; adheres to  Keeps close track of performance, makes constant effort to
same approach, even when results start to lag monitor and adjust in order to remain as effective as possible
7
Leader of Others
Operate Outside In
 Does not spend enough time with customers  Shows high activity in the market and with customers  Captures and uses customer and market intelligence
 Creates or preserves organization processes that do  Partners with other functions/ departments to align to enhance solutions and offerings
not align with those of customers; misses organization processes to meet customer needs  Skillfully partners with other functions/departments to
 opportunities to partner with other  Drives satisfaction within local/regulatory frameworks align and integrate organization processes with those
Know the Customer
functions/departments to improve service  Holds others accountable for meeting customer needs of customers, leading to substantial improvements in
 Doesn’t recognize prevailing customer macro trends;  Monitors and uses customer data to identify service
misinterprets local/regulatory frameworks opportunities to improve customer service  Delivers significant essential organization value to
 Misses opportunities to create a feeling of  Addresses gaps in the workgroup’s ability to meet customers within local/ regulatory frameworks
accountability toward the customer; may ignore emerging customer needs  Creates an environment in which team members feel
complaints or handle too many customer issues on a strong sense of ownership and accountability
his/her own toward creating the best possible customer
 Expresses limited interest in customer data; struggles experience
to find opportunities to improve service  Uses customer market/ economic data to create value
 Takes few or ineffective steps to resolve gaps in the and drive significant customer improvements
workgroup’s ability to meet emerging customer needs  Stays attuned to emerging customer needs; ensures
gaps in workgroup’s abilities are addressed before
they become a problem
 Makes insufficient efforts to build awareness about  Helps others understand the fundamentals of the  Educates people to ensure they gain a clear, rich
organization fundamentals and industry drivers organization and industry understanding of the organization and industry
 Drives initiatives without giving attention to or  Applies insights of the industry and trends to drive  Shows strong foresight regarding industry trends;
Outthink the
Competition
ensuring alignment with industry trends critical initiatives uses this knowledge to align and enhance initiatives
 Responds slowly to competitive threats  Builds plans that differentiate S&P Global from  Proactively pursues strategies to differentiate S&P
 Is comfortable being second competitors Global in ways that address competitive threats
 Gives people little understanding of how their efforts  Helps S&P Global beat competitors to the market  Builds significant market value/ capitalization for S&P
support the success of the broader organization  Helps others understand their contribution to the Global
success of the broader organization  Provides engaging and inspiring messages about how
people’s efforts make a difference to the broader
organization
8
Leader of Others
 Is vague about the organization’s vision and strategy  Clarifies the organization’s vision and strategies to  Makes frequent and compelling references to the
and how to support them; may communicate ensure priorities are aligned organization’s vision and strategy to clearly support
infrequent, mixed, or unclear messages about  Creates solution strategies that leverage competitive organization priorities and the efforts required to drive
Deliver Solutions to Markets
priorities advantages and emerging trends them forward

 Does little to leverage the organization’s distinct  Discerns high-impact solutions from trends to focus  Strategically leverages the organization’s distinct
capabilities and emerging trends when developing investments and efforts on approaches most likely to capabilities and competitive advantages; seizes
strategies be successful opportunities that stem from emerging trends
 Shows limited discernment when choosing where to  Leads the pursuit of opportunities that will create  Demonstrates strong insight into which investments
prioritize investments or efforts; may over-invest in sustainable value and efforts will best support the goals of the team;
current fads or overlook high-impact solutions or  Supports new technologies and innovations that recognizes and rejects fads in favor of powerful,
improvements improve the effectiveness of the group and innovative solutions
 Pursues opportunities with little consideration of their organization  Effectively pursues future possibilities that will create
potential sustainable value  Ensures customer input is gathered and shared on sustainable value for the organization and its
 Misses opportunities to deploy new technologies and behalf of the team stakeholders
innovations; may adhere to old approaches, despite  Skillfully determines the technologies and innovations
technological advances that will be most beneficial and ensures the team
 Makes limited efforts to obtain customer feedback or capitalizes on these advances
data on behalf of the team; may remain unaware of  Probes into customer feedback and data on behalf of
customer needs the team; uses this input to drive continuous
improvement
9
Leader of Others
Adopt a World View
 Does not connect with colleagues across the  Coaches for collaboration and cooperation  Rewards and reinforces the value of collaboration
organization  Reinforces the importance of building and  Emphasizes the importance of building and maintaining strong
 Overlooks expressing the importance of building
Collaborate without
maintaining strong working relationships relationships; gives targeted guidance on how to do so

and maintaining strong working relationships  Builds networks to stay informed on industry  Creates and continually strengthens a wide network to learn
 Creates a small or narrow network that is not
Boundaries
and organization developments, enhance own early about industry and organization developments; gains
sufficient to stay fully informed or increase own level level of influence significant influence
of influence  Assembles teams to reflect S&P Global’s  Sponsors and champions diversity as an S&P Global value
 Forms teams that are highly “siloed” and insulated footprint  Regularly solicits others’ ideas and perspectives and leaves
 Provides limited opportunities for people to express  Encourages people to express their views space in a conversation for people to contribute
themselves openly openly  Seeks out and draws upon a diversity of perspectives when
 Makes decisions without including affected team  Involves others in making decisions on behalf making decisions on behalf of the team
members of the team  Quickly and effectively adapts to a diverse array of changing
 Continues to follow the same path despite new  Adapts or shifts priorities in response to the needs, conditions, priorities, or demands
demands, conditions, or priorities changing needs and demands
 Overlooks chances to encourage, explore, and learn  Creates an environment in which differences  Builds a team culture in which differences are embraced;
Show Social and Cultural
from differences; may rely too much on existing are openly shared and embraced on the team leverages people’s differences to strengthen workgroup
approaches without seeking out other views  Understands and leverages the organization performance
 Overlooks, or does not explain, the organization value of people with different perspectives and  Enthusiastically advocates and helps others understand the
value of people with different perspectives and experiences organization value of people with different perspectives and
Agility
experiences  Ensures others are respectful toward other experiences

 Gives little team encouragement to be open to other cultures  Regularly exposes team members to other cultures and
cultures; misses opportunities to highlight the need  Interacts with others in ways that are sensitive perspectives, ensuring they learn from these viewpoints
to always be respectful and welcoming to cultural norms and expectations  Fluently adapts to different cultural norms and expectations;
 Misses opportunities to adapt communication style  Adapts organization plans to the local culture engages successfully with a wide range of people
to account for cultural norms and expectations  Proactively seeks out and leverages cultural knowledge to
 Fails to incorporate local culture into organization adjust and align organization plans
plans
 Drives global plans without considering local needs  Adapts global plans to the local market  Proactively seeks out local input to shape global strategies
Use a Global and Local
 Operates myopically and fails to see the “big  Aligns local plans to broader S&P Global and plans
picture” strategies  Skillfully adjusts global plans to capitalize on local nuances
 Takes a one-size-fits-all approach to plans  Modifies plans as they move from country to  Creates global plans that can be flexed to local markets
 Uses a limited, local data set to make decisions country  Leverages global and local data to shape the team’s approach
Lens
 Does little to broaden the team’s perspective or  Uses global and local data to make decisions and drive organization outcomes
promote global thinking on issues  Coaches the team to approach challenges  Effectively coaches and stretches others to approach issues
 Invests insufficient resources to foster the use of using a broad global perspective and challenges using a broad perspective and global lens
beneficial technologies to interact across the globe  Provides resources to support the use of  Deploys resources wisely to secure the best possible
beneficial technologies to interact across the technologies for the team to interact globally in ways that bring
globe them closer, make work easier
10
Leader of Others
Speak the Truth
 Takes insufficient action to promote inter-  Creates an environment that promotes inter-  Regularly practices and urges inter-departmental
departmental analysis and decision making; may departmental analysis and decision making analysis of problems, removing the obstacles that
overlook or create barriers to multidisciplinary problem  Synthesizes information, experience, and various hinder widespread cooperation on key decisions
solving inputs to determine the best course of action  Swiftly collects and synthesizes multiple inputs and
 Relies too heavily on one source of information or  Asks the right questions to stimulate critical thinking others’ expertise, considering all relevant data
own experience; misses opportunities to incorporate and help others accurately analyze complex situations available to make optimal decisions
other input and expertise when making decisions  Uses dashboards and metrics to inform decisions  Offers penetrating questions that help others get to
 Asks few questions to stimulate critical thinking;  Strikes the right balance between accepting workable the heart of complex situations; stimulates others’
misses opportunities to help enrich or improve others’ solutions and pushing for better alternatives analyses and helps them find strong solutions
analyses  Holds others accountable for making sound decisions  Consistently grounds ideas and proposals in a
 Pushes ideas that lack a business case that comply with regulatory policies and standards compelling business case
 Has difficulty determining what good enough looks  Consistently drives workable decisions to ensure
like, missing opportunities to accept workable steady progress while also ensuring multiple
decisions or waiting too long for better decisions to alternatives are considered for critical issues
emerge  Ensures people internalize regulatory policies and
 Protects others from the consequences of poor standards and accept full responsibility for their
decisions that deviate from regulatory policies and decisions
standards
 Is slow to address tough organization issues;  Confronts tough organization issues and  Confronts tough organization issues and
downplays or avoids them rather than confronting disagreements disagreements without delay, and works to resolve
them directly  Is willing to make tough decisions and move them them with the appropriate degree of urgency
Independent Opinion
 Delays making potentially contentious decisions or forward, even if they are unpopular  Confidently makes choices in the best interests of the
avoids acting on initiatives that may be unpopular  Persists and holds firm on opinions appropriately organization or team; deals constructively with
among team members without too much pushing or compromising resistance or negative reactions from others
Have an
 Pushes own views too strongly or concedes too  Ensures positions satisfy the needs, interests, and  Firmly advocates for core convictions while remaining
quickly when faced with resistance concerns of others adaptable and accommodating to others’ agendas
 Advocates positions with little regard to others’ needs,  Promotes or asserts positions with conviction and a  Deftly explains how own ideas can advance others’
interests, and concerns compelling rationale interests and address their concerns
 Asserts positions with limited conviction; struggles to  Coaches people on how to take a stand in the face of  Expresses views with powerful conviction; provides
build a case that is persuasive to others adversity when they believe in something abundant, compelling rationale
 Guides others to play it safe in the face of adversity,  Is a role model of courage, coaches others on how to
avoid taking a strong point of view stand up for what they believe in when faced with
adversity or opposition
11
Leader of Others
 Misses opportunities to give others insight and  Helps others maneuver through the organization’s  Demonstrates a clear grasp of the organization
guidance to navigate the organization culture and its culture and politics culture and political dynamics; helps people make
political realm  Seeks “win/win” solutions when settling disputes connections and thrive within the environment
 Delays or avoids responding to emerging conflicts  Fosters open and constructive dialogue  Serves as a role model for finding “win/win” solutions;
 Displays condescending or arrogant behavior  Practices active and attentive listening skills to verify consistently advocates solutions that benefit all
 Demonstrates poor or inconsistent listening skills; understanding stakeholders
takes few steps to ensure mutual understanding  Constructively criticizes the idea, not the person  Consistently facilitates open, candid, and constructive
 Attacks people who have a different point of view  Knows when to stop pushing an opinion or issue dialogue, bringing those who disagree to agreement
 Is a bully, domineering and disrespectful  Resolves potential conflicts with minimal disruption  Gives close attention to others’ comments; probes
 Delays or avoids responding to emerging conflicts beneath the surface to gain richer insight
 Proactively offers alternative ways to address the
issue or solution, helping to refine others’
recommendations
 Calls out others for bullying and dehumanizing
behavior
 Anticipates and addresses potential or emerging
conflicts, minimizing their impact by resolving them
early
12
Leader of Others
Elevate People
 Fails to recognize that morale and “belongingness”  Creates a team-focused and positive work  Creates an authentic feeling of belonging and strong
Set High People Standards
are integral to positive work environments and environment team morale, fostering a positive work environment
effective teams  Creates a climate that drives people to perform at  Creates a work environment where people will
 Creates a negative work environment focused on their best consistently perform at their very best and raise the
managing performance through control, intimidation,  Establishes clear standards for success bar
and/or threats  Provides support to accelerate others’ performance  Ensures the team clearly understands what success
 Settles for mediocre work; struggles to define or  Makes objective, fact-based assessments of skills looks like, what is expected of them
uphold clear standards for success  Makes tough calls for the betterment of the team  Proactively sponsors others, ensuring they have the
 Misses opportunities to provide support to others that support and coaching needed to substantively
would accelerate their performance and build their improve their performance
capabilities  Offers unique insights on others’ skills
 Overrates or underrates others’ skills  Can be counted on to weigh options and make the
 Struggles to make the tough calls needed to keep the tough calls, consistently making decisions that better
team on track; waits for others to force the issue or position the team for success
make the tough calls for the
 Overlooks chances to provide real-time coaching to  Provides timely, constructive, and actionable  Capitalizes quickly on teachable situations to offer
team members feedback to improve performance insightful real- time coaching that improves
 Keeps people comfortable, doesn’t take risks  Expands job responsibilities and scope of assignment performance, capability, and engagement
 Neglects confronting performance issues; downplays  Constructively addresses performance issues  Moves people into high impact projects/assignments
or defers them  Provides targeted development suggestions; follows  Readily addresses performance issues and applies
 Provides generic guidance and suggestions, missing up on development plans and actions coaching principles effectively to improve
opportunities to leverage meaningful development  Recognizes the achievements of others performance
needs of the individual or the team  Invites and incorporates constructive feedback from  Crafts development plans that integrate others’ key
 Overlooks chances to celebrate successes or others developmental areas with real opportunities to impact
acknowledge progress toward goals  Takes ownership of how personal behavior and style team capabilities and performance
 Shies away from asking others for constructive impact other people  Regularly takes opportunities to celebrate efforts,
feedback; may downplay their input or react progress, and achievements so people feel inspired to
defensively to criticism push ahead
 Has a limited understanding of how personal behavior  Regularly asks for candid and constructive feedback;
and style affect others; may avoid taking responsibility responds positively to criticism, incorporates relevant
for own impact input to enhance effectiveness
 Thinks carefully about how personal behavior and
style affect others; takes ownership for making a
positive impact and adjusts as needed
13
Leader of Others
 Places little emphasis on people’s development;  Fosters an environment that retains and engages  Finds unique and effective ways to create an
focuses on day-to-day results without providing others by encouraging and enabling them to build engaging culture within the team; gets people
enough learning opportunities to help others develop skills and develop their careers energized about their own development, actively
their careers  Makes accurate evaluations of people’s capabilities helps people develop their careers
 Struggles to make accurate evaluations of people’s and fit with the organization, filling most open  Considers people’s qualifications, skills, experience,
Export Talent
capabilities and fit, resulting in poor placement positions with internal talent interests, and goals to make highly accurate
decisions; prefers to look outside the organization for  Engages in candid discussions with others regarding evaluations of job and candidate fit; champions
talent needs career opportunities internal promotion
 Misses opportunities to share candid insights with  Builds and implements high quality succession plans  Is proactive and transparent about career
others regarding career opportunities; is not  Proactively builds pipeline for anticipated openings opportunities, helping others gain a realistic view of
transparent about what the job entails or what it takes  Gives up talent to other parts of the organization the opportunities, selection criteria, and what gaps
to be selected exist for those not selected
 Treats succession planning as a low priority  Aligns succession plan to the organization
 Relies on outside talent due to no internal bench strategy/plan
 Hoards talent for personal gain  Builds a deep bench with multiple ready candidates
 Willingly sponsors existing talent to move across the
organization
14
Leader of Others
Drive Performance
 Offers limited or incomplete insight about relevant  Keeps others informed of relevant industry  Ensures the team understands, explores, and
industry developments; misses opportunities to keep developments discusses relevant industry developments
the team informed  Helps others envision a greater sense of what is  Captures others’ imaginations with powerful
 Overlooks chances to highlight what is possible for possible for the organization’s future
Innovate with Ideas
messages about what is possible in the future

the organization; may come across as too negative or  Nurtures and develops promising ideas through  Nurtures and invests in promising ideas by providing
too focused on the “here and now” prototyping and experimentation resources for development, prototyping, and
 Provides insufficient resources for prototyping and  Ensures varied perspectives are included in the experimentation; takes risks needed to cultivate
experimentation, tending to stifle the development of process of innovation innovation
promising ideas  Challenges others to develop breakthrough solutions  Establishes systems that encourage and reward
 Does little to promote cross- fertilization of ideas and  Encourages others to address challenges in new and partnering with others during the process of
perspectives during the innovation process better ways innovation, ensuring varied perspectives are included
 Rarely requests breakthrough solutions; may prefer  Rallies and inspires people to develop breakthrough
the status quo, or be overly cautious solutions; is a leader of cutting-edge innovation
 Misses opportunities to address challenges in new  Models and encourages others to explore issues from
and better ways; may advocate taking a safe or a fresh perspective and tackle challenges in new and
conventional route significantly better ways
 Focuses on managing up and looking good  Focuses on the team, function, and segment’s  Frames the success of the team, function, or segment
 in the broader picture of S&P Global’s success
Pursue Excellence
Fails to build actionable and accountable plans success

 Doesn’t have an impact on performance  Creates well-conceived and well-designed plans  Aligns and integrates plans across the organization
 Allows people to become discouraged by setbacks or  Improves and sustains higher levels of performance  Delivers breakthrough results that deliver value
obstacles; does not help others move forward  Leads others to persist despite setbacks or obstacles  Ensures others push through setbacks and obstacles,
 Rarely accepts responsibility for failures of own work  Accepts responsibility for successes and failures of creating a feeling of energy and an emphasis on
and the team’s work own work and the team’s work excellence, even in very difficult times
 Builds a track record that includes a lack of teamwork,  Cultivates teamwork; drives a track record of success  Consistently accepts responsibility for the successes
too many disappointments and missed expectations for the team and failures of own work and the team’s work
 Consistently leverages teamwork, delivers excellent
results; establishes a superior track record
 Sets goals that are overly aggressive or too lenient  Sets targets higher than previous performance  Sets ambitious goals that drive top performance
 Doesn’t base targets on current data  
Set and Achieve
Ensures goals align to existing facts and data Adjusts goals as facts and data become available
Stretch Targets
 Backs off commitments, lowers the target  Drives others toward meeting goals  Raises goals to achieve extraordinary performance
 Accepts mediocre performance against goals  Challenges others to step up to achieve goals  Expects aggressive, relentless action against targets
 Makes plans and decisions affecting people without  Builds an environment that encourages the  Collaborates as a team player by appropriately
involving them involvement of others in decisions and plans that involving others in decisions and plans that affect
 Doesn’t use goals to manage day-to-day performance affect them them
 Monitors results against targets and takes action  Proactively maintains a view of progress against
targets and instills a culture of goal achievement in
others
15
Leader of Others
 Sets priorities that have little relevance to the strategy  Cascades priorities from the strategy/organization  Integrates and aligns strategic priorities across the
 Fails to communicate priorities to others plan organization
 Delegates few responsibilities or provides unclear  Gets others focused on what’s important  Paints a compelling picture by linking objectives and
Simplify the Agenda
expectations; may not match assignments with  Delegates responsibility and conveys clear plans to the vision and strategy of the organization
individuals effectively expectations to others  Delegates considerable responsibility and ensures
 Overlooks opportunities to coordinate and integrate  Coordinates and integrates the work of others to avoid staff have clear expectations and targeted guidance
people’s work activities; makes little effort to eliminate duplication of effort  Determines novel ways to increase coordination and
duplication of effort  Takes priorities off the list as new ones are added attain optimal integration; fosters highly efficient
 Overloads the priority list and creates bottlenecks  Eliminates barriers affecting team’s performance teams
 Does not give sufficient consideration to the barriers  Knows when to stop or pause on non-value activities
that currently, or could eventually, affect organization  Detects subtle and major barriers to current
performance performance and anticipates potential obstacles to
future performance; takes action to resolve all barriers
and obstacles
 Builds unsustainable processes built around people  Designs processes to optimize workflow and results  Leads and scales organization-wide process
 Does not involve others in developing processes  Uses input from others to build and revise processes improvements
 Neglects chances to improve workflow efficiencies  Changes processes to address root-cause problems  Skillfully develops and scales processes that drive full
Build Repeatable
 Rewards “firefighting” and individual “work-arounds”  Installs processes to drive consistency/predictability buy- in
   Creates new processes that deliver organization value
Processes
Fails to monitor results and adjust processes Installs control mechanisms to monitor results
 Shows limited interest in documenting processes  Documents policies, workflow, and procedures  Ensures processes maintain
 Builds solutions that require continual “re-dos”  Achieves and sustains process improvements consistency/predictability, delivering predictable
results under varying conditions
 Adjusts processes based on control systems
feedback
 Drives flawless execution of documented processes
 Transports and champions process improvements
across the organization
 Holds some people more accountable than others  Sets equitable performance targets across team  Re-calibrates goals based on organization conditions
 Allows self or team to ignore or stretch policies, members  Fosters an environment in which the team holds each
procedures, or workgroup goals  Holds self and team accountable for outcomes (e.g., other accountable for always delivering on workgroup
Accountable
Hold People
 Is comfortable with mediocre performance achieving goals and complying with policies and goals as well as adhering to all policies and
 Waits too long to get involved with performance procedures) procedures
issues  Ensures consistent delivery of results  Raises the bar on performance
 Fails to track and monitor ongoing performance  Addresses performance issues when they arise  Proactively spots and intervenes on performance
 Conducts regular follow-ups to monitor performance issues
 Inspires effort over and above what’s required,
identifying areas of lagging performance and”
focusing in” for improvement
16
Leader of Leaders
Operate Outside In
 Places limited emphasis on the importance of  Creates a sense of urgency throughout the  Champions the needs of customers; energizes people
providing excellent service; misses opportunities to organization on the importance of meeting customer to provide prompt and outstanding service
build excitement or urgency toward meeting customer needs  Builds and cultivates deep partnerships or alliances
Know the Customer
needs  Establishes organization-wide alliances or with many customers; creates new relationships, even
 Remains overly removed from key customers; seldom partnerships with key customers while strengthening existing ones
interacts with them regularly, shows limited  Demonstrates foresight about how stakeholder  Leverages strong stakeholder connections to
awareness of their needs priorities will change and evolve anticipate their emerging priorities; ensures the
 Assumes stakeholder priorities will remain the same;  Creates flexibility in the organization that is needed to organization adapts accordingly
misses opportunities to keep the organization ahead respond to varied customer needs  Regularly evaluates capabilities and infrastructures,
of changing needs  Ensures resources and support are focused on identifies how they can be improved to meet both
 Focuses capabilities and infrastructures on creating customer solutions current and emerging customer needs
responding to only a few customer needs; others may  Consistently ensures resources are in place to deliver
be addressed in a delayed or less effective manner on both current and emerging customer solutions
 Provides limited or insufficient resources and support
to deliver on current or emerging customer solutions
 Allows strategies from various units to be out of  Develops and integrates strategies to achieve and  Integrates strategies from all units to align the
Outthink the Competition
alignment, resulting in a weaker competitive position sustain competitive advantage organization, focus efforts, and achieve a sustainable
 Infrequently reviews strategies, allowing them to  Aligns organization strategies to evolving market competitive advantage
become outdated and less relevant dynamics and organization needs  Updates strategies regularly in response to evolving
 Misses opportunities to use organization insights to  Uses organization knowledge and insights to guide market dynamics and organization needs, then clearly
chart a clear path for the organization the decisions and work of the organization communicates updated direction and priorities
 Tends to overlook or downplay the organization’s key  Leverages the organization’s key differentiators to  Shows incisive and abundant organization knowledge;
differentiators when developing a strategy develop a viable long-term strategy takes into account many factors and drivers when
 Pays limited attention to the policies and external  Monitors current and possible future policies and guiding the organization
factors that may affect the organization external factors affecting the organization  Clearly distinguishes and leverages the organization’s
key differentiators, incorporating them into a solid
long-term strategy
 Foresees the emerging policies and external factors;
formulates proactive responses for the organization
17
Leader of Leaders
Deliver Solutions to Markets  Demonstrates significant gaps in organization and  Has thorough and “up-to- date” organization/industry  Possesses extensive organization knowledge and a
industry knowledge; does not stay “up-to-date” knowledge comprehensive understanding of the wider industry
 Maintains only a minimal presence globally and thus  Leverages a broad global footprint to effectively  Builds a global presence and represents the
misses opportunities to represent the organization to influence external stakeholders organization as a key thought leader to important
important stakeholders  Responds nimbly to changing market dynamics and external stakeholders
 Responds ineffectively to changing market dynamics new organization information  Finds creative, powerful, and industry-leading
and new organization information  Anticipates how advancing technologies will create responses to changing market dynamics and new
 Maintains a static view of technology and the new competition and considers how to respond organization information
competitive challenges associated with it; minimizes  Champions and supports the use of the latest  Monitors developments in technology, proactively
or overlooks potential threats or opportunities technologies that provide potential improvements to formulates ways to capitalize on, and respond to,
 Gives little consideration to the use of the latest results emerging trends, threats, and opportunities
technologies; may overlook the need to invest in  Serves as a strong advocate for technological
technology to improve outcomes advancement within the organization; obtains the
resources needed and ensures the right technologies
are in place
18
Leader of Leaders
Adopt a World View
 Misses opportunities to engage in and advocate  Builds a culture of collaboration and teamwork across  Initiates and advocates significant efforts to build
greater teamwork across the organization the organization collaborative culture that spans organization
Collaborate without Boundaries
 Acts in ways that discourage courageous  Creates a climate where people communicate boundaries
communication courageously  Creates and enforces an open climate where people
 Contact with others is primarily based on need;  Cultivates a broad and influential network of contacts have venues to communicate courageously
misses opportunities to engage in proactive internal both within and outside the organization  Creates and maintains relationships with key
and external networking  Is a relationship broker who links key people together stakeholders both within and outside the organization,
 Misses opportunities to broker relationships between to accomplish goals thus increasing own influence considerably
different people in order to advance the organization’s  Exemplifies collaborative leadership by inviting a wide  Makes it a priority to broker relationships and forge
goals variety of global, organization, and cultural connections that can contribute to others’ success
 Remains overly independent or relies on a narrow perspectives to the discussions and advance the organization’s goals
spectrum of views, rather than broadening the  Adapts leadership style in response to a broad range  Adeptly pursues, explores, and integrates a wide
conversation of different situations and challenges array of viewpoints when generating discussions,
 Uses the same leadership approach regardless of  Removes barriers to collaboration solutions, or strategies
situational needs; misses opportunities to adapt style  Swiftly adjusts leadership style in order to best match
 Allows culture, structure, or processes to drive the demands of different situations and challenges
competition rather than collaboration (i.e., structure or  Introduces initiatives to encourage collaboration and
compensation system) actively breaks down barriers between groups
 Allows or creates a work environment in which people  Cultivates an environment that makes others feel  Creates an accepting, empowering environment that
Show Social and Cultural Agility
from different backgrounds do not feel valued or valued, regardless of their background makes all employees, regardless of background, feel
respected  Applies understanding of cultural differences to create valued and motivated
 Overlooks how cultural differences may relate to the value for the organization  Skillfully and consistently identifies how recognizing
work of the organization; does not leverage these  Champions a culture that encourages diversity of cultural differences can lead to new opportunities and
dynamics in a way that creates value thought, style, and perspective value to the organization
 Gives limited attention to diversity of thought, style, or  Builds relationships in the community  Champions diversity of thought, style, and
perspective; may allow a narrower, less inclusive  Represents the organization with diplomacy and tact perspective; ensures others are inclusive and that
culture to develop in highly visible situations they recognize the vital importance of these topics
 Misses opportunities to connect with the broader  Develops and maintains strong relationships in the
community; may stay focused largely on internal community; launches or participates in community
relationships initiatives that align with organization’s values
 Shows limited diplomacy and tact in highly visible  Demonstrates diplomacy and sensitivity in highly
situations, representing the organization in a less- visible situations, representing the organization with
than- ideal manner poise and polish
19
Leader of Leaders
 Discounts or downplays global events and trends that  Strategically addresses global events and trends that  Monitors and effectively addresses global events and
impact the industry or the organization impact the industry or organization trends that have strategic implications for the industry,
Use a Global and Local Lens
 Does little to broaden others’ perspectives or promote  Challenges the organization to address issues using a the organization, and its customers
global thinking; allows an overly narrow or local focus broad global view  Promotes global thinking; challenges the organization
 Tolerates a lack of full compliance with legal, financial,  Ensures alignment with the legal, financial, and to consistently apply a broad “global lens” when facing
or operational policies of regions/countries operational policies of the regions/countries in which issues and opportunities
 Is slow to adjust the organization’s offerings and the organization operates  Ensures the organization’s legal, financial, and
practices when people from other cultures/countries  Directs others to anticipate how other operational policies are in full alignment with the
react unfavorably cultures/countries will react to the organization’s regions/ countries in which it operates
 Gives insufficient consideration to financial indicators offerings and practices, making adjustments where  Consistently leads people to anticipate and quickly
needed adjust organization offerings and practices to address
 Ensures analysis and accurate interpretation of global the unique needs and preferences of other cultures/
and local data that impact the organization countries
 Creates systems that enable the organization to gain
an accurate picture of performance on all key
indicators
20
Leader of Leaders
Speak the Truth
 Recognizes only the most obvious issues of a  Approaches problems systematically, defining  Scrutinizes problems from a systems perspective;
problem without identifying the connections, linkages, connections, linkages, and interdependencies draws out subtle connections and interdependencies
or interdependencies to other problems  Creates an environment that promotes cross- to resolve multiple issues at once
 Takes insufficient action to promote cross-divisional divisional analysis and decision making  Regularly practices and urges cross-divisional
analysis and decision making; may overlook or create  Requires organization-level decisions be based on analysis of problems, removing the obstacles that
barriers to multidisciplinary problem solving data and sound reasoning hinder widespread cooperation on key decisions
 Allows organization-wide decisions to be made  Obtains resources and establishes processes that  Sets the expectation that all organization-level
without supporting logic and data enable effective information gathering decisions be supported by robust data and sound
 Provides inefficient, ineffective, or few resources or  Makes appropriate trade- offs between current logic
processes to support effective information gathering financial performance and investments with long-term  Dedicates processes and resources to systemic
 Struggles to successfully make effective trade-offs potential information gathering; gathers high quality data and
between current financial performance and longer-  Ensures analysis and accurate interpretation of insights
term potential, sacrificing one for the other regulatory policies and standards that impact the  Optimizes trade-offs between current financial
 Gives insufficient consideration to financial indicators organization performance and investments with longer-term
potential
 Creates systems that enable the organization to gain
a clear and accurate picture of its performance on all
key indicators
 Uses power unwisely or for narrow aims; may limit  Understands how to use power and influence to drive  Skillfully uses positional power and personal influence
own influence by pursuing a self- interested agenda organization priorities to enlist widespread support for critical goals
 Makes proposals or arguments without offering a  Ensures proposals or arguments are supported by a  Assembles and articulates an in- depth business case
sufficient rationale, or a strategic business case to logical and compelling business case and rigorous strategic rationale for proposals
Independent Opinion
support them  Gains buy-in from others and convinces them to take  Wins widespread “buy-in” by providing convincing
 Secures limited support or commitment from others recommended action arguments, mobilizing people through passionate and
because ideas are inexpertly argued or insufficiently  Leads the organization through high-stakes situations, persistent advocacy
Have an
advocated crises, or conditions of uncertainty  Takes immediate control in high-stakes situations,

 May hesitate to respond to high-stakes situations,  Negotiates skillfully in tough situations with internal crises, or conditions of uncertainty and acts decisively
crises, or conditions of uncertainty; may and external groups to address the situation
inappropriately defer to others  Fosters a culture that supports people who take well-  Expertly and calmly navigates difficult external and
 Surrenders under tough pressure in negotiations or reasoned risks, regardless of the outcome internal negotiations, securing big wins despite
makes limited progress toward agreement in difficult complexity, conflict, and high-stakes debates
external and internal negotiations  Fosters a culture where people are strongly
 Creates a culture that discourages risk taking; may encouraged to take well-reasoned risks, are
alienate those who take well- reasoned risks that supported regardless of the outcome
result in unfavorable outcomes
21
Leader of Leaders
 Overlooks common ground during conflict; may seek  Facilitates consensus among multiple stakeholders by  Skillfully harmonizes multiple perspectives by finding
to “win” arguments rather than build consensus identifying common ground and creatively building upon common ground
 Overlooks political dynamics arising inside or outside  Navigates internal and external political realities that  Anticipates and proactively addresses the internal and
the organization; poorly manages the political sphere can advance or hinder organization initiatives external political realities that impact the
 Takes a one-sided, imbalanced, or inequitable  Resolves organization issues equitably organization’s success
approach to conflicts  Demonstrates candor and openness when discussing  Skillfully negotiates positive outcomes between
 Speaks in an unclear, untimely, inaccurate, or overly major organization initiatives divisions; keeps everyone focused on broader goals
cautious way about major initiatives  Communicates effectively to a wide variety of  Proactively discusses major initiatives in a thoughtful,
 Struggles to communicate with some audiences; may audiences at all levels forthright way that builds interest and commitment
be effective with certain groups or levels, less  Creates venues for constructive dialogue within the  Demonstrates a strong impact and a compelling style
articulate or engaging with others organization in front of people at all levels
 Builds insufficient or ineffective forums for people to  Can skillfully defuse high- tension situations  Creates multiple methods and venues to facilitate
share their views and ideas openly constructive and ongoing dialogue within the
 Struggles to defuse high- tension situations; may organization
avoid tough conversations or deal with them in ways  Can be relied on to defuse the toughest conflicts,
that increase conflict maintaining a calm attitude even under significant
pressure; effectively navigates complex, emotional
conflicts
22
Leader of Leaders
Elevate People
 Makes few or ineffective efforts to clarify the  Ensures clarity around the organization’s critical  Expresses the organization’s strategy, vision, mission,
organization’s strategy, vision, mission, and values
Set High People Standards
success factors and how they advance the strategies, and values in a compelling way that others can easily
 Provides little encouragement for others to move vision, mission, and values understand and remember
beyond status quo performance  Establishes challenging goals and high standards of  Encourages and convinces others to set aggressive
 Places a limited or inconsistent emphasis on performance for the organization and challenging stretch goals and high standards of
achieving results; may be too theoretical, too narrowly  Drives the organization to achieve results performance that raise the bar
focused, or inattentive to organization outcomes  Builds a cohesive leadership team that drives the  Champions a results-focused culture; consistently
 Struggles to build a cohesive leadership team capable goals and success of the organization focuses people on meaningful tasks and drives
of driving the success of the organization  Ensures effective processes are in place to evaluate energetic action
 Fails to ensure effective processes are in place to people’s capabilities and performance  Develops and cultivates a strong leadership team that
evaluate people’s capabilities and performance; does has the skills needed to establish and achieve
not utilize them consistently strategic objectives
 Consistently leverages clear insights about peoples’
capabilities and performance into talent decisions;
integrates data from multiple sources
 Provides minimal support for, or pays little attention  Sponsors organization-wide initiatives to ensure  Sponsors and champions organization-wide initiatives
to, organization-wide initiatives to promote leadership leadership excellence and ready talent to ensure leadership excellence and build ready talent
excellence or build ready talent  Champions efforts that support the development of all  Demonstrates strong commitment to the development
 Makes only limited efforts to drive organization-wide employees of the organization and all its employees; takes
development; may focus on developing some people  Coaches and mentors key talent accountability for ensuring ongoing development
but not others  Provides insightful, motivating, and constructive  Proactively creates opportunities to coach and mentor
 Provides key talent with little coaching; misses feedback to others key talent
opportunities to mentor others  Ensures people in the organization feel their  Provides insightful, motivating, and constructive
 Provides little constructive feedback to others contributions are valued feedback to others that they can translate into
 Misses opportunities to recognize others’  Confronts actions that are inconsistent with the meaningful development action
contributions; may overemphasize own impact and organization’s core values  Creates an environment where people feel their
downplay others’ hard work  Gathers feedback from different sources to get an contributions will be noticed and valued; expresses
 Hesitates or avoids confronting actions that are accurate picture of own effectiveness and encourages strong appreciation for people’s
inconsistent with the organization’s core values  Is mindful of the impact own leadership style has on efforts
 Seeks feedback from like- minded people or a limited people and groups  Quickly confronts actions that are inconsistent with
range of people, receiving insufficient feedback the organization’s core values; won’t tolerate
 Has a limited understanding of how leadership style behaviors that undermine the core principles
affects others; may avoid taking responsibility for  Seeks candid feedback from different perspectives to
impacts get a balanced and unbiased understanding of own
style
 Considers how leadership styles affect people and
makes adjustments; takes ownership for having a
positive impact
23
Leader of Leaders
 Takes few or insufficient steps to create a learning  Creates a climate that inspires retention and  Consistently emphasizes the importance of
environment; makes limited efforts to champion the engagement in which risk taking in pursuit of learning engagement and retention; champions an
value of development and development is valued environment that keeps people focused on their
 Provides little help to others on how they might  Sponsors key talent by matching their career goals careers and supports development
integrate their goals and capabilities with the and capabilities with the organization’s emerging  Develops creative, clear, and specific ideas and
Export Talent
organization’s emerging needs needs opportunities for key talent to integrate their goals and
 Makes no particular effort to champion processes that  Champions processes to ensure shared talent and capabilities with the organization’s emerging needs
support learning across boundaries learning are leveraged across boundaries  Champions policies, practices, and systems that
 Hoards talent; is not willing or makes it difficult to  Supports the mobility of talent to ensure the support transfer of information across boundaries
share key talent for the best of the organization organization leverages opportunities to develop the  Uses a variety of methods to rotate and share top
 Provides little explicit support for processes that critical capabilities needed by the organization talent who possess the capabilities needed for the
attract future talent  Ensures processes produce the talent needed for the future
 Shows limited awareness of the critical gaps in the future  Champions processes that ensure a ready supply of
organization’s strategic talent pools  Identifies and resolves critical gaps in the talent for the future
organization’s strategic talent pools  Takes proactive steps to resolve potential future gaps
in the organization’s current talent pool needs
24
Drive Performance
 Conveys only a vague, static, or short-term view of  Anticipates the evolution and future of the industry  Anticipates the long-term evolution of the industry
the future of the industry, viewing it as mostly similar and how the organization must adapt to these (e.g., over three to five years), what defines future
to the present changes to sustain competitive advantage value in the marketplace, on what basis competitive
 Creates a vision for the organization that gives a  Creates a clear vision of the organization’s future advantage is gained
 Creates a culture that nurtures and rewards creativity  Creates a long-term vision for the organization that
Innovate with Ideas
vague, short-term view of its value proposition and

competitive positioning and innovation clearly defines its value proposition and the
 Does little to foster a culture that nurtures and  Removes barriers to creativity and innovation positioning of its sustainable competitive advantage
rewards creativity and innovation; may not value or  Challenges the organization to generate and  Consistently champions, nurtures, and rewards
understand innovation implement breakthrough ideas and solutions creativity and innovation; builds an organization where
 Allows factors that stifle creativity and innovation to  Commits resources to build a strong innovation innovation thrives
remain; is unaware of the barriers, or decides not to portfolio and capitalize on new organization  Makes it a priority to identify and eliminate barriers
address them opportunities and practices that hinder creativity and innovation
 Places little priority on breakthrough innovation; may  Directs and inspires people to generate and
support the status quo or advocate playing it safe implement breakthrough ideas and solutions; takes
 Deploys limited resources to build an innovation smart risks to drive cutting-edge innovation
portfolio and act on new opportunities  Builds and maintains a robust innovation portfolio;
invests resources wisely to discover and capitalize on
new opportunities
 Conveys limited energy and optimism toward the  Sustains organization-wide focus, energy, and  Uses a range of methods and techniques to build a
future, or acts in ways that diminish the enthusiasm of optimism on critical success factors feeling of energy, optimism, and motivation
others  Ensures plans are aligned and coordinated across the throughout the organization
 Gives insufficient attention to organization alignment;  Swiftly determines and drives the actions necessary
Pursue Excellence
organization
allows groups to work inefficiently or at cross-  Drives the organization to achieve results to ensure coordinated and aligned efforts toward
purposes  Drives resilience to push the organization forward in strategic goals
 Places a limited or inconsistent emphasis on difficult circumstances  Champions a results-focused culture; consistently
achieving results; may be too theoretical or narrowly  Gets results that have a clear, positive, and direct focuses people on meaningful tasks and drives
focused impact on organization performance energetic action
 Creates or contributes to an atmosphere in which too  Fosters organization-wide enthusiasm to surmount
many people give up in the face of adversity obstacles; inspires people to achieve results, even
 Focuses inconsistently on helping others deliver when the path ahead is difficult
results that directly impact organization performance  Achieves breakthrough results that have a clear,
positive, and direct impact on organization
performance
25
 Resists taking on challenges for the organization that  Leads the organization to take on and pursue bold  Fosters a sense of adventure within the organization
might be difficult for it to meet challenges and stretch goals by taking on great and bold challenges
Set and Achieve Stretch
 Overlooks some critical risks and provides insufficient  Ensures strategic planning efforts address risks and  Develops nimble plans that consider a wide range of
contingency plans contingencies risks and contingencies
 Establishes conservative goals that only moderately  Establishes appropriately aggressive goals for the  Establishes bold and aggressive goals for the
stretch the organization organization that raise the bar on performance organization to significantly “raise the bar” of
Targets
 Allows obstacles to organization performance to  Eliminates obstacles that affect organization organization performance
remain in place performance  Forecasts, examines, and skillfully addresses a wide
 Rarely identifies the resources needed to achieve  Identifies and aligns resources (e.g., people, funding, variety of current and future obstacles to organization
organization objectives; overlooks key needs technology) needed to achieve organization performance
 Makes little or no effort to monitor performance objectives  Proactively identifies and secures the resources
indicators; relies on being prompted by others  Monitors performance indicators to keep “up-to- date” needed to achieve current and future objectives
on progress on goals  Pays close attention to performance indicators to gain
a comprehensive view of how the organization is
progressing toward its goals
26
 Creates objectives and action plans to carry out  Translates broad strategies into specific  Ensures broad strategies are translated into specific objectives,
strategies that are too broad or too general, or without objectives, metrics, and action plans metrics, and action plans that can be effectively executed
key linkages back to the strategy  Conveys clear objectives so the  Offers a comprehensive and exacting picture of goals;
Simplify the Agenda
 Provides inconsistent or unclear objectives, making it organization can plan and prioritize actions emphasizes and reinforces specific objectives so that
difficult for the organization to plan and prioritize to achieve them organization priorities are clear
 Struggles to allocate resources optimally; may  Allocates resources in alignment with  Determines the full array of resources strategic priorities will
channel them toward areas that are not strategically strategic plans and priorities require, ensures each is allocated promptly; finds ways to
critical  Creates a culture that ensures the right work optimize disbursement and use of resources
 Allows work to be done at the wrong levels; may is done at the right level  Fosters a culture of empowerment and accountability;
create a culture where leaders do too much  Eliminates barriers affecting organization advocates and emphasizes the need to give major
themselves while others have limited empowerment performance responsibilities to team members at different levels
 Does not give sufficient consideration to the barriers  Outsources or eliminates low-value added  Detects subtle and major barriers to current performance and
that currently, or could eventually, affect organization work anticipates potential obstacles to future performance; takes
performance action to resolve all barriers and obstacles
 Adds unneeded bureaucracy and complications  Reduces costs by transforming the way work is done
 Resists or gives little attention to promoting  Fosters an environment within the  Drives multiple initiatives to promote, implement, or reward
continuous improvement or quality outcomes organization that promotes continuous continuous improvement and quality outcomes throughout the
Build Repeatable Processes
 Overlooks, or does not address, the system improvement and quality outcomes organization
integration issues that might impede quality and/or  Optimizes and integrates large-scale  Determines novel ways to integrate systems, deliver substantial
service systems to improve quality and service upgrades in quality and service
 Focuses little effort on improving work structures or  Focuses efforts on continuously improving  Proactively identifies efforts to enhance work structures and
processes; focuses time on efforts that add little value work structures and processes that create processes; drives continuous improvement efforts
 Seldom engages with internal and external partners the most value  Establishes and maintains ongoing dialogue with internal and
on supply chain processes; may overlook or do little to  Works with internal and external partners to external partners to ensure optimal processes and substantial
resolve inefficiencies in these systems ensure coordinated processes throughout gains in efficiency throughout the supply chain
 Ignores or resists new benchmarks and metrics for the supply chain  Regularly investigates and promotes new benchmarks and
quality that are based on the organization’s evolving  Promotes new benchmarks and metrics for metrics for quality based on the evolving vision and goals
vision and goals quality- based on the organization’s evolving  Creates forums and venues so best practices and lessons
 Allows best practices or lessons learned to be applied vision and goals learned can be shared widely and applied across the
narrowly, missing opportunities to share them widely  Ensures organization-wide adoption of best organization
and improve results practices and lessons learned
27
 Does not emphasize accountability sufficiently; may  Creates an environment of accountability for  Fosters a strong feeling of accountability throughout the
Hold People Accountable
allow too many people or teams to miss goals meeting agreed-upon expectations organization; ensures people at all levels take agreed-upon
 Allows the organization to miss targets; places limited  Ensures the organization meets its expectations seriously
emphasis on meeting all commitments commitments  Plays a front-and-center role in ensuring commitments are met;
 Shows no particular interest in the success of the  Establishes performance targets for teams pushes back, makes changes, to prevent the organization from
organization that drive organization objectives missing goals
 Rarely holds leaders accountable for managing the  Holds leaders accountable for the  Aggressively pursues success in all its forms (e.g., driving
team performance; may let poor performance performance of their teams stakeholder and customer value, achieving financial results,
continue for an extended period of time  Uses management systems to monitor the building brands, ensuring long-term viability)
 Insufficiently monitors information from key indicators, organization’s performance against  Fosters a sense of accountability in leaders; ensures leaders
processes, and management systems; may overlook objectives feel a strong responsibility for the performance of their teams
or do little to correct deviations from the organization’s  Constantly reviews and integrates the most appropriate
goals information from key indicators, processes, and management
systems; takes quick corrective action when appropriate
28

S&P Global Leadership Essentials Framework

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

S&P Global Leadership Essentials Framework

Uploaded by

Copyright:

Available Formats

S&P Global Leadership Essentials Framework

I. Individual Leader II. Leader of Others III. Leader of Leaders

Adopt a World View

Does not share information with others

handling work cooperates across regions, navigating challenges and

Speak the Truth

to join build a career well-targeted messages that get people interested

Comfortable with the current state

fix problems that arise

Execute with Discipline

priorities advantages and emerging trends them forward

Adopt a World View

maintaining strong working relationships relationships; gives targeted guidance on how to do so

experiences  Ensures others are respectful toward other experiences

Speak the Truth

messages about what is possible in the future

Fails to build actionable and accountable plans success

Execute with Discipline

Adopt a World View

Speak the Truth

advocated crises, or conditions of uncertainty  Takes immediate control in high-stakes situations,

vague, short-term view of its value proposition and

Execute with Discipline

You might also like