PayProgression CompetencyByJobRoleAndProfLevel ALL

COMPETENCY BY JOB ROLE AND PROFICIENCY LEVEL
Table of Contents
COMPETENCIES DEALING WITH PEOPLE
• Leading Others Cluster

o Establishing Focus ------------------------------------------------------------------------------------------------- 2
o Providing Motivational Support ------------------------------------------------------------------------------- 3
o Fostering Teamwork ---------------------------------------------------------------------------------------------- 6
o Empowering Others ---------------------------------------------------------------------------------------------- 8
o Managing Change ------------------------------------------------------------------------------------------------- 9
o Developing Others ----------------------------------------------------------------------------------------------- 12
o Managing Performance ----------------------------------------------------------------------------------------- 14
o Fostering Diversity ----------------------------------------------------------------------------------------------- 17
• Communicating and Influencing Cluster
o Attention to Communication ---------------------------------------------------------------------------------- 19
o Oral Communication--------------------------------------------------------------------------------------------- 21
o Written Communication ---------------------------------------------------------------------------------------- 23
o Persuasive Communication ------------------------------------------------------------------------------------ 26
o Interpersonal Effectiveness ------------------------------------------------------------------------------------ 28
o Influencing Others------------------------------------------------------------------------------------------------ 31
o Building Collaborative Relationships ------------------------------------------------------------------------ 34
COMPETENCIES DEALING WITH BUSINESS
• Preventing and Solving Problems Cluster

o Diagnostic Information Gathering --------------------------------------------------------------------------- 37
o Analytical Thinking ----------------------------------------------------------------------------------------------- 40
o Forward Thinking ------------------------------------------------------------------------------------------------- 42
o Conceptual Thinking --------------------------------------------------------------------------------------------- 44
o Strategic Thinking ------------------------------------------------------------------------------------------------ 46
o Technical Expertise----------------------------------------------------------------------------------------------- 49
• Achieving Results Cluster
o Initiative ------------------------------------------------------------------------------------------------------------- 51
o Entrepreneurial Orientation ----------------------------------------------------------------------------------- 52
o Fostering Innovation--------------------------------------------------------------------------------------------- 54
o Customer Orientation ------------------------------------------------------------------------------------------- 56
o Results Orientation ---------------------------------------------------------------------------------------------- 59
o Thoroughness ----------------------------------------------------------------------------------------------------- 61
o Decisiveness ------------------------------------------------------------------------------------------------------- 64
o Business Acumen ------------------------------------------------------------------------------------------------- 65
o Global Perspective ----------------------------------------------------------------------------------------------- 68
SELF MANAGEMENT COMPETENCIES
o Self Confidence --------------------------------------------------------------------------------------------------- 71
o Adaptability -------------------------------------------------------------------------------------------------------- 73
o Personal Credibility ---------------------------------------------------------------------------------------------- 76
o Flexibility ------------------------------------------------------------------------------------------------------------ 78
o Personal Accountability ----------------------------------------------------------------------------------------- 79
1 - Establishing Focus - The ability to develop and communicate goals in support of the business’ mission.
BASIC PROFICIENT ADVANCED
Professional/
Specialist Not Applicable Not Applicable Not Applicable

Supervisor/ • Acts to align own unit’s goals with the • Acts to align own unit’s goals with the strategic • Clearly and distinctly aligns own unit’s goals
business direction of the business with the mission and strategic direction of the
Manager business
• Communicates the business’s mission to • Ensures that people in the unit understand
people in the unit how their work relates to the business’s • Ensures that people in the unit understand
mission and see how their individual goals and work
• Communicates the unit’s mission to the specifically relate to the business’s mission
people • Ensures that everyone understands and
identifies with the unit’s mission • Ensures that everyone understands, identifies
• Develops goals that relate to the business’s with, and “buys into” the unit’s mission
mission • Ensures that the unit develops goals and a plan
to help fulfill the business’s mission • Ensures all individuals in the unit develop
goals and specific plans to help fulfill the
business’s mission

Director/ • Acts to align own unit’s goals with the • Clearly and distinctly aligns own unit’s goals • Is a role model for clearly and distinctly
direction of the business with the mission and strategic direction of the aligning own unit’s goals with the mission and
Executive business strategic direction of the business; helps
• Ensures that people in the unit understand others leaders to do the same
how their work relates to the business’s • Ensures that people in the unit understand and
mission see how their individual goals and work • Creates a culture that ensures that people in
specifically relate to the business’s mission the organization understand and see how
• Ensures that everyone understands and their individual goals and work specifically
identifies with the unit’s mission • Ensures that everyone understands, identifies relates to the business’s mission
with, and “buys into” the unit’s mission
• Ensures that the unit develops goals and a • Ensures that leaders in the organization
plan to help fulfill the business’s mission • Ensures all individuals in the unit develop goals understand, identify with, and “buy into” the
and specific plans to help fulfill the business’s business’s mission
mission
• Has a long track record of always ensuring
that the organization develops goals and a
specific plans to help fulfill the business’s
mission
©2012, Workitect, Inc.
2
2 - Providing Motivational Support - Skill at enhancing others’ commitment to their work.

Professional/ • Knows the achievements of people • Recognizes and rewards people for their • Recognizes and finds creative ways to reward people
achievements for their achievements; motivates them to do more
Specialist • Acknowledges people for their
contributions • Acknowledges and thanks people for their • Publically and personally acknowledges and thanks
contributions people for their contributions
• Takes pride in the group and tells
people to recognize their • Expresses pride in the group and encourages people • Expresses pride in the group on a regular basis and
accomplishments to feel good about their accomplishments encourages people to take pride and feel good
about their accomplishments
• Tries to make people’s work • Finds creative ways to make people’s work rewarding
rewarding • Finds creative ways to make people’s work
• Signals own commitment to a process by being rewarding and helps them stay engaged no matter
• Voices commitment to a process personally present and involved at key events the task
• Identifies morale problems; tries to • Identifies and promptly tackles morale problems • Signals own commitment to a process by being
deal with them personally present and actively involved at key
• Gives talks or presentations that energize groups
• Gives talks or presentations to groups events; demonstrates commitment by both words
and actions
• Identifies and promptly tackles morale problems;
takes appropriate actions to deal with morale
problems
• Gives compelling talks or presentations that energize
and motivate groups
3

Supervisor/ • Knows the achievements of people • Recognizes and rewards people for their • Recognizes and finds creative ways to reward people
achievements for their achievements; motivates them to do more
Manager • Acknowledges people for their
contributions • Acknowledges and thanks people for their • Publically and personally acknowledges and thanks
contributions people for their contributions
• Takes pride in the group and tells
people to recognize their • Expresses pride in the group and encourages people • Expresses pride in the group on a regular basis and
accomplishments to feel good about their accomplishments encourages people to take pride and feel good
about their accomplishments
• Tries to make people’s work • Finds creative ways to make people’s work rewarding
rewarding • Finds creative ways to make people’s work
• Signals own commitment to a process by being rewarding and helps them stay engaged no matter
• Voices commitment to a process personally present and involved at key events the task
• Identifies morale problems; tries to • Identifies and promptly tackles morale problems • Signals own commitment to a process by being
deal with them personally present and actively involved at key
• Gives talks or presentations that energize groups
• Gives talks or presentations to groups events; demonstrates commitment by both words
and actions
• Identifies and promptly tackles morale problems;
takes appropriate actions to deal with morale
problems
• Gives compelling talks or presentations that energize
and motivate groups
4

Director/ • Recognizes and rewards people for • Recognizes and finds creative ways to reward people • Coaches other leaders to recognizes and find
their achievements for their achievements; motivates them to do more creative ways to reward people for their
Executive achievements; helps others to motivate people to
• Acknowledges and thanks people for • Publically and personally acknowledges and thanks do more
their contributions people for their contributions
• Is well known in the organization for publically and
• Expresses pride in the group and • Expresses pride in the group on a regular basis and personally acknowledging and thanking people for
encourages people to feel good about encourages people to take pride and feel good about their contributions
their accomplishments their accomplishments
• Is a role model for expressing pride in the group on a
• Finds creative ways to make people’s • Finds creative ways to make people’s work rewarding regular basis and encouraging people to take pride
work rewarding and helps them stay engaged no matter the task and feel good about their accomplishments
• Signals own commitment to a process • Signals own commitment to a process by being • Demonstrates a passion for finding creative ways to
by being personally present and personally present and actively involved at key make people’s work rewarding and help them stay
involved at key events events; demonstrates commitment by both words engaged no matter the task
and actions
• Identifies and promptly tackles morale • Has a history of being personally present and
problems • Identifies and promptly tackles morale problems; actively involved at key events; demonstrates
takes appropriate actions to deal with morale commitment by both words and actions
• Gives talks or presentations that problems
energize groups • Helps the organization to identify and promptly
• Gives compelling talks or presentations that energize tackle morale problems; encourages others to takes
and motivate groups appropriate actions to deal with morale problems
• Is well known in the organization for giving
compelling talks or presentations that energize and
motivate groups
5
3 - Fostering Teamwork - As a team member, the ability and desire to work cooperatively with others on a
team; as a team leader, interest, skill, and success in getting groups to work together cooperatively.
Basic Proficient Advanced
Professional/ • Listens to other team members’ ideas • Listens and responds constructively to other • Listens and responds in a very positive and
Specialist team members’ ideas; offers support for others’ constructive way to other team members’ ideas,
• Does not always share his/her concerns with ideas and proposals ensuring that they don’t feel inferior or insulted;
team members encourages and offers support for others’ ideas
• Is open with other team members about his/her and proposals
• Expresses disagreements, but often in a critical concerns
or disparaging way • Is open with other team members about his/her
• Expresses disagreement constructively (e.g., by concerns; expresses them in a constructive and
• Sometimes reinforces team members for their emphasizing points of agreement, suggesting
contributions cooperative way
alternatives that may be acceptable to the group)
• Tends to give only positive feedback to other • Expresses disagreement in a tactful and
• Reinforces team members for their contributions constructive manner; ensures others do not feel
team members
• Gives honest and constructive feedback to other inferior or insulted
• Provides assistance to others only when asked team members • Provides positive and encouraging reinforcement
• Works for solutions that certain members • Provides assistance to others when they need it to team members for their contributions
support
• Works for solutions that all team members can • Gives honest and constructive feedback to other
• Hesitates to share his/her expertise with others support team members in a way that maintains their self
• Works on teams when asked esteem
• Shares his/her expertise with others
• Provides assistance, information, or other • Regularly provides assistance to others when
• Seeks opportunities to work on teams as a means they need it; ensures others do not feel inferior
support to others when asked to develop experience and knowledge or insulted
• Provides assistance, information, or other • Works for solutions that all team members can
support to others, to build or maintain support; brings the team together in support of
relationships with them the solution
• Shares his/her expertise with others in a way that
is positive and productive
• Seeks opportunities to become actively involved
working on teams as a means to develop
experience and knowledge; learning from others
and from the experience
• Provides valuable assistance, information, or
other support to others, to build or maintain
relationships with them and foster a cooperative
team spirit
6
3 - Fostering Teamwork - As a team member, the ability and desire to work cooperatively with others on a
team; as a team leader, interest, skill, and success in getting groups to work together cooperatively.
Supervisor/ • Provides limited opportunities for people to learn • Provides opportunities for people to learn to • Provides valuable opportunities for people to
Manager to work together as a team work together as a team learn to successfully work together as a team
• Enlists the active participation of those who have • Enlists the active participation of everyone • Enlists the active participation of everyone;
experience and knowledge ensures all involved are engaged and working
• Promotes cooperation with other work units cooperatively
• Promotes cooperation within the work unit, but
not outside the work unit • Ensures that all team members are treated fairly • Promotes cooperation with other work units;
• Recognizes and encourages the behaviors that intervenes when necessary to ensure
• Ensures that most team members are treated cooperation is taking place
fairly contribute to teamwork
• Ensures that all team members are treated fairly;
• Recognizes the behaviors that contribute to constructively deals with individuals or groups
teamwork when it is not happening
• Recognizes and encourages the behaviors that
contribute to teamwork; helps groups to work
together cooperatively
Director/ • Provides opportunities for people to learn to • Provides valuable opportunities for people to • Encourages and helps other leaders provide
Executive work together as a team learn to successfully work together as a team valuable opportunities for people to learn to
successfully work together as a team
• Enlists the active participation of everyone • Enlists the active participation of everyone;
ensures all involved are engaged and working • Creates a culture that enlists the active
• Promotes cooperation with other work units cooperatively participation of everyone; ensures all involved
• Ensures that all team members are treated fairly are engaged and working cooperatively
• Promotes cooperation with other work units;
• Recognizes and encourages the behaviors that intervenes when necessary to ensure • Is well known in the organization for promoting
contribute to teamwork cooperation is taking place cooperation with other work units; intervenes
when necessary to ensure cooperation is taking
• Ensures that all team members are treated fairly; place
constructively deals with individuals or groups
when it is not happening • Demonstrates a passion for ensuring that all
team members are treated fairly; constructively
• Recognizes and encourages the behaviors that deals with individuals or groups when it is not
contribute to teamwork; helps groups to work happening
together cooperatively
• Is the expert at recognizing and encouraging the
behaviors that contribute to teamwork; coaches
other leaders to help groups to work together
cooperatively
7
4 - Empowering Others - Conveying confidence in employees’ ability to be successful, especially at challenging new tasks; delegating
significant responsibility and authority; allowing employees freedom to decide how they will accomplish their goals
and resolve issues.

Professional/
Specialist Not Applicable Not Applicable Not Applicable

• Allows people some freedom and • Gives people latitude to make decisions in their • Coaches people to make decisions and gives them latitude
Supervisor/ autonomy to make their own own sphere of work to do so in their own sphere of work
Manager decisions in their own sphere of work • Is able to let others make decisions and take • Coaches others to take charge of all aspects of their work
• Allows others to make minor charge and make decisions, even in challenging new tasks
decisions, but wants to be involved in • Encourages individuals and groups to set their • Empowers and enables individuals and groups to set their
the major decisions own goals, consistent with business goals own goals, consistent with business goals
• Allows individuals and groups to draft • Expresses confidence in the ability of others to • Conveys a sense of confidence and certainty in the ability of
their own goals be successful others to be successful
• Has faith in the ability of others to be • Encourages groups to resolve problems on their • Coaches and encourages groups to resolve problems on
successful own; avoids prescribing a solution their own; avoids prescribing a solution
• Is involved with groups to resolve
problems; tends to prescribe solutions
• Gives people latitude to make • Coaches people to make decisions and gives • Instills a culture in the organization to coach people to make
Director/ decisions in their own sphere of work them latitude to do so in their own sphere of decisions and give them latitude to do so in their own
Executive • Is able to let others make decisions work sphere of work
and take charge • Coaches others to take charge of all aspects of • Instills a culture in the organization to coach others to take
• Encourages individuals and groups to their work and make decisions, even in charge of all aspects of their work and make decisions, even
set their own goals, consistent with challenging new tasks in challenging new tasks
business goals • Empowers and enables individuals and groups • Demonstrates a passion for empowering and enabling
• Expresses confidence in the ability of to set their own goals, consistent with business individuals and groups to set their own goals, consistent
others to be successful goals with business strategy and goals
• Encourages groups to resolve • Conveys a sense of confidence and certainty in • Encourages and enables other leaders to convey a sense of
problems on their own; avoids the ability of others to be successful confidence and certainty in the ability of others to be
prescribing a solution • Coaches and encourages groups to resolve successful
problems on their own; avoids prescribing a • Helps other leaders to coach and encourage groups to
solution resolve problems on their own; avoids prescribing a solution
8
5 - Managing Change - Demonstrating support for innovation and for organizational changes needed to improve the organization’s effectiveness;
supporting, initiating, sponsoring, and implementing organizational change; helping others to successfully manage
organizational change.

Professional/ • Works to produce innovative solutions • Works cooperatively with others to produce • Works cooperatively with others to produce
innovative solutions innovative, practical, and cost effective solutions
Specialist • Accepts the need to set new business
directions, partnerships, policies or • Takes the lead or supports the setting new • Takes the lead or supports the setting new business
procedures business directions, partnerships, policies or directions, partnerships, policies or procedures that
procedures produce effective results
• Believes in the need to influence the future
direction of an organizational unit or the • Seizes opportunities to influence the future • Seizes opportunities to influence the future direction
overall business direction of an organizational unit or the of an organizational unit or the overall business
overall business resulting in positive outcomes
• Encourages people to have a clear
understanding of the changes taking place in • Helps people to develop a clear understanding • Coaches and counsels people to develop a clear
the organization of what they will need to do differently, as a understanding and acceptance of what they will need
result of changes in the organization to do differently, as a result of changes in the
• Believes in various change management organization
activities (e.g., communications, education, • Implements or supports various change
team development. coaching) management activities (e.g., communications, • Implements or supports various change management
education, team development. coaching) activities (e.g., communications, education, team
• Accepts the need for structures and processes development. coaching); helps people to successfully
to plan and manage the orderly • Establishes or supports structures and accept and adapt to change
implementation of change processes to plan and manage the orderly
implementation of change • Establishes or supports structures and processes to
• Encourages individuals and groups to stay plan and manage the orderly implementation of
positive during significant change • Helps individuals and groups manage the change; effective and efficient at implementing
anxiety associated with significant change change initiatives
• Participates in groups or teams through the
problem solving and creative thinking • Facilitates groups or teams through the • Coaches and counsels individuals and groups manage
processes leading to the development and problem solving and creative thinking the anxiety associated with significant change
implementation of new approaches, systems, processes leading to the development and
structures and methods implementation of new approaches, systems, • Extremely proficient at facilitating groups or teams
structures and methods through the problem solving and creative thinking
processes leading to the development and
implementation of practical, cost effective new
approaches, systems, structures and methods
9

Supervisor/ • Works to produce innovative solutions • Works cooperatively with others to produce • Works cooperatively with others to produce
innovative solutions innovative, practical, and cost effective solutions
Manager • Accepts the need to set new business
directions, partnerships, policies or • Takes the lead or supports the setting new • Takes the lead or supports the setting new business
procedures business directions, partnerships, policies or directions, partnerships, policies or procedures that
procedures produce effective results
• Believes in the need to influence the future
direction of an organizational unit or the • Seizes opportunities to influence the future • Seizes opportunities to influence the future direction
overall business direction of an organizational unit or the of an organizational unit or the overall business
overall business resulting in positive outcomes
• Encourages people to have a clear
understanding of the changes taking place in • Helps people to develop a clear understanding • Coaches and counsels people to develop a clear
the organization of what they will need to do differently, as a understanding and acceptance of what they will need
result of changes in the organization to do differently, as a result of changes in the
• Believes in various change management organization
activities (e.g., communications, education, • Sponsors, implements or supports various
team development. coaching) change management activities (e.g., • Sponsors, implements or supports various change
communications, education, team management activities (e.g., communications,
• Accepts the need for structures and processes development. coaching) education, team development. coaching); helps
to plan and manage the orderly people to successfully accept and adapt to change
implementation of change • Establishes or supports structures and
processes to plan and manage the orderly • Establishes or supports structures and processes to
• Encourages individuals and groups to stay implementation of change plan and manage the orderly implementation of
positive during significant change change; effective and efficient at implementing
• Helps individuals and groups manage the change initiatives
• Participates in groups or teams through the anxiety associated with significant change
problem solving and creative thinking • Coaches and counsels individuals and groups manage
processes leading to the development and • Facilitates groups or teams through the the anxiety associated with significant change
implementation of new approaches, systems, problem solving and creative thinking
structures and methods processes leading to the development and • Extremely proficient at facilitating groups or teams
implementation of new approaches, systems, through the problem solving and creative thinking
structures and methods processes; develops and implements practical, cost
effective new approaches, systems, structures and
methods
10

Director/ • Works cooperatively with others to produce • Works cooperatively with others to produce • Creates a culture in the organization to work
innovative solutions innovative, practical, and cost effective cooperatively with others to produce innovative,
Executive solutions practical, and cost effective solutions
• Takes the lead or supports the setting new
business directions, partnerships, policies or • Takes the lead or supports the setting new • Champions the need to take the lead or support the
procedures business directions, partnerships, policies or setting new business directions, partnerships, policies
procedures that produce effective results or procedures that produce effective results
• Seizes opportunities to influence the future
direction of an organizational unit or the • Seizes opportunities to influence the future • Is a role model for seizing opportunities to influence
overall business direction of an organizational unit or the the future direction of an organizational unit or the
overall business resulting in positive outcomes overall business resulting in positive outcomes
• Helps people to develop a clear
understanding of what they will need to do • Coaches and counsels people to develop a • Helps other leaders to coach and counsel people to
differently, as a result of changes in the clear understanding and acceptance of what develop a clear understanding and acceptance of
organization they will need to do differently, as a result of what they will need to do differently, as a result of
changes in the organization changes in the organization
• Sponsors, implements or supports various
change management activities (e.g., • Sponsors, implements or supports various • Encourages and coaches other leaders to sponsor,
communications, education, team change management activities (e.g., implement or support various change management
development. coaching) communications, education, team activities (e.g., communications, education, team
development. coaching); helps people to development. coaching); helps people to successfully
• Establishes or supports structures and successfully accept and adapt to change accept and adapt to change
processes to plan and manage the orderly
implementation of change • Establishes or supports structures and • Has a long track record of establishing or supporting
processes to plan and manage the orderly structures and processes to plan and manage the
• Helps individuals and groups manage the implementation of change; effective and orderly implementation of change; effective and
anxiety associated with significant change efficient at implementing change initiatives efficient at implementing change initiatives
• Facilitates groups or teams through the • Coaches and counsels individuals and groups • Helps other leaders to coach and counsel individuals
problem solving and creative thinking manage the anxiety associated with significant and groups manage the anxiety associated with
processes leading to the development and change significant change
implementation of new approaches, systems,
structures and methods • Extremely proficient at facilitating groups or • Is well known in the organization for coaching others
teams through the problem solving and to be extremely proficient at facilitating groups or
creative thinking processes; develops and teams through the problem solving and creative
implements practical, cost effective new thinking processes; helps others develop and
approaches, systems, structures and methods implement practical, cost effective new approaches,
systems, structures and methods
11
6 - Developing Others - Willingness to delegate responsibility and to work with others and coach them to develop their capabilities.

Professional/ • Provides general feedback to others • Provides helpful, behaviorally specific • Provides helpful, behaviorally specific feedback and
feedback to others suggestions to others; ensures they do not feel
Specialist • Offers some information, advice, or inferior or insulted
suggestions when asked • Shares information, advice, and suggestions to
help others be more successful; provides • Proactively shares specific information, advice, and
• Understands the importance of developing effective coaching suggestions to help others be more successful;
others effectively coaches by sharing valuable insight and
• Recognizes and reinforces people’s knowledge
• Encourages others development efforts and improvements
• Recognizes and reinforces the developmental efforts
• Expresses confidence in others’ ability to be others and celebrates their improvements
successful
• Motivates others by expressing confidence in their
ability to be successful

Supervisor/ • Provides general feedback to others • Provides helpful, behaviorally specific • Uses regularly scheduled feedback sessions with
feedback to others others to provide helpful, behaviorally specific
Manager • Offers some information, advice, and feedback and suggestions in a way that preserves
suggestions when asked • Shares information, advice, and suggestions to and enhances self-esteem
help others to be more successful; provides
• Delegates to get routine tasks accomplished effective coaching • Proactively shares specific information, advice, and
• Reviews development progress with suggestions to help others be more successful;
• Gives people assignments that will help effectively coaches by sharing valuable insight and
employees as time permits develop their abilities knowledge to help others develop their capabilities
• Tracks people’s development efforts • Regularly meets with employees to review • Delegates challenging assignments to people that
• Wants others to be successful their development progress will specifically help them develop their abilities
• Tracks, recognizes and reinforces people’s • Regularly meets with employees to review their
development efforts and improvements development plans, progress, and provide coaching
• Expresses confidence in others’ ability to be • Tracks, recognizes and reinforces the developmental
successful efforts; motivates them to develop their capabilities,
and celebrates their improvements
• Expresses confidence in a way that makes others
believe in their ability to be successful

12
6 - Developing Others - Willingness to delegate responsibility and to work with others and coach them to develop their capabilities.

Director/ • Provides helpful, behaviorally specific • Uses regularly scheduled feedback sessions • Creates a culture where helpful, behaviorally
feedback to others with others to provide helpful, behaviorally specific feedback for growth and development
Executive specific feedback and suggestions in a way that is valued and recognized; making the
• Shares information, advice, and suggestions preserves and enhances self-esteem organization more successful
to help others to be more successful; provides
effective coaching • Proactively shares specific information, advice, • Develops, coaches, and mentors, other
and suggestions to help others be more leaders with detailed information, advice, and
• Gives people assignments that will help successful; effectively coaches by sharing suggestions that make them more successful
develop their abilities valuable insight and knowledge to help others
develop their capabilities • Creates challenging roles, responsibilities and
• Regularly meets with employees to review developmental assignments that enhance the
their development progress • Delegates challenging assignments to people capabilities of others
• Tracks, recognizes and reinforces people’s that will specifically help them develop their
abilities • Creates a culture that continually reviews
development efforts and improvements developmental plans and progress;
• Expresses confidence in others’ ability to be • Regularly meets with employees to review encourages, supports, and coaches other
successful their development plans, progress, and leaders to do the same
provide coaching
• Keeps the organization focused on tracking,
• Tracks, recognizes and reinforces the recognizing and reinforcing the developmental
developmental efforts; motivates them to efforts; motivates others to develop their
develop their capabilities, and celebrates their capabilities, and celebrates their
improvements improvements
• Expresses confidence in a way that makes • Champions the need in the organization to
others believe in their ability to be successful regularly express confidence in others and
make them believe in their ability to be
successful

13
7 - Managing Performance - Taking responsibility for one’s own or one’s employees’ performance, by setting clear goals and expectations,
tracking progress against the goals, ensuring feedback, and addressing performance problems and issues
promptly.

Professional/ • With his/her manager, sets goals that are • With his/her manager, sets specific, • With his/her manager, sets specific,
realistic but challenging measurable goals that are realistic but measurable goals that are realistic but
Specialist challenging, with dates for accomplishment challenging, with key milestones and dates for
• With his/her manager, clarifies general accomplishment
expectations • With his/her manager, clarifies expectations
about what will be done and how • With his/her manager, clarifies expectations
• Obtains the information, resources, and about what will be done, how, and when
training needed to accomplish his/her work • Enlists his/her manager’s support in obtaining
effectively the information, resources, and training • Enlists his/her manager’s direction and
needed to accomplish his/her work effectively support in obtaining the information,
• Is reluctant to notify his/her manager about resources, and training needed to accomplish
any problems that affect his/her ability to • Promptly notifies his/her manager about any his/her work effectively; keeps manager
accomplish planned goals problems that affect his/her ability to informed of their value and effectiveness
accomplish planned goals
• Occasionally seeks performance feedback • Promptly notifies his/her manager about any
from his/her manager • Seeks performance feedback from his/her problems that affect his/her ability to
manager and from others with whom he/she accomplish planned goals; suggests actions to
• Prepares a personal development plan with interacts on the job
general goals deal with problems
• Prepares a personal development plan with • Regularly seeks specific performance feedback
• Seeks to develop skills needed for specific goals and a timeline for their
effectiveness in current job from his/her manager and from others with
accomplishment whom he/she interacts on the job
• Takes significant action to develop skills • Prepares a personal development plan with
needed for effectiveness in current or future specific goals and a timeline for their
job accomplishment; obtains input and feedback
from manager
• Takes significant action to develop skills
needed for effectiveness in current or future
job; obtains input, coaching, and feedback
from manager
14
promptly.

Supervisor/ • Ensures that employees have goals • Ensures that employees have clear goals and • Ensures that employees have clear and
responsibilities measurable goals and responsibilities;
Manager • Sets and communicates performance employees know what is expected of them
standards • Works with employees to set and
communicate performance standards that are • Works with employees to set and
• Encourages employees in their efforts to specific and measurable communicate performance standards that are
achieve job goals specific and measurable; employees clearly
• Supports employees in their efforts to achieve understand how their performance will be will
• Strives to stay informed about employees’ job goals (e.g., by providing resources,
programs and performance through formal be measured
removing obstacles, acting as a buffer)
methods (e.g., status reports) • Coaches employees and supports them in
• Keeps informed about employees’ programs their efforts to achieve job goals (e.g., by
• Provides performance feedback, as soon as and performance through both formal
possible after an event providing resources, removing obstacles,
methods (e.g., status reports) and informal acting as a buffer); helps them achieve goals
• Deals with performance problems; lets people methods (e.g., management by walking
know what is expected of them around) • Regularly tracks progress of employees’
programs and performance through both
• Provides specific performance feedback, both formal methods (e.g., status reports) and
positive and corrective, as soon as possible informal methods (e.g., management by
after an event walking around); anticipates and deals with
• Deals firmly and promptly with performance issues in a proactive manner
problems; lets people know what is expected • Provides specific performance feedback, both
of them and when positive and corrective, as soon as possible
after an event; improves employee
performance
• Anticipates and deals firmly and promptly with
performance problems; lets people know
specifically what is the current versus
expected level of performance
15
promptly.

Director/ • Ensures that employees have clear goals and • Ensures that employees have clear and • Champions the need in the organization to
responsibilities measurable goals and responsibilities; ensure that all employees have clear and
Executive employees know what is expected of them measurable goals and responsibilities; works
• Works with employees to set and to ensure all employees know what is
communicate performance standards that are • Works with employees to set and expected of them
specific and measurable communicate performance standards that are
specific and measurable; employees clearly • Demonstrates a passion for working with
• Supports employees in their efforts to achieve understand how their performance will be will employees to set and communicate
job goals (e.g., by providing resources, be measured performance standards that are specific and
removing obstacles, acting as a buffer) measurable; ensures employees clearly
• Coaches employees and supports them in their understand how their performance will be will
• Keeps informed about employees’ programs efforts to achieve job goals (e.g., by providing
and performance through both formal be measured
resources, removing obstacles, acting as a
methods (e.g., status reports) and informal buffer); helps them achieve goals • Helps other leaders to coach employees and
methods (e.g., management by walking supports them in their efforts to achieve job
around) • Regularly tracks progress of employees’ goals (e.g., by providing resources, removing
programs and performance through both obstacles, acting as a buffer); helps them
• Provides specific performance feedback, both formal methods and informal methods;
positive and corrective, as soon as possible achieve goals
anticipates and deals with issues in a proactive
after an event manner • Creates a culture that regularly tracks progress
• Deals firmly and promptly with performance of employees’ programs and performance
• Provides specific performance feedback, both through both formal methods and informal
problems; lets people know what is expected positive and corrective, as soon as possible
of them and when methods; anticipates and deals with issues in a
after an event; improves employee proactive manner
performance
• Drives self/organization to provide specific
• Anticipates and deals firmly and promptly with performance feedback, both positive and
performance problems; lets people know corrective, as soon as possible after an event;
specifically what is the current versus expected coaches other leaders on how to improve
level of performance employee performance
• Is well known in the organization for
anticipating and dealing firmly and promptly
with performance problems; lets people know
specifically what is the current versus
expected level of performance
16
8 - Fostering Diversity - Working effectively with all races, nationalities, cultures, disabilities, ages and sexes. Promoting equal and fair treatment
and opportunity for all.

Professional/ • Seeks information from others who have • Proactively seeks information from others who • Proactively obtains and uses information from others
different personalities, backgrounds, and have different personalities, backgrounds, and who have different personalities, backgrounds, and
Specialist styles styles; includes them in decision-making and styles; effectively includes them in decision-making
problem solving and problem solving
• Interacts with others who have a diversity
of cultural and demographic backgrounds • Communicates and cooperates with others • Communicates, cooperates, and works extremely well
who have a diversity of cultural and with others who have a diversity of cultural and
• Tries to make it easy for others to feel demographic backgrounds demographic backgrounds
valuable regardless of diversity in
personality, culture, or background • Makes it easy for others to feel valuable • Very skillful at making it easy for others to feel
regardless of diversity in personality, culture, valuable regardless of diversity in personality, culture,
• Attempts to Include in conversations or background or background
people with diverse cultural backgrounds
• Includes in conversations people with diverse • Always Includes in conversations people with diverse
• Does some recruiting or orienting cultural backgrounds, and invites them to be cultural backgrounds, and invites them to be part of
employees with a diversity of cultural and part of informal work-related activities, such as informal work-related activities, such as going to lunch
demographic backgrounds strives going to lunch or attending company social or attending company social events; make everyone a
events valued member of the group
• Helps recruit and orient employees with a • Actively involved in recruiting and orienting
diversity of cultural and demographic employees with a diversity of cultural and
backgrounds demographic backgrounds

Supervisor/ • Seeks information from others who have • Proactively seeks information from others who • Proactively obtains and uses information from others
different personalities, backgrounds, and have different personalities, backgrounds, and who have different personalities, backgrounds, and
Manager styles styles; includes them in decision-making and styles; effectively includes them in decision-making
problem solving and problem solving
• Interacts with others who have a diversity
of cultural and demographic backgrounds • Communicates and cooperates with others • Communicates, cooperates, and works extremely well
who have a diversity of cultural and with others who have a diversity of cultural and
• Tries to make it easy for others to feel demographic backgrounds demographic backgrounds
valuable regardless of diversity in
personality, culture, or background • Makes it easy for others to feel valuable • Very skillful at making it easy for others to feel
regardless of diversity in personality, culture, valuable regardless of diversity in personality, culture,
• Attempts to Include in conversations or background or background
people with diverse cultural backgrounds
• Includes in conversations people with diverse • Always includes in conversations people with diverse
• Attempts to hire and develop people with cultural backgrounds, and invites them to be cultural backgrounds, and invites them to be part of
a diversity of cultural and demographic part of informal work-related activities, such as informal work-related activities, such as going to lunch
backgrounds going to lunch or attending company social or attending company social events; makes everyone
events feel like they are a valued member of the group
• Hires and develops people with a diversity of • Regularly hires and develops people with a diversity of
cultural and demographic backgrounds cultural and demographic backgrounds
17
8 - Fostering Diversity - Working effectively with all races, nationalities, cultures, disabilities, ages and sexes. Promoting equal and fair treatment
and opportunity for all.

Director/ • Proactively seeks information from others • Proactively obtains and uses information from • Creates an environment that proactively obtains and
who have different personalities, others who have different personalities, uses information from others who have different
Executive backgrounds, and styles; includes them in backgrounds, and styles; effectively includes personalities, backgrounds, and styles; effectively
decision-making and problem solving them in decision-making and problem solving includes them in decision-making and problem solving
• Communicates and cooperates with • Communicates, cooperates, and works • Supports and coaches others to communicate,
others who have a diversity of cultural and extremely well with others who have a cooperate, and work extremely well with others who
demographic backgrounds diversity of cultural and demographic have a diversity of cultural and demographic
backgrounds backgrounds
• Makes it easy for others to feel valuable
regardless of diversity in personality, • Very skillful at making it easy for others to feel • Is well known in the organization for being very skillful
culture, or background valuable regardless of diversity in personality, at making it easy for others to feel valuable regardless
culture, or background of diversity in personality, culture, or background
• Includes in conversations people with
diverse cultural backgrounds, and invites • Always Includes in conversations people with • Is well known in the organization for always Including
them to be part of informal work-related diverse cultural backgrounds, and invites them in conversations people with diverse cultural
activities, such as going to lunch or to be part of informal work-related activities, backgrounds, and ensuring they are part of informal
attending company social events such as going to lunch or attending company work-related activities, such as going to lunch or
social events; makes everyone feel like they attending company social events; makes everyone feel
• Hires and develops people with a diversity are a valued member of the group like they are a valued member of the group
of cultural and demographic backgrounds
• Regularly hires and develops people with a • Has a history of regularly hiring and developing people
diversity of cultural and demographic with a diversity of cultural and demographic
backgrounds backgrounds
18
9 - Attention to Communication - Ensuring that information is passed on to others who should be kept informed.

Professional/ • Keeps only key individuals involved in a • Ensures that others involved in a project or • Ensures everyone involved in a project or effort are
project or effort informed effort are kept informed about developments kept informed on a regular basis about any
Specialist and plans developments and plans
• Ensures that most information from his/her
management is shared with others • Ensures that important information from • Is careful to ensure that every piece of important
his/her management is shared with others as information from his/her management is shared with
• Shares information with others who ask for it appropriate in his/her organizational unit others on a timely basis as appropriate in his/her
• Uses only one channel or means to organizational unit
• Shares ideas and information with others who
communicate important messages (e.g., might find them useful • Shares all ideas and information with others on a
memos, newsletters, meetings, electronic timely basis who request or might find them useful
mail) • Uses multiple channels or means to
communicate important messages (e.g., • Uses multiple channels or means to communicate
• Tries to keep his/her manager informed about memos, newsletters, meetings, electronic important messages, but always ensures most
progress and problems mail) appropriate one is used for the situation (e.g.,
• Ensures that information is distributed memos, newsletters, meetings, electronic mail)
• Keeps his/her manager informed about
progress and problems; avoids surprises • Proactive in keeping his/her manager informed on a
regular basis about progress and problems; avoids
• Ensures that regular, consistent surprises
communication takes place
• Ensures that regular, consistent, and effective

Supervisor/ • Keeps only key individuals involved in a • Ensures that others involved in a project or • Ensures everyone involved in a project or effort are
project or effort informed effort are kept informed about developments kept informed on a regular basis about any
Manager and plans developments and plans
• Ensures that most information from his/her
management is shared with direct reports • Ensures that important information from • Is careful to ensure that every piece of important
his/her management is shared with direct information from his/her management is shared with
• Shares information with others who ask for it reports and others as appropriate in his/her direct reports and others on a timely basis as
• Uses only one channel or means to organizational unit appropriate in his/her organizational unit
communicate important messages (e.g., • Shares ideas and information with others who • Shares all ideas and information on a timely basis
memos, newsletters, meetings, electronic might find them useful with others who request or might find them useful
mail)
• Uses multiple channels or means to • Uses multiple channels or means to communicate
• Tries to keep his/her manager informed about communicate important messages (e.g., important messages, but always ensures most
progress and problems memos, newsletters, meetings, electronic appropriate one is used for the situation (e.g.,
• Ensures that information is distributed mail) memos, newsletters, meetings, electronic mail)
• Keeps his/her manager informed about • Proactive in keeping his/her manager informed on a
progress and problems; avoids surprises regular basis about progress and problems; avoids
surprises
• Ensures that regular, consistent
communication takes place • Ensures that regular, consistent, and effective
©2012, Workitect, Inc. 19

9 - Attention to Communication - Ensuring that information is passed on to others who should be kept informed.

Director/ • Ensures that others involved in a project or • Ensures everyone involved in a project or • Keeps the organization focused on consistently
effort are kept informed about developments effort are kept informed on a regular basis ensuring everyone involved in a project or effort are
Executive and plans about any developments and plans kept informed about any developments and plans
• Ensures that important information from • Is careful to ensure that every piece of • Is a role model for being careful to ensure that every
his/her management is shared with direct important information from his/her piece of important information from his/her
reports and others as appropriate in his/her management is shared with direct reports and management is shared with direct reports and others
organizational unit others on a timely basis as appropriate in on a timely basis as appropriate in his/her
his/her organizational unit organizational unit
• Shares ideas and information with others who
might find them useful • Shares all ideas and information on a timely • Leads by example by consistently sharing all ideas and
basis with others who request or might find information on a timely basis with others who request
• Uses multiple channels or means to them useful or might find them useful
communicate important messages (e.g.,
memos, newsletters, meetings, electronic • Uses multiple channels or means to • Encourages other leaders and promotes the effective
mail) communicate important messages, but always use of the most appropriate channels or means to
ensures most appropriate one is used for the communicate important messages (e.g., memos,
• Keeps his/her superior informed about situation (e.g., memos, newsletters, meetings, newsletters, meetings, electronic mail)
progress and problems; avoids surprises electronic mail)
• Coaches others to consistently keeps his/her
• Ensures that regular, consistent • Proactive in keeping his/her superior informed superiors informed about progress and problems;
communication takes place on a regular basis about progress and avoids surprises
problems; avoids surprises
• Helps the organization to ensure that regular,
• Ensures that regular, consistent, and effective consistent, and effective communication takes place
©2012, Workitect, Inc. 20

10 - Oral Communication - Expressing oneself clearly in conversations and interactions with others.

• Speaks in a way that is usually understood • Speaks clearly and can be easily understood • Speaks in an extremely clear manner and is very
Professional/ • Does not always tailor the content of speech • Tailors the content of speech to the level and easy to understand
Specialist to the level or experience of the audience experience of the audience • Tailors the content of speech to the level and
• At times, does not use appropriate grammar • Uses appropriate grammar and choice of experience of the audience in such a way that it
or choice of words in oral speech words in oral speech improves understanding
• Ideas are not always clearly organized or • Organizes and expresses ideas clearly and • Consistently uses appropriate grammar and choice
expressed in a concise manner in oral speech concisely in oral speech of words in oral speech
• Does not always maintain eye contact when • Maintains eye contact when speaking with • Ideas are always organized and expressed in a clear
speaking with others others and concise manner in oral speech
• Does not always verify understanding to • Summarizes or paraphrases his/her • Maintains eye contact with an individual or group in
prevent miscommunication understanding of what others have said, to such a way that it engages the individual/group
verify understanding and prevent • Summarizes or paraphrases his/her understanding
miscommunication of what others have said to accurately clarify and
confirm understanding; frequently prevents
miscommunication from occurring
• Speaks in a way that is usually understood • Speaks clearly and can be easily understood • Speaks in an extremely clear manner and is very
Supervisor/ • Does not always tailor the content of speech • Tailors the content of speech to the level and easy to understand
Manager to the level or experience of the audience experience of the audience • Tailors the content of speech to the level and
• At times, does not use appropriate grammar • Uses appropriate grammar and choice of experience of the audience in such a way that it
or choice of words in oral speech words in oral speech improves understanding
• Ideas are not always clearly organized or • Organizes and expresses ideas clearly and • Consistently uses appropriate grammar and choice
expressed in a concise manner in oral speech concisely in oral speech of words in oral speech
• Does not always maintain eye contact when • Maintains eye contact when speaking with • Ideas are always organized and expressed in a clear
speaking with others others and concise manner in oral speech
• Does not always verify understanding to • Summarizes or paraphrases his/her • Maintains eye contact with an individual or group in
prevent miscommunication understanding of what others have said, to such a way that it engages the individual/group
21
10 - Oral Communication - Expressing oneself clearly in conversations and interactions with others.

Director/ • Speaks in a way that is usually understood • Speaks clearly and can be easily understood • Speaks in an extremely clear manner and is very
easy to understand
Executive • Does not always tailor the content of speech • Tailors the content of speech to the level and
to the level or experience of the audience experience of the audience • Tailors the content of speech to the level and
experience of the audience in such a way that it
• At times, does not use appropriate grammar • Uses appropriate grammar and choice of improves understanding
or choice of words in oral speech words in oral speech
• Consistently uses appropriate grammar and choice
• Ideas are not always clearly organized or • Organizes and expresses ideas clearly and of words in oral speech
expressed in a concise manner in oral speech concisely in oral speech
• Ideas are always organized and expressed in a clear
• Does not always maintain eye contact when • Maintains eye contact when speaking with and concise manner in oral speech
speaking with others others
• Maintains eye contact with an individual or group in
• Does not always verify understanding to • Summarizes or paraphrases his/her such a way that it engages the individual/group
prevent miscommunication understanding of what others have said, to
22
11 - Written Communication - Expressing oneself clearly in business writing.

Professional/ • Does not always express ideas in a clear and • Expresses ideas clearly and concisely in writing • Expresses ideas in a very clear, concise, and
concise manner in writing effective manner in writing
Specialist • Organizes written ideas clearly and signals the
• Written ideas are not always clear and organization to the reader (e.g., through an • Organizes written ideas in a very clear fashion
organization may not be distinct introductory paragraph or through use of and coveys the organization to the reader in an
headings) effective way (e.g., through an introductory
• Uses one style of written communications to all paragraph or through use of headings)
audiences • Tailors written communications to effectively
reach an audience • Always tailors written communications in such a
• Uses graphics or other aids way that it effectively communicates the
• Uses graphics and other aids to clarify complex intended message
• Sometimes misspells words or technical information
• At times, writes using vague, non-specific • Uses graphics and other aids to clarify, simplify,
• Spells correctly and help the audience better understand
language
• Writes using concrete, specific language complex or technical information
• Sometimes uses punctuation incorrectly
• Uses punctuation correctly • Always spells correctly
• Is not always grammatically correct
• Writes grammatically • Writes using clear, concrete, and specific
• Does not always use an appropriate business language that improves understanding
writing style • Uses an appropriate business writing style
• Uses punctuation correctly and in such a way
that it conveys the true meaning of what is
being communicated
• Writes in a grammatically correct fashion that
improves understanding
• Uses an appropriate business writing style that
conveys professionalism and expertise
23

Supervisor/ • Does not always express ideas in a clear and • Expresses ideas clearly and concisely in writing • Expresses ideas in a very clear, concise, and
Manager • Organizes written ideas clearly and signals the
reach an audience • Always tailors written communications in such
• Uses graphics or other aids a way that it effectively communicates the
language
being communicated
24

Director/ • Does not always express ideas in a clear and • Expresses ideas clearly and concisely in writing • Expresses ideas in a very clear, concise, and
Executive • Organizes written ideas clearly and signals the
reach an audience • Always tailors written communications in such
• Uses graphics or other aids a way that it effectively communicates the
language
being communicated
25
12 - Persuasive Communication - The ability to plan and deliver oral and written communications that are impactful and persuasive with
their intended audiences.

Professional/ • Presents information or data that • Identifies and presents information or data • Identifies and clearly presents specific
communicates to others that will have a strong effect on others information or data in such a way that it will
Specialist have a strong effect on others
• Uses language and examples that may not • Selects language and examples tailored to the
always be tailored to the level and experience level and experience of the audience • Skillfully selects language and specific
of the audience examples tailored to the level and experience
• Selects stories, analogies, or examples to of the audience that improves understanding
• Uses stories, analogies, or examples illustrate a point
• Tailors specific stories, analogies, or examples
• Uses graphics or slides that display • Creates graphics or slides that display to effectively illustrate a point
information information clearly and with high impact
• Creates graphics or slides that display
• Presents an argument in support of a position • Presents several different arguments in information clearly, aid in understanding, and
support of a position have high impact
• Efficiently presents several different
arguments in clear support of a position that
have a strong effect

Supervisor/ • Presents information or data that • Identifies and presents information or data • Identifies and clearly presents specific
Manager have a strong effect on others
26
12 - Persuasive Communication - The ability to plan and deliver oral and written communications that are impactful and persuasive with
their intended audiences.

Director/ • Presents information or data that • Identifies and presents information or data • Identifies and clearly presents specific
Executive have a strong effect on others
27
13 - Interpersonal Effectiveness - The ability to notice, interpret, and anticipate others’ concerns and feelings, and to communicate this
empathetically to others.

• Knows the interests of others • Understands the interests and important • Understands and addresses the personal and
Professional/ • Notices what others are feeling, concerns of others professional interests and important concerns
Specialist • Identifies how others will react to a situation • Notices and accurately interprets what others of others
• Hears people’s ideas and concerns are feeling, based on their choice of words, • Notices, accurately interprets, and takes into
• Does not always understand both the tone of voice, expressions, and other account what others are feeling, based on
strengths and weaknesses of others nonverbal behavior their choice of words, tone of voice,
• Understands the unspoken meaning in most • Anticipates how others will react to a situation expressions, and other nonverbal behavior
situations • Listens attentively to people’s ideas and • Accurately predicts how others will react to a
• Says or does things that at times address concerns situation and plans ahead to deal with their
others’ concerns • Understands both the strengths and reaction
• Does not always find non-threatening ways to weaknesses of others • Listens attentively and clearly understands
approach others about sensitive issues • Understands the unspoken meaning in a people’s ideas and concerns
• Tries to makes others feel comfortable situation • Clearly understands both the strengths and
• Says or does things to address others’ weaknesses of others
concerns • Clearly perceives and comprehends the
• Finds non-threatening ways to approach underlying and unspoken meaning in a
others about sensitive issues situation
• Makes others feel comfortable by responding • Says or does things to constructively address
in ways that convey interest in what they have others’ concerns
to say • Finds positive and non-threatening ways to
effectively approach others about sensitive
issues
• Makes others feel very comfortable and
relaxed by responding in ways that convey a
personal interest in what they have to say
28

Supervisor/ • Notices what others are feeling, concerns of others professional interests and important concerns
Manager • Identifies how others will react to a situation • Notices and accurately interprets what others of others
issues
29

Director/ • Notices what others are feeling, concerns of others professional interests and important concerns
Executive • Identifies how others will react to a situation • Notices and accurately interprets what others of others
issues
30
14 - Influencing Others - The ability to gain others’ support for ideas, proposals, projects, and solutions.

• Presents arguments that address some • Presents arguments that address others’ most • Presents compelling arguments that address others’ most
Professional/ of the concerns and issues of others important concerns and issues and looks for important concerns and issues and creates win-win
Specialist • Does not always involve others in a win-win solutions solutions
process or decision • Involves others in a process or decision, to • Skillfully involves others in a process or decision, to
• Is reluctant to offer trade-offs or ensure their support ensure their commitment and support
exchanges, to gain commitment • Offers trade-offs or exchanges, to gain • Is creative at offering trade-offs or exchanges, to gain
• Identifies and proposes solutions that commitment commitment and support
benefit certain parties involved in a • Identifies and proposes solutions that benefit all • Identifies and proposes creative and innovative solutions
situation parties involved in a situation that benefit all parties involved in a situation
• Does not usually enlist experts, third • Enlists experts or third parties to influence • Enlists experts or third parties to effectively influence
parties, or develop other indirect others; develops other indirect strategies to others in a particular direction; creatively develops other
strategies to influence others influence others indirect strategies to influence others to gain support
• Is reluctant to escalate critical issues to • Knows when to escalate critical issues to own or • Skillfully knows when and how to escalate critical issues to
own or others’ management others’ management, if own efforts to enlist own or others’ management, if own efforts to enlist
• Does not always structure situations support have not succeeded support have not succeeded
(e.g., the setting, persons present, • Structures situations (e.g., the setting, persons • Plans and manages specific situations (e.g., the setting,
sequence of events) to create a desired present, sequence of events) to create a desired persons present, sequence of events) to create a desired
impact or to maximize the chances of a impact and to maximize the chances of a impact and to maximize the chances of a favorable
favorable outcome favorable outcome outcome
• Works to make an impression on • Works to make a particular impression on • Works to make a particular impression on others that
others others gains support for ideas, proposals, projects, and solutions
• Focuses influence efforts at a perceived • Identifies and targets influence efforts at the • Proactively identifies and successfully targets influence
decision makers real decision makers and those who can efforts at the key decision makers and those who can
• Recognizes others who can provide influence them positively influence them
information, intelligence, career • Seeks out and builds relationships with others • Seeks out, builds relationships with, and effectively
support, potential business, and other who can provide information, intelligence, influences others who can provide information,
forms of help career support, potential business, and other intelligence, career support, potential business, and other
• Takes an interest in others forms of help forms of help
• Recognizes the implications of events • Takes a personal interest in others (e.g., by • Takes a sincere, personal interest in others (e.g., by asking
or decisions for various stakeholders in asking about their concerns, interests, family, about their concerns, interests, family, friends, hobbies),
the organization friends, hobbies), to develop relationships to develop relationships that gain support for ideas,
• Accurately anticipates the implications of events proposals, projects, and solutions
or decisions for various stakeholders in the • Accurately anticipates well in advance of others the
organization and plans strategy accordingly implications of events or decisions for various key
stakeholders in the organization; plans and implements a
strategy accordingly

31

• Presents arguments that address • Presents arguments that address others’ most • Presents compelling arguments that address others’ most
Supervisor some of the concerns and issues of important concerns and issues and looks for win- important concerns and issues and creates win-win
/ Manager others win solutions solutions
• Does not always involve others in a • Involves others in a process or decision, to • Skillfully involves others in a process or decision, to ensure
process or decision ensure their support their commitment and support
• Is reluctant to offer trade-offs or • Offers trade-offs or exchanges, to gain • Is creative at offering trade-offs or exchanges, to gain
exchanges, to gain commitment commitment commitment and support
• Identifies and proposes solutions that • Identifies and proposes solutions that benefit all • Identifies and proposes creative and innovative solutions
benefit certain parties involved in a parties involved in a situation that benefit all parties involved in a situation
situation • Enlists experts or third parties to influence • Enlists experts or third parties to effectively influence
• Does not usually enlist experts, third others; develops other indirect strategies to others in a particular direction; creatively develops other
parties, or develop other indirect influence others indirect strategies to influence others to gain support
strategies to influence others • Knows when to escalate critical issues to own or • Skillfully knows when and how to escalate critical issues to
• Is reluctant to escalate critical issues others’ management, if own efforts to enlist own or others’ management, if own efforts to enlist support
to own or others’ management support have not succeeded have not succeeded
• Does not always structure situations • Structures situations (e.g., the setting, persons • Plans and manages specific situations (e.g., the setting,
(e.g., the setting, persons present, present, sequence of events) to create a desired persons present, sequence of events) to create a desired
sequence of events) to create a impact and to maximize the chances of a impact and to maximize the chances of a favorable outcome
desired impact or to maximize the favorable outcome • Works to make a particular impression on others that gains
chances of a favorable outcome • Works to make a particular impression on others support for ideas, proposals, projects, and solutions
• Works to make an impression on • Identifies and targets influence efforts at the real • Proactively identifies and successfully targets influence
others decision makers and those who can influence efforts at the key decision makers and those who can
• Focuses influence efforts at a them positively influence them
perceived decision makers • Seeks out and builds relationships with others • Seeks out, builds relationships with, and effectively
• Recognizes others who can provide who can provide information, intelligence, career influences others who can provide information, intelligence,
information, intelligence, career support, potential business, and other forms of career support, potential business, and other forms of help
support, potential business, and other help • Takes a sincere, personal interest in others (e.g., by asking
forms of help • Takes a personal interest in others (e.g., by about their concerns, interests, family, friends, hobbies), to
• Takes an interest in others asking about their concerns, interests, family, develop relationships that gain support for ideas, proposals,
• Recognizes the implications of events friends, hobbies), to develop relationships projects, and solutions
or decisions for various stakeholders • Accurately anticipates the implications of events • Accurately anticipates well in advance of others the
in the organization or decisions for various stakeholders in the implications of events or decisions for various key
organization and plans strategy accordingly stakeholders in the organization; plans and implements a
strategy accordingly

32

• Presents arguments that address • Presents compelling arguments that address • Coaches others to present compelling arguments that
Director/ others’ most important concerns and others’ most important concerns and issues and address others’ most important concerns and issues and
Executive issues and looks for win-win solutions creates win-win solutions helps them to create win-win solutions
• Involves others in a process or • Skillfully involves others in a process or decision, • Encourages and enables other leaders to skillfully involve
decision, to ensure their support to ensure their commitment and support others in a process or decision, to ensure their
• Offers trade-offs or exchanges, to gain • Is creative at offering trade-offs or exchanges, to commitment and support
commitment gain commitment and support • Is well known for his/her creativity at offering trade-offs
• Identifies and proposes solutions that • Identifies and proposes creative and innovative or exchanges, to gain commitment and support
benefit all parties involved in a solutions that benefit all parties involved in a • Creates an environment that identifies and proposes
situation situation creative and innovative solutions that benefit all parties
• Enlists experts or third parties to • Enlists experts or third parties to effectively involved in a situation
influence others; develops other influence others in a particular direction; • Drives self/organization to enlist experts or third parties
indirect strategies to influence others creatively develops other indirect strategies to to effectively influence others in a particular direction; has
• Knows when to escalate critical issues influence others to gain support a long history of creatively developing other indirect
to own or others’ management, if own • Skillfully knows when and how to escalate critical strategies to influence others to gain support
efforts to enlist support have not issues to own or others’ management, if own • Is well known for skillfully knowing when and how to
succeeded efforts to enlist support have not succeeded escalate critical issues to own or others’ management, if
• Structures situations (e.g., the setting, • Plans and manages specific situations (e.g., the own efforts to enlist support have not succeeded
persons present, sequence of events) setting, persons present, sequence of events) to • Is a role model for planning and managing specific
to create a desired impact and to create a desired impact and to maximize the situations (e.g., the setting, persons present, sequence of
maximize the chances of a favorable chances of a favorable outcome events) to create a desired impact and to maximize the
outcome • Works to make a particular impression on others chances of a favorable outcome
• Works to make a particular impression that gains support for ideas, proposals, projects, • Always makes a particular impression on others that gains
on others and solutions support for ideas, proposals, projects, and solutions
• Identifies and targets influence efforts • Proactively identifies and successfully targets • Always is proactive at identifying and successfully
at the real decision makers and those influence efforts at the key decision makers and targeting influence efforts at the key decision makers and
who can influence them those who can positively influence them those who can positively influence them
• Seeks out and builds relationships with • Seeks out, builds relationships with, and • Is a role model in the organization for seeking out,
others who can provide information, effectively influences others who can provide building relationships with, and effectively influencing
intelligence, career support, potential information, intelligence, career support, others who can provide information, intelligence, career
business, and other forms of help potential business, and other forms of help support, potential business, and other forms of help
• Takes a personal interest in others • Takes a sincere, personal interest in others (e.g., • Creates a culture that takes a sincere, personal interest in
(e.g., by asking about their concerns, by asking about their concerns, interests, family, others (e.g., by asking about their concerns, interests,
interests, family, friends, hobbies), to friends, hobbies), to develop relationships that family, friends, hobbies), to develop relationships that
develop relationships gain support for ideas, proposals, projects, and gain support for ideas, proposals, projects, and solutions
• Accurately anticipates the implications solutions • Helps other leaders to accurately anticipate, well in
of events or decisions for various • Accurately anticipates well in advance of others advance, the implications of events or decisions for
stakeholders in the organization and the implications of events or decisions for various various key stakeholders in the organization; helps them
plans strategy accordingly key stakeholders in the organization; plans and to plan and implement strategies accordingly
implements a strategy accordingly

33
15 - Building Collaborative Relationships - The ability to develop, maintain, and strengthen partnerships with others inside or outside of the
organization who can provide information, assistance and support.

• Knows general information about the other • Asks about the other person’s personal • Asks about and demonstrates a sincere and
Professional/ people experience, interests, and family genuine concern for the other person’s personal
Specialist • Looks for shared interests, experiences or • Asks questions to identify shared interests, experience, interests, and family
other common ground experiences or other common ground • Asks questions to identify shared interests,
• Shows a general interest in others; listens to • Shows an interest in what others have to say; experiences or other common ground; uses the
their perspectives and ideas acknowledges their perspectives and ideas information gained to develop a close relationship
• Listens to general concerns and perspectives • Recognizes the business concerns and • Shows a honest and genuine interest in what others
of others perspectives of others have to say; clearly values their perspectives and
• Recognizes how others have provided • Expresses gratitude and appreciation to others ideas
information, assistance or support who have provided information, assistance or • Recognizes and clearly appreciates the business
• Attempts to get to know co-workers to look support concerns and perspectives of others
for common ground • Takes time to get to know co-workers, to build • Expresses gratitude and appreciation to others who
• Tries to get to know people whose help may rapport and establish a common bond have provided information, assistance or support;
be needed • Tries to build relationships with people whose gives them a sense of satisfaction about their
• Offers assistance, information and support to assistance, cooperation and support may be contributions
others, whose help may be needed needed • Takes time to get to know and develop a
• Provides assistance, information and support relationship with co-workers, to build rapport and
to others, to build a basis for future reciprocity establish a common bond
• Builds long lasting relationships with people whose
assistance, cooperation and support may be
needed
• Provides valuable and needed assistance,
information and support to others, to build a basis
for future reciprocity; makes others want to build a
partnership
34

• Knows general information about the other • Asks about the other person’s personal • Asks about and demonstrates a sincere and
Supervisor/ people experience, interests, and family genuine concern for the other person’s personal
Manager • Looks for shared interests, experiences or • Asks questions to identify shared interests, experience, interests, and family
other common ground experiences or other common ground • Asks questions to identify shared interests,
• Shows a general interest in others; listens to • Shows an interest in what others have to say; experiences or other common ground; uses the
their perspectives and ideas acknowledges their perspectives and ideas information gained to develop a close relationship
• Listens to general concerns and perspectives • Recognizes the business concerns and • Shows a honest and genuine interest in what others
of others perspectives of others have to say; clearly values their perspectives and
• Recognizes how others have provided • Expresses gratitude and appreciation to others ideas
information, assistance or support who have provided information, assistance or • Recognizes and clearly appreciates the business
• Attempts to get to know co-workers to look support concerns and perspectives of others
for common ground • Takes time to get to know co-workers, to build • Expresses gratitude and appreciation to others who
• Tries to get to know people whose help may rapport and establish a common bond have provided information, assistance or support;
be needed • Tries to build relationships with people whose gives them a sense of satisfaction about their
• Offers assistance, information and support to assistance, cooperation and support may be contributions
others, whose help may be needed needed • Takes time to get to know and develop a
• Provides assistance, information and support relationship with co-workers, to build rapport and
to others, to build a basis for future reciprocity establish a common bond
• Builds long lasting relationships with people whose
assistance, cooperation and support may be
needed
• Provides valuable and needed assistance,
information and support to others, to build a basis
for future reciprocity; makes others want to build a
partnership
35

• Asks about the other person’s personal • Asks about and demonstrates a sincere and • Is well known in the organization for asking about
Director/ experience, interests, and family genuine concern for the other person’s and demonstrating a sincere and genuine concern
Executive • Asks questions to identify shared interests, personal experience, interests, and family for the other person’s personal experience,
experiences or other common ground • Asks questions to identify shared interests, interests, and family
• Shows an interest in what others have to say; experiences or other common ground; uses • Demonstrates a passion for asking questions to
acknowledges their perspectives and ideas the information gained to develop a close identify shared interests, experiences or other
• Recognizes the business concerns and relationship common ground; uses the information gained to
perspectives of others • Shows a honest and genuine interest in what develop a close relationship
• Expresses gratitude and appreciation to others have to say; clearly values their • Supports and coaches others to show a honest and
others who have provided information, perspectives and ideas genuine interest in what others have to say; helps
assistance or support • Recognizes and clearly appreciates the them to clearly value the perspectives and ideas of
• Takes time to get to know co-workers, to business concerns and perspectives of others others
build rapport and establish a common bond • Expresses gratitude and appreciation to others • Creates a culture that recognizes and clearly
• Tries to build relationships with people whose who have provided information, assistance or appreciates the business concerns and perspectives
assistance, cooperation and support may be support; gives them a sense of satisfaction of others
needed about their contributions • Is a role model for expressing gratitude and
• Provides assistance, information and support • Takes time to get to know and develop a appreciation to others who have provided
to others, to build a basis for future relationship with co-workers, to build rapport information, assistance or support; gives others a
reciprocity and establish a common bond sense of satisfaction about their contributions
• Builds long lasting relationships with people • Coaches others to take time to get to know and
whose assistance, cooperation and support develop a relationship with co-workers, to build
may be needed rapport and establish a common bond
• Provides valuable and needed assistance, • Has a long track record for building long lasting
information and support to others, to build a relationships with people whose assistance,
basis for future reciprocity; makes others want cooperation and support may be needed
to build a partnership • Leads by example by regularly providing valuable
and needed assistance, information and support to
others, to build a basis for future reciprocity; makes
others want to build a partnership
36
16 - Diagnostic Information Gathering - Identifying the information needed to clarify a situation, seeking that information from appropriate
sources, and using skillful questioning to draw out the information, when others are reluctant to
disclose it.

• Identifies the general information needed in a • Identifies the specific information needed to • Anticipates the specific information needed to
Professional/ situation or to make a decision clarify a situation or to make a decision; gets clarify a situation or to make a decision;
Specialist • Asks questions to get additional information more complete and accurate information, by proactive in getting more complete and
• Waits for others to tell him/her how they are checking multiple sources accurate information, by checking multiple
doing and hear about any problems they are • Probes skillfully to get at the facts, when sources
encountering others are reluctant to provide full, detailed • Probes skillfully to get at the pertinent facts,
• Questions others to hear their plan of action information when others are extremely reluctant or
• Does not always ask questions to clarify a • Routinely walks around, to see how people are decline to provide full, detailed information
situation doing and to hear about any problems they are • Routinely walks around, to see how people
• Seeks the perspective of most of those encountering are doing and uses skillful questioning to hear
involved in a situation • Questions others to assess whether they have about any problems they are encountering
• Seeks out people to obtain information or thought through a plan of action; determines • Uses probing questions to assess whether
clarify a problem their confidence in solving a problem or others have carefully thought through a plan
tackling a situation of action; accurately determines their
• Asks questions to clarify a situation confidence in solving a problem or tackling a
• Seeks the perspective of everyone involved in situation
a situation • Skillfully questions to clarify and confirm
• Seeks out knowledgeable people to obtain complete understanding of a situation
information or clarify a problem • Seeks and gains insight into the perspective of
everyone involved in a situation
• Seeks out the most knowledgeable people to
obtain information or clarify a problem
37
disclose it.

• Identifies the general information needed in a • Identifies the specific information needed to • Anticipates the specific information needed to
Supervisor/ situation or to make a decision clarify a situation or to make a decision; gets clarify a situation or to make a decision;
Manager • Asks questions to get additional information more complete and accurate information, by proactive in getting more complete and
• Waits for others to tell him/her how they are checking multiple sources accurate information, by checking multiple
doing and hear about any problems they are • Probes skillfully to get at the facts, when sources
encountering others are reluctant to provide full, detailed • Probes skillfully to get at the pertinent facts,
• Questions others to hear their plan of action information when others are extremely reluctant or
• Does not always ask questions to clarify a • Routinely walks around, to see how people are decline to provide full, detailed information
situation doing and to hear about any problems they are • Routinely walks around, to see how people
• Seeks the perspective of most of those encountering are doing and uses skillful questioning to hear
involved in a situation • Questions others to assess whether they have about any problems they are encountering
• Seeks out people to obtain information or thought through a plan of action; determines • Uses probing questions to assess whether
clarify a problem their confidence in solving a problem or others have carefully thought through a plan
tackling a situation of action; accurately determines their
• Asks questions to clarify a situation confidence in solving a problem or tackling a
• Seeks the perspective of everyone involved in situation
a situation • Skillfully questions to clarify and confirm
• Seeks out knowledgeable people to obtain complete understanding of a situation
information or clarify a problem • Seeks and gains insight into the perspective of
everyone involved in a situation
• Seeks out the most knowledgeable people to
obtain information or clarify a problem
38
disclose it.

• Identifies the specific information needed to • Anticipates the specific information needed to • Keeps the organization focused on
Director/ clarify a situation or to make a decision; gets clarify a situation or to make a decision; consistently anticipating all the specific
Executive more complete and accurate information, by proactive in getting more complete and information needed to clarify a situation or to
checking multiple sources accurate information, by checking multiple make a decision; helps other leaders to get
• Probes skillfully to get at the facts, when sources more complete and accurate information, by
others are reluctant to provide full, detailed • Probes skillfully to get at the pertinent facts, checking multiple sources
information when others are extremely reluctant or decline • Is a role model for probing skillfully to get at
• Routinely walks around, to see how people to provide full, detailed information the pertinent facts, when others are extremely
are doing and to hear about any problems • Routinely walks around, to see how people are reluctant or decline to provide full, detailed
they are encountering doing and uses skillful questioning to hear information
• Questions others to assess whether they have about any problems they are encountering • Creates an environment where leaders are
thought through a plan of action; determines • Uses probing questions to assess whether expected to routinely walk around, assess
their confidence in solving a problem or others have carefully thought through a plan how people are doing and skillfully question
tackling a situation of action; accurately determines their them to understand any problems they are
• Asks questions to clarify a situation confidence in solving a problem or tackling a encountering
• Seeks the perspective of everyone involved in situation • Coaches other leaders to use probing
a situation • Skillfully questions to clarify and confirm questions to assess whether others have
• Seeks out knowledgeable people to obtain complete understanding of a situation thought through a plan of action; helps them
information or clarify a problem • Seeks and gains insight into the perspective of to accurately determine the confidence level
everyone involved in a situation in solving a problem or tackling a situation
• Seeks out the most knowledgeable people to • Is the expert at using skillful questions to
obtain information or clarify a problem clarify and confirm complete understanding of
a situation
• Is a role model for seeking and gaining insight
into the perspective of everyone involved in a
situation
• Has a long history of always seeking out the
most knowledgeable people to obtain the best
information or accurately clarify a problem
39
17 - Analytical Thinking - Approaching a problem by using a logical, systematic, sequential approach.

• Compares no more than two alternatives • Makes a systematic comparison of two or • Makes a thorough and systematic comparison of
Professional/ • Notices obvious discrepancies and more alternatives two or more alternatives
Specialist inconsistencies in available information • Notices discrepancies and inconsistencies in • Notices even subtle discrepancies and
• Looks for features, parameters, or available information inconsistencies in available information
considerations in a situation or when making • Identifies a set of features, parameters or • Identifies a complete set of features, parameters or
a decision considerations to take into account, in considerations to take into account, in analyzing a
• Approaches a complex task or problem by analyzing a situation or making a decision situation or making a decision
looking at its component parts • Approaches a complex task or problem by • Approaches a complex task or problem by
• Looks at the costs, benefits, risks, and chances breaking it down into its component parts and thoroughly breaking it down into its component
for success, in making a decision considering each part in detail parts and considering each part in specific detail
• Identifies a possible cause for a problem • Weighs the costs, benefits, risks, and chances • Does a thorough analysis to evaluate and compare
• Does not consider the priority of things to be for success, in making a decision the costs, benefits, risks, and chances for success, in
done • Identifies many possible causes for a problem making a decision
• Carefully weighs the priority of things to be • Identifies all the possible causes for a problem
done • Assesses and carefully considers the priority of
things to be done
Supervisor/ • Notices obvious discrepancies and more alternatives two or more alternatives
Manager inconsistencies in available information • Notices discrepancies and inconsistencies in • Notices even the most subtle discrepancies and
• Carefully weighs the priority of things to be • Identifies many possible causes for a problem,
done including those that are subtle and not readily
apparent
• Assesses and carefully considers the priority of
things to be done
40
17 - Analytical Thinking - Approaching a problem by using a logical, systematic, sequential approach.

Director/ • Notices obvious discrepancies and more alternatives two or more alternatives
Executive inconsistencies in available information • Notices discrepancies and inconsistencies in • Notices even subtle discrepancies and
• Carefully weighs the priority of things to be • Identifies all the possible causes for a problem
done • Assesses and carefully considers the priority of
things to be done
41
18 - Forward Thinking - Anticipating the implications and consequences of situations and taking appropriate action to be prepared for
possible contingencies.

• Identifies problems as they occur • Anticipates possible problems and develops • Foresees possible problems long before they
Professional/ • Notices trends in the industry or marketplace contingency plans in advance occur and has a contingency plan already
Specialist • Identifies the consequences of situations as • Notices trends in the industry or marketplace developed
they occur and develops plans to prepare for • Notices trends in the industry or marketplace
• Identifies how individuals and groups are opportunities or problems before others do and develops effective plans
reacting to situations and information and • Anticipates the consequences of situations and to address the opportunities or problems
deals with it plans accordingly • Anticipates the consequences of situations
• Anticipates how individuals and groups will well in advance and has a plan already
react to situations and information and plans developed to address them
accordingly • Anticipates how individuals and groups will
react to situations and information well in
advance; develops effective plans to deal with
their reactions

• Identifies problems as they occur • Anticipates possible problems and develops • Foresees possible problems long before they
Supervisor/ • Notices trends in the industry or marketplace contingency plans in advance occur and has a contingency plan already
Manager • Identifies the consequences of situations as • Notices trends in the industry or marketplace developed
they occur and develops plans to prepare for • Notices trends in the industry or marketplace
• Identifies how individuals and groups are opportunities or problems before others do and develops effective plans
reacting to situations and information and • Anticipates the consequences of situations and to address the opportunities or problems
deals with it plans accordingly • Anticipates the consequences of situations
• Anticipates how individuals and groups will well in advance and has a plan already
react to situations and information and plans developed to address them
accordingly • Anticipates how individuals and groups will
react to situations and information well in
advance; develops effective plans to deal with
their reactions
42
18 - Forward Thinking - Anticipating the implications and consequences of situations and taking appropriate action to be prepared for
possible contingencies.

• Anticipates possible problems and develops • Foresees possible problems long before they • Never surprised by possible problems and
Director/ contingency plans in advance occur and has a contingency plan already always seems to have anticipated them; has a
Executive • Notices trends in the industry or marketplace developed suitable contingency plan ready to implement
and develops plans to prepare for • Notices trends in the industry or marketplace • Has a history of anticipating trends in the
opportunities or problems before others do and develops effective plans industry or marketplace well in advance of
• Anticipates the consequences of situations to address the opportunities or problems others in the industry, and develops efficient
and plans accordingly • Anticipates the consequences of situations and effective plans to deal with the
• Anticipates how individuals and groups will well in advance and has a plan already opportunities or problems
react to situations and information and plans developed to address them • Is the expert at anticipating the consequences
accordingly • Anticipates how individuals and groups will of situations well in advance and has an
react to situations and information well in appropriate plan of action ready to implement
advance; develops effective plans to deal with • Has an uncanny ability to anticipate how
their reactions individuals and groups will react to situations
and information well in advance of others; has
an effective plan of action ready to deal with
their reactions
43
19 - Conceptual Thinking - Finding effective solutions by taking a holistic, abstract or theoretical perspective.

• Notices the obvious similarities between • Notices similarities between different and • Identifies very subtle similarities between
Professional/ different and apparently unrelated situations apparently unrelated situations different and apparently unrelated complex
Specialist • Identifies the central or underlying issues in a • Quickly identifies the central or underlying situations
situation issues in a complex situation • Quickly identifies and understands the central
• Will use a diagram, if available, to show a • Creates a graphic diagram showing a systems or underlying issues in a complex situation
situation view of a situation • Creates clear and effective graphic diagrams
• Will use analogies or metaphors, if available, • Develops analogies or metaphors to explain a showing a systems view of situations
to explain a situation situation • Develops effective analogies or metaphors to
• Can use a theoretical framework to • Applies a theoretical framework to understand clearly explain a situation
understand a common situation a specific situation • Applies useful theoretical frameworks to
clearly understand specific and very complex
situations

• Notices the obvious similarities between • Notices similarities between different and • Identifies very subtle similarities between
Supervisor/ different and apparently unrelated situations apparently unrelated situations different and apparently unrelated complex
Manager • Identifies the central or underlying issues in a • Quickly identifies the central or underlying situations
situation issues in a complex situation • Quickly identifies and understands the central
• Will use a diagram, if available, to show a • Creates a graphic diagram showing a systems or underlying issues in a complex situation
situation view of a situation • Creates clear and effective graphic diagrams
• Will use analogies or metaphors, if available, • Develops analogies or metaphors to explain a showing a systems view of situations
to explain a situation situation • Develops effective analogies or metaphors to
• Can use a theoretical framework to • Applies a theoretical framework to understand clearly explain a situation
understand a common situation a specific situation • Applies useful theoretical frameworks to
clearly understand specific and very complex
situations
44
19 - Conceptual Thinking - Finding effective solutions by taking a holistic, abstract or theoretical perspective.

• Notices similarities between different and • Identifies very subtle similarities between • Helps the organization to identify very subtle
Director/ apparently unrelated situations different and apparently unrelated complex similarities between different and apparently
Executive • Quickly identifies the central or underlying situations unrelated complex situations
issues in a complex situation • Quickly identifies and understands the central • Is an expert at quickly identifying and clearly
• Creates a graphic diagram showing a systems or underlying issues in a complex situation understanding the central or underlying issues
view of a situation • Creates clear and effective graphic diagrams in very complex
• Develops analogies or metaphors to explain a showing a systems view of situations • Has a history of creating very clear and
situation • Develops effective analogies or metaphors to effective graphic diagram showing a systems
• Applies a theoretical framework to clearly explain a situation view of complex situations
understand a specific situation • Applies useful theoretical frameworks to • Is well known for developing effective
clearly understand specific and very complex analogies or metaphors to clearly articulate
situations and effectively explain complex situations
• Teaches other leaders to apply a useful
theoretical framework to clearly understand
specific and very complex situations
45
20 - Strategic Thinking - Analyzing an organization’s competitive position and developing a clear and compelling vision of what the
organization needs for success in the future.

• Understands of the organization’s strengths • Understands the organization’s strengths and • Has a thorough understanding based on an
Professional/ and weaknesses weaknesses as compared to competitors ongoing analysis of the organization’s
Specialist • Understands the industry, market, and • Understands the industry, market, and strengths and weaknesses as compared to
product/service trends product/service trends affecting the competitors
• Develops strategies to achieve competitive organization’s competitiveness • Monitors and has a detailed understanding of
advantage; translates strategies into goals • Develops distinctive strategies to achieve and the industry, market, and product/service
• Communicates a vision to accomplish what sustain competitive advantage; translates trends affecting the organization’s
the organization needs for success strategies into clear goals and objectives competitiveness
• Focuses on ways to build the organization’s • Communicates a clear vision that energizes • Develops distinctive and effective strategies to
capabilities in the short term others to accomplish what the organization achieve and sustain competitive advantage;
needs for success in the long term; translates strategies into clear and
consistently restates and reinforces that vision measurable goals and objectives that achieve
and direction results
• Focuses on ways to build the organization’s • Communicates a clear and compelling vision
capabilities for the future that energizes others to accomplish what the
organization needs for success in the long
term; passionate about consistently restating
and reinforces that vision and direction
• Focuses on specific ideas and initiatives that
build the organization’s capabilities for the
future; has a proven track record of success
46

• Understands of the organization’s strengths • Understands the organization’s strengths and • Has a thorough understanding based on an
Supervisor/ and weaknesses weaknesses as compared to competitors ongoing analysis of the organization’s
Manager • Understands the industry, market, and • Understands the industry, market, and strengths and weaknesses as compared to
product/service trends product/service trends affecting the competitors
• Develops strategies to achieve competitive organization’s competitiveness • Monitors and has a detailed understanding of
advantage; translates strategies into goals • Develops distinctive strategies to achieve and the industry, market, and product/service
• Communicates a vision to accomplish what sustain competitive advantage; translates trends affecting the organization’s
the organization needs for success strategies into clear goals and objectives competitiveness
• Focuses on ways to build the organization’s • Communicates a clear vision that energizes • Develops distinctive and effective strategies to
capabilities in the short term others to accomplish what the organization achieve and sustain competitive advantage;
needs for success in the long term; translates strategies into clear and
consistently restates and reinforces that vision measurable goals and objectives that achieve
and direction results
• Focuses on ways to build the organization’s • Communicates a clear and compelling vision
capabilities for the future that energizes others to accomplish what the
organization needs for success in the long
term; passionate about consistently restating
and reinforces that vision and direction
• Focuses on specific ideas and initiatives that
build the organization’s capabilities for the
future; has a proven track record of success
47

• Understands the organization’s strengths and • Has a thorough understanding based on an • Drives the organization to have a thorough
Director/ weaknesses as compared to competitors ongoing analysis of the organization’s understanding based on an ongoing analysis of
Executive • Understands the industry, market, and strengths and weaknesses as compared to the organization’s strengths and weaknesses
product/service trends affecting the competitors as compared to competitors
organization’s competitiveness • Monitors and has a detailed understanding of • Coaches and encourages other leaders to
• Develops distinctive strategies to achieve and the industry, market, and product/service continuously monitor and have a detailed
sustain competitive advantage; translates trends affecting the organization’s understanding of the industry, market, and
strategies into clear goals and objectives competitiveness product/service trends affecting the
• Communicates a clear vision that energizes • Develops distinctive and effective strategies to organization’s competitiveness, both short
others to accomplish what the organization achieve and sustain competitive advantage; term and long term
needs for success in the long term; translates strategies into clear and measurable • Helps the organization develop distinctive and
consistently restates and reinforces that goals and objectives that achieve results effective strategies to achieve and sustain
vision and direction • Communicates a clear and compelling vision competitive advantage; is the expert at
• Focuses on ways to build the organization’s that energizes others to accomplish what the translating strategies into clear and
capabilities for the future organization needs for success in the long measurable goals and objectives that achieve
term; passionate about consistently restating superior results
and reinforces that vision and direction • Demonstrates a passion for helping the
• Focuses on specific ideas and initiatives that organization communicate a clear and
build the organization’s capabilities for the compelling vision; energizes and motivates
future; has a proven track record of success others to accomplish what the organization
needs for success in the long term; coaches
others to be passionate about consistently
restate and reinforce the vision and direction
to employees at all levels
• Helps the organization identify and constantly
focus on ways to build the organization’s
capabilities for the future; has a proven track
record of success
48
21 - Technical Expertise - Depth of knowledge and skill in a technical area.

• Applies technical knowledge to solve a limited • Effectively applies technical knowledge to • Effectively applies technical knowledge to
Professional/ number of problems solve a range of problems solve a very broad range of complex problems
Specialist • Possesses an in-depth knowledge in a • Possesses an in-depth knowledge and skill in a • Possesses a comprehensive and in-depth
technical area technical area knowledge and skill in a technical area;
• Is able to develop technical solutions to • Is able to develop technical solutions to new or considered an expert
common and relatively simple problems using highly complex problems that cannot be • Is able to develop cutting-edge technical
existing methods or approaches solved using existing methods or approaches solutions to the most sophisticated and
• Is sought out for information, to provide input • Is sought out as an expert, to provide advice or extremely complex problems that cannot be
in his/he technical area solutions in his/he technical area solved using existing methods or approaches
• Attempts to keep informed about most • Keeps informed about cutting-edge technology • Is sought out as the expert, to provide advice,
cutting-edge technology in his/her technical in his/her technical area direction, or solutions to the most complex
area problems in his/he technical area
• Keeps informed about cutting-edge
technology and knows how to apply it in
his/her technical area
• Applies technical knowledge to solve a limited • Effectively applies technical knowledge to • Effectively applies technical knowledge to
Supervisor/ number of problems solve a range of problems solve a very broad range of complex problems
Manager • Possesses an in-depth knowledge in a • Possesses an in-depth knowledge and skill in a • Possesses a comprehensive and in-depth
technical area technical area knowledge and skill in a technical area;
• Is able to develop technical solutions to • Is able to develop technical solutions to new or considered an expert
common and relatively simple problems using highly complex problems that cannot be • Is able to develop cutting-edge technical
existing methods or approaches solved using existing methods or approaches solutions to the most sophisticated and
• Is sought out for information, to provide input • Is sought out as an expert, to provide advice or extremely complex problems that cannot be
in his/he technical area solutions in his/he technical area solved using existing methods or approaches
• Attempts to keep informed about most • Keeps informed about cutting-edge technology • Is sought out as the expert, to provide advice,
cutting-edge technology in his/her technical in his/her technical area direction, or solutions to the most complex
area problems in his/he technical area
• Keeps informed about cutting-edge
technology and knows how to apply it in
his/her technical area
49
21 - Technical Expertise - Depth of knowledge and skill in a technical area.

• Effectively applies technical knowledge to • Effectively applies technical knowledge to • Has a long track record for effectively applying
Director/ solve a range of problems solve a very broad range of complex problems technical knowledge to solve a very broad
Executive • Possesses an in-depth knowledge and skill in a • Possesses a comprehensive and in-depth range of complex problems
technical area knowledge and skill in a technical area; • Is well known for possessing a comprehensive
• Is able to develop technical solutions to new considered an expert and in-depth knowledge and skill in a technical
or highly complex problems that cannot be • Is able to develop cutting-edge technical area; considered an expert
solved using existing methods or approaches solutions to the most sophisticated and • Drives self/organization to develop cutting-
• Is sought out as an expert, to provide advice extremely complex problems that cannot be edge technical solutions to the most
or solutions in his/he technical area solved using existing methods or approaches sophisticated and extremely complex
• Keeps informed about cutting-edge • Is sought out as the expert, to provide advice, problems that cannot be solved using existing
technology in his/her technical area direction, or solutions to the most complex methods or approaches
problems in his/he technical area • Is sought out and is a well-known expert, both
• Keeps informed about cutting-edge technology inside and outside the organization, to provide
and knows how to apply it in his/her technical advice, direction, or solutions to the most
area complex problems in his/he technical area
• Helps to develop cutting-edge technology and
applies it in his/her technical area
50
22 - Initiative - Identifying what needs to be done and doing it before being asked to or required by the situation.
Professional/ • Identifies what needs to be done and asks for • Identifies what needs to be done and takes • Anticipates what needs to be done long before
permission/advice before taking action action before being asked or required others do and takes immediate action
Specialist
• Does what is normally required in a situation • Does more than what is normally required in a • Exceeds what is normally required in a
situation situation
• Listens to others involved in a situation who
volunteer their input • Seeks out others involved in a situation to • Seeks out key individuals involved in a
learn their perspectives situation to learn their perspectives
• Only takes action to change the direction of
events if asked • Takes independent action to change the • Takes independent action to positively change
direction of events the direction of events

Supervisor/ • Identifies what needs to be done and asks for • Identifies what needs to be done and takes • Anticipates what needs to be done long before
permission/advice before taking action action before being asked or required others do and takes immediate action
Manager
• Does what is normally required in a situation • Does more than what is normally required in a • Exceeds what is normally required in a
situation situation
• Listens to others involved in a situation who
volunteer their input • Seeks out others involved in a situation to • Seeks out key individuals involved in a
learn their perspectives situation to learn their perspectives
• Only takes action to change the direction of
events if asked • Takes independent action to change the • Takes independent action to positively change
direction of events the direction of events

Director/ • Identifies what needs to be done and takes • Anticipates what needs to be done long before • Creates a culture in the organization that
action before being asked or required others do and well in advance of the situation; anticipates what needs to be done well in
Executive always takes immediate action before being advance of the situation; coaches others to
• Does more than what is normally required in asked or required take immediate action before being asked or
a situation required
• Exceeds what is normally required in a
• Seeks out others involved in a situation to situation • Creates an environment that expects others to
learn their perspectives exceed what is normally required in a situation
• Seeks out key individuals involved in a
• Takes independent action to change the situation to learn their perspectives and get • Is a role model for being proactive in seeking
direction of events their input out key individuals involved in a situation to
learn their perspectives and get their input
• Always takes immediate and independent
action to change the direction of events in a • Creates a culture where immediate and
positive manner independent action to change the direction of
events in a positive manner is encouraged and
rewarded

51
23 - Entrepreneurial Orientation - A tendency to look for and seize profitable business opportunities; willingness to take calculated risks to
achieve business goals.

• Notices business opportunities • Notices and seizes profitable business • Foresees and seizes very profitable business
Professional/ • Becomes aware of business, industry and opportunities opportunities
Specialist market information • Keeps abreast of business, industry and • Recognizes trends in business, industry and
• Demonstrates some willingness to take market information that may reveal business market information that may reveal business
certain risks to achieve business goals opportunities opportunities
• Proposes business deals to potential • Demonstrates willingness to take calculated • Demonstrates an eager willingness to take
customers, suppliers, and business partners risks to achieve business goals very calculated risks to achieve business goals;
• Urges entrepreneurial behavior in others • Proposes innovative business deals to frequently is successful
potential customers, suppliers, and business • Proposes innovative and cost effective
partners business deals to potential customers,
• Encourages and supports entrepreneurial suppliers, and business partners
behavior in others • Encourages and supports entrepreneurial
behavior in others; inspires others to take
calculated risks
• Notices business opportunities • Notices and seizes profitable business • Foresees and seizes very profitable business
Supervisor/ • Becomes aware of business, industry and opportunities opportunities
Manager market information • Keeps abreast of business, industry and • Recognizes trends in business, industry and
• Demonstrates some willingness to take market information that may reveal business market information that reveals business
certain risks to achieve business goals opportunities opportunities
• Proposes business deals to potential • Demonstrates willingness to take calculated • Demonstrates an eager willingness to take
customers, suppliers, and business partners risks to achieve business goals very calculated risks to achieve business goals;
• Urges entrepreneurial behavior in others • Proposes innovative business deals to frequently is successful
potential customers, suppliers, and business • Proposes innovative and cost effective
partners business deals to potential customers,
• Encourages and supports entrepreneurial suppliers, and business partners
behavior in others • Encourages and supports entrepreneurial
behavior in others; motivates others to take
calculated risks
52
23 - Entrepreneurial Orientation - A tendency to look for and seize profitable business opportunities; willingness to take calculated risks to
achieve business goals.

• Notices and seizes profitable business • Foresees and seizes very profitable business • Is the expert at foreseeing and seizing very
Director/ opportunities opportunities profitable business opportunities
Executive • Keeps abreast of business, industry and • Recognizes trends in business, industry and • Coaches others to recognize trends in
market information that may reveal business market information that reveals business business, industry and market information
opportunities opportunities that reveals business opportunities
• Demonstrates willingness to take calculated • Demonstrates an eager willingness to take • Creates a culture that fosters an eager
risks to achieve business goals very calculated risks to achieve business goals; willingness to take very calculated risks to
• Proposes innovative business deals to frequently is successful achieve business goals; frequently is
potential customers, suppliers, and business • Proposes innovative and cost effective successful
partners business deals to potential customers, • Supports and coaches others to propose
• Encourages and supports entrepreneurial suppliers, and business partners innovative and cost effective business deals to
behavior in others • Encourages and supports entrepreneurial potential customers, suppliers, and business
behavior in others; motivates others to take partners
calculated risks • Demonstrates a passion for encouraging and
supporting entrepreneurial behavior
throughout the organization; inspires others
to take calculated risks
53
24 - Fostering Innovation - Developing, sponsoring or supporting the introduction of new and improved methods, products, procedures, or
technologies.

Professional/ • As part of a team of people, develops a new • Personally develops a new product or service • Personally develops a new product or service
product or service that is highly successful
Specialist • Personally develops a new method or
• As part of a team of people, develops a new approach • Personally develops a new method or approach
method or approach that brings a great deal of value to the
• Sponsors the development of new products, organization
• Encourages the development of new services, methods, or procedures
products, services, methods, or procedures • Frequently sponsors the development of new
• Proposes new approaches, methods, or products, services, methods, or procedures that
• Encourages new approaches, methods, or technologies have a significant benefit to the organization
technologies
• Develops better, faster, or less expensive ways • Regularly proposes new approaches, methods,
• Encourages better, faster, or less expensive to do things or technologies that are highly successful
ways to do things
• Works cooperatively with others to produce • Frequently develops better, faster, or less
• Encourages cooperation with others to innovative solutions expensive ways to do things that significantly
produce innovative solutions improves the organization
• Is highly successful at working cooperatively
with others to produce innovative solutions

Supervisor/ • As part of a team of people, develops a new • Personally develops a new product or service • Personally develops a new product or service
product or service that is highly successful
Manager • Personally develops a new method or
• As part of a team of people, develops a new approach • Personally develops a new method or approach
method or approach that brings a great deal of value to the
• Sponsors the development of new products, organization
• Encourages the development of new services, methods, or procedures
products, services, methods, or procedures • Frequently sponsors the development of new
• Proposes new approaches, methods, or products, services, methods, or procedures that
• Encourages new approaches, methods, or technologies have a significant benefit to the organization
technologies
• Develops better, faster, or less expensive ways • Regularly proposes new approaches, methods,
• Encourages better, faster, or less expensive to do things or technologies that are highly successful
ways to do things
• Works cooperatively with others to produce • Frequently develops better, faster, or less
• Encourages cooperation with others to innovative solutions expensive ways to do things that significantly
produce innovative solutions improves the organization
• Is highly successful at working cooperatively
54
24 - Fostering Innovation - Developing, sponsoring or supporting the introduction of new and improved methods, products, procedures, or
technologies.

Director/ • Personally develops a new product or service • Personally develops a new product or service • Supports and coaches others to personally
that is highly successful develop a new product or service that is highly
Executive • Personally develops a new method or successful
approach • Personally develops a new method or
approach that brings a great deal of value to • Supports and coaches others to personally
• Sponsors the development of new products, the organization develop a new method or approach that
services, methods, or procedures brings a great deal of value to the organization
• Frequently sponsors the development of new
• Proposes new approaches, methods, or products, services, methods, or procedures • Drives self/organization to frequently sponsor
technologies that have a significant benefit to the the development of new products, services,
• Develops better, faster, or less expensive organization methods, or procedures that have a significant
ways to do things benefit to the organization
• Regularly proposes new approaches, methods,
• Works cooperatively with others to produce or technologies that are highly successful • Creates a culture that regularly proposes new
innovative solutions approaches, methods, or technologies that
• Frequently develops better, faster, or less are highly successful
expensive ways to do things that significantly
improves the organization • Creates a culture that frequently develops
better, faster, or less expensive ways to do
• Is highly successful at working cooperatively things that significantly improves the
with others to produce innovative solutions organization
• Is well known in the organization for being
highly successful at working cooperatively
55
25 - Customer Orientation - Demonstrated concern for satisfying one’s external and/or internal customers.

• Wants to be the preferred supplier through • Lives the business mission: to be the preferred • Lives the business mission by demonstrating
Professional/ total customer satisfaction supplier through total customer satisfaction through words and actions: to be the
Specialist • Solves customer problems • Quickly and effectively solves customer preferred supplier through total customer
• Talks to customers (internal or external) to problems satisfaction
find out what they want • Talks to customers (internal or external) to find • Quickly and effectively solves, even the most
• Assumes that that customers believe he/she out what they want and how satisfied they are difficult, customer problems; as a result,
is willing to work with them to meet their with what they are getting strengthens the relationship with customer
needs • Lets customers know he/she is willing to work • Talks to customers (internal or external) to
• Attempts to measure customer satisfaction with them to meet their needs find out what they want and how satisfied
• Tries to be positive with customers • Finds ways to measure and track customer they are with what they are getting; takes
satisfaction action with the information collected
• Presents a cheerful, positive manner with • Lets customers know he/she is sincerely
customers willing to work with them to meet their needs;
gives customers a sense of confidence in
him/her
• Regularly measures and tracks customer
satisfaction; takes action with the information
collected
• Consistently presents a cheerful, positive
manner with customers; makes customers
want to work with him/her
56

• Wants to be the preferred supplier through • Lives the business mission: to be the preferred • Lives the business mission by demonstrating
Supervisor/ total customer satisfaction supplier through total customer satisfaction through words and actions: to be the
Manager • Solves customer problems • Quickly and effectively solves customer preferred supplier through total customer
• Talks to customers (internal or external) to problems satisfaction
find out what they want • Talks to customers (internal or external) to find • Quickly and effectively solves, even the most
• Assumes that that customers believe he/she out what they want and how satisfied they are difficult, customer problems resulting in a
is willing to work with them to meet their with what they are getting strengthened relationship with the customer
needs • Lets customers know he/she is willing to work
• Attempts to measure customer satisfaction with them to meet their needs • Talks to customers (internal or external) to
• Tries to be positive with customers • Finds ways to measure and track customer find out what they want and how satisfied
satisfaction they are with what they are getting; takes
• Presents a cheerful, positive manner with action with the information collected
customers • Lets customers know he/she is sincerely
willing to work with them to meet their needs;
gives customers a sense of confidence in
him/her
• Regularly measures and tracks customer
satisfaction; takes action with the information
collected
• Consistently presents a cheerful, positive
57

• Lives the business mission: to be the • Lives the business mission by demonstrating • Champions the business mission by
Director/ preferred supplier through total customer through words and actions: to be the demonstrating through words and actions: to
Executive satisfaction preferred supplier through total customer be the preferred supplier through total
• Quickly and effectively solves customer satisfaction customer satisfaction
problems • Quickly and effectively solves, even the most • Instills a culture in the organization to quickly
• Talks to customers (internal or external) to difficult, customer problems resulting in a and effectively solve, even the most difficult,
find out what they want and how satisfied strengthened relationship with the customer customer problems resulting in a
they are with what they are getting • Talks to customers (internal or external) to find strengthened relationship with the customer
• Lets customers know he/she is willing to work out what they want and how satisfied they are • Keeps the organization focused on talking to
with them to meet their needs with what they are getting; takes action with customers (internal or external) to find out
• Finds ways to measure and track customer the information collected what they want and how satisfied they are
satisfaction • Lets customers know he/she is sincerely willing with what they are getting; creates an
• Presents a cheerful, positive manner with to work with them to meet their needs; gives expectation of change and improvement with
customers customers a sense of confidence in him/her the information collected
• Regularly measures and tracks customer • Instills a culture in the organization to let
satisfaction; takes action with the information customers know they are sincerely willing to
collected work with them to meet their needs; gives
• Consistently presents a cheerful, positive customers a sense of confidence in him/her
manner with customers; makes customers • Drives the organization to regularly measure
want to work with him/her and track customer satisfaction; ensures
actions are taken with the information
collected
• Is a role model in the organization for
consistently presenting a cheerful, positive
58
26 - Results Orientation - Focusing on the desired end result of one’s own or one’s units work; setting challenging goals, focusing effort on
the goals, and meeting or exceeding them.

Professional/ • Develops general goals for most initiatives, • Develops clear, challenging, but achievable, • Develops clear, challenging, but achievable goals
projects, and meetings goals for initiatives, projects, and meetings and expectations for all initiatives, projects, and
Specialist meetings
• Can lose commitment to achieving goals • Maintains commitment to achieving goals even
when faced with obstacles or frustrations in the face of obstacles and frustrations • Extremely focused at maintaining commitment to
achieving the goals; persistent and effective even
• Measures performance against goals if • Finds or creates ways to measure performance in the face of obstacles and frustrations
time and resources permit against goals
• Tracks performance against goals and identifies
• Makes a good effort to achieve a goal • Exerts unusual effort over time to achieve a shortfalls on a timely basis; finds ways to
goal addresses and correct problems
• Usually has a sense of urgency when faced
with problems and getting the work done • Has a strong sense of urgency about solving • Exerts unusual effort over time to exceed a goal
problems and getting work done
• Has an extremely strong sense of urgency about
solving problems and getting the work done;
works through issues
Supervisor/ • Develops general goals for most initiatives, • Develops clear, challenging, but achievable, • Ensures subordinates and teams develop clear,
projects, and meetings goals for initiatives, projects, and meetings challenging, but achievable goals and
Manager expectations for initiatives, projects, and
• Can lose commitment to achieving goals • Maintains commitment to achieving goals even meetings
when faced with obstacles or frustrations in the face of obstacles and frustrations
• Ensures subordinates and teams remain focused
• Measures performance against goals if • Finds or creates ways to measure performance at maintaining commitment to achieving their
time and resources permit against goals goals; helps them stay persistent and effective
• Makes a good effort to achieve a goal • Exerts unusual effort over time to achieve a even in the face of obstacles and frustrations
goal • Ensures subordinates and teams track and
• Usually has a sense of urgency when faced
with problems and getting the work done • Has a strong sense of urgency about solving measure performance against goals; helps them
problems and getting work done to identify shortfalls on a timely basis and find
ways to addresses and correct problems
• Ensures subordinates and teams exert unusual
effort over time to exceed goals
• Ensures subordinates and teams have a strong
sense of urgency when faced with problems and
getting the work done; helps them to work
through issues
59
26 - Results Orientation - Focusing on the desired end result of one’s own or one’s units work; setting challenging goals, focusing effort on
the goals, and meeting or exceeding them.
Director/ • Develops clear, challenging, but achievable, • Ensures subordinates and teams develop clear, • Demonstrates a passion for developing clear,
goals for initiatives, projects, and meetings challenging, but achievable goals and challenging, and achievable goals and
Executive expectations for initiatives, projects, and expectations for all initiatives, projects, and
• Maintains commitment to achieving goals meetings meetings
even in the face of obstacles and frustrations
• Ensures subordinates and teams remain • Keeps the organization focused at maintaining
• Finds or creates ways to measure focused at maintaining commitment to its commitment to achieving its goals; coaches
performance against goals achieving their goals; helps them stay other leaders to stay persistent and effective
• Exerts unusual effort over time to achieve a persistent and effective even in the face of even in the face of obstacles and frustrations
goal obstacles and frustrations
• Drives self/organization to track and measure
• Has a strong sense of urgency about solving • Ensures subordinates and teams track and performance against goals; helps other
problems and getting work done measure performance against goals; helps leaders to identify shortfalls on a timely basis
them to identify shortfalls on a timely basis and find ways to addresses and correct
and find ways to addresses and correct problems
problems
• Creates an environment in the organization
• Ensures subordinates and teams exert unusual that expects others to exert an unusual effort
effort over time to exceed goals over time to exceed goals
• Ensures subordinates and teams have a strong • Is a role model for maintaining an extremely
sense of urgency when faced with problems strong sense of urgency when faced with
and getting the work done; helps them to problems and getting the work done; helps
work through issues other leaders to work through issues
60
27 - Thoroughness - Ensuring that one’s own and other’s work and information are complete and accurate; careful preparation for meetings
and presentations; following up with others to ensure that agreements and commitments have been fulfilled.

Professional/ • Works to ensure high quality of work • Sets up procedures to ensure high quality of • Sets up highly effective and efficient
Specialist • Makes an effort to monitor the quality of work (e.g., review meetings) procedures that ensure high quality of work
work • Monitors the quality of work (e.g., review meetings)
• Attempts to verify information • Acts to verify information • Regularly monitors the quality of work to
• Tries to check the accuracy of own work • Checks the accuracy of own work identify and resolve issues on a timely basis
• Keeps track of information or work progress • Develops and uses systems to organize and • Regularly acts to verify the accuracy and
• Prepares for meetings and presentations keep track of information or work progress completeness of information
• Helps to others with information or materials • Carefully prepares for meetings and • Regularly checks the accuracy of own work;
• Reviews the information in work reports presentations quickly identifies and resolves problems
provided by management, management • Organizes information or materials for others • Extremely skilled at developing and using
information systems, or other individuals and • Carefully reviews and checks the accuracy of systems to organize and keep track of
groups information in work reports (e.g., production, information or work progress
sales, financial performance) provided by • Carefully plans and prepares for meetings and
management, management information presentations; ready for anything
systems, or other individuals and groups • Organizes information or materials for others;
helps others be more effective and efficient
• Carefully reviews and checks the accuracy of
information in work reports (e.g., production,
sales, financial performance) provided by
management, management information
systems, or other individuals and groups;
always identifies errors or discrepancies
61

Supervisor/ • Works to ensure high quality of work • Sets up procedures to ensure high quality of • Sets up highly effective and efficient
Manager • Makes an effort to monitor the quality of work (e.g., review meetings) procedures that ensure high quality of work
work • Monitors the quality of work (e.g., review meetings)
• Attempts to verify information • Acts to verify information • Regularly monitors the quality of work to
• Tries to check the accuracy of other’s work • Checks the accuracy of other’s work identify and resolve issues on a timely basis
• Keeps track of information or work progress • Develops and uses systems to organize and • Regularly acts to verify the accuracy and
• Prepares for meetings and presentations keep track of information or work progress completeness of information
• Helps to others with information or materials • Carefully prepares for meetings and • Regularly checks the accuracy of other’s work;
• Reviews the information in work reports presentations quickly identifies and resolves problems
provided by management, management • Organizes information or materials for others • Extremely skilled at developing and using
information systems, or other individuals and • Carefully reviews and checks the accuracy of systems to organize and keep track of
groups information in work reports (e.g., production, information or work progress
sales, financial performance) provided by • Carefully plans and prepares for meetings and
management, management information presentations; is ready for anything
systems, or other individuals and groups • Organizes information or materials for others;
helps others be more effective and efficient
• Carefully reviews and checks the accuracy of
information in work reports (e.g., production,
sales, financial performance) provided by
management, management information
systems, or other individuals and groups;
identifies errors or discrepancies
62

Director/ • Sets up procedures to ensure high quality of • Sets up highly effective and efficient • Creates a culture that sets up highly effective
Executive work (e.g., review meetings) procedures that ensure high quality of work and efficient procedures that ensure high
• Monitors the quality of work (e.g., review meetings) quality of work (e.g., review meetings)
• Acts to verify information • Regularly monitors the quality of work to • Instills in the organization the need for
• Checks the accuracy of other’s work identify and resolve issues on a timely basis regularly monitoring the quality of work to
• Develops and uses systems to organize and • Regularly acts to verify the accuracy and identify and resolve issues on a timely basis
keep track of information or work progress completeness of information • Is the expert at regularly acting to verify the
• Carefully prepares for meetings and • Regularly checks the accuracy of other’s work; accuracy and completeness of information
presentations quickly identifies and resolves problems • Creates an expectation and coaches others to
• Organizes information or materials for others • Extremely skilled at developing and using regularly check the accuracy of other’s work;
• Carefully reviews and checks the accuracy of systems to organize and keep track of helps them to quickly identify and resolve
information in work reports (e.g., production, information or work progress problems
sales, financial performance) provided by • Carefully plans and prepares for meetings and • Helps the organization be extremely skilled at
management, management information presentations; is ready for anything developing and using systems to organize and
systems, or other individuals and groups • Organizes information or materials for others; keep track of information or work progress
helps others be more effective and efficient • Coaches others to carefully plan and prepare
• Carefully reviews and checks the accuracy of for meetings and presentations; helps then be
information in work reports (e.g., production, ready for anything
sales, financial performance) provided by • Is well known in the organization for
management, management information organizing information or materials for others;
systems, or other individuals and groups; helps them be more effective and efficient
identifies errors or discrepancies • Drives self/organization to carefully review
and check the accuracy of information in work
reports (e.g., production, sales, financial
performance) provided by management,
management information systems, or other
individuals and groups; creates a mindset to
identify errors or discrepancies
63
28 - Decisiveness - Willingness to make difficult decisions in a timely manner.
• Is hesitant to make decisions in difficult or • Is willing to make decisions in difficult or • Makes confident and definitive decisions in difficult
Professional/ ambiguous situations, when time is critical ambiguous situations, when time is critical or ambiguous situations, when time is critical
Specialist • Gets more actively involved with a group • Takes charge of a group when it is necessary to • Takes charge and provides effective leadership and
when it is necessary to facilitate change, facilitate change, overcome an impasse, face direction to a group when it is necessary to
overcome an impasse, face issues, or ensure issues, or ensure that decisions are made facilitate change, overcome an impasse, face issues,
that decisions are made • Makes tough decisions (e.g., closing a facility, or ensure that decisions are made
• Is hesitant to make tough decisions (e.g., reducing staff, accepting, or rejecting a high- • Makes tough decisions even when facing objections
closing a facility, reducing staff, accepting, or stakes deal) and/or criticism (e.g., closing a facility, reducing
rejecting a high-stakes deal) staff, accepting, or rejecting a high-stakes deal)

• Is hesitant to make decisions in difficult or • Is willing to make decisions in difficult or • Makes confident and definitive decisions in difficult
Supervisor/ ambiguous situations, when time is critical ambiguous situations, when time is critical or ambiguous situations, when time is critical
Manager • Gets more actively involved with a group • Takes charge of a group when it is necessary to • Takes charge and provides effective leadership and
when it is necessary to facilitate change, facilitate change, overcome an impasse, face direction to a group when it is necessary to
overcome an impasse, face issues, or ensure issues, or ensure that decisions are made facilitate change, overcome an impasse, face issues,
that decisions are made • Makes tough decisions (e.g., closing a facility, or ensure that decisions are made
• Is hesitant to make tough decisions (e.g., reducing staff, accepting, or rejecting a high- • Makes tough decisions even when facing objections
closing a facility, reducing staff, accepting, or stakes deal) and/or criticism (e.g., closing a facility, reducing
rejecting a high-stakes deal) staff, accepting, or rejecting a high-stakes deal)
• Is willing to make decisions in difficult or • Makes confident and definitive decisions in • Coaches others to make confident and definitive
Director/ ambiguous situations, when time is critical difficult or ambiguous situations, when time is decisions in difficult or ambiguous situations, when
Executive • Takes charge of a group when it is necessary critical time is critical
to facilitate change, overcome an impasse, • Takes charge and provides effective leadership • Is well known in the organization for taking charge
face issues, or ensure that decisions are made and direction to a group when it is necessary and providing effective leadership and direction to
• Makes tough decisions (e.g., closing a facility, to facilitate change, overcome an impasse, a group when it is necessary to facilitate change,
reducing staff, accepting, or rejecting a high- face issues, or ensure that decisions are made overcome an impasse, face issues, or ensure that
stakes deal) • Makes tough decisions even when facing decisions are made
objections and/or criticism (e.g., closing a • Helps other leaders to make tough decisions even
facility, reducing staff, accepting, or rejecting a when facing objections and/or criticism (e.g.,
high-stakes deal) closing a facility, reducing staff, accepting, or
rejecting a high-stakes deal)
64
29 - Business Acumen - Ability to perform with insight, acuteness, and intelligence in the areas of commerce and/or industry. Make decisions
and act in situations in which there is not enough information to be certain of outcome or implications of the
decision.

• Directs resources towards revenue growth • Directs resources towards profit and revenue • Directs resources towards highly profitable,
Professional/ opportunities growth opportunities revenue growth opportunities; avoids
Specialist • Demonstrates a regard for the company’s • Demonstrates high regard for company marginal opportunities
financial strength profitability / financial strength • Demonstrates high regard for company
• Seeks accountability and performance • Actively seeks accountability and measures profitability / financial strength; consistently
• Meets targets and commitments set performance adds to the profitability and financial strength
• Understands the industry and marketplace • Exceeds targets and commitments set of the company
and is able to identify positioning for the • Understands the industry and marketplace and • Actively seeks accountability and measures
company consistently is able to identify positioning for performance; takes immediate and
• Holds staff accountable the company that enables it to exploit appropriate action
• Understands the importance of controlling profitable opportunities • Consistently exceeds targets and
spending • Holds staff accountable and measures commitments set
• Usually meets targets set performance • Anticipates what is happening in the industry
• Engages in cross-functional dialogue • Understands linkage from spending to and marketplace and consistently is able to
• Identifies business opportunities shareholder return identify positioning for the company that
• Meets or exceeds targets set enables it to exploit the most profitable
• Engages in cross-functional dialogue and opportunities
decision-making • Holds staff accountable and measures
• Identifies and exploits business opportunities performance; takes immediate and
for revenue and margin contribution appropriate action
• Understands linkage from spending to
shareholder return; ensures the necessary
return on investment
• Exceeds targets set
• Engages in cross-functional dialogue and
decision-making; his/her involvement ensures
better results
• Anticipates and exploits business
opportunities for higher revenue and greater
margin contribution
65
decision.

• Directs resources towards revenue growth • Directs resources towards profit and revenue • Directs resources towards highly profitable,
Supervisor/ opportunities growth opportunities revenue growth opportunities; avoids
Manager • Demonstrates a regard for the company’s • Demonstrates high regard for company marginal opportunities
financial strength profitability / financial strength • Demonstrates high regard for company
• Seeks accountability and performance • Actively seeks accountability and measures profitability / financial strength; consistently
• Meets targets and commitments set performance adds to the profitability and financial strength
• Understands the industry and marketplace • Exceeds targets and commitments set of the company
and is able to identify positioning for the • Understands the industry and marketplace and • Actively seeks accountability and measures
company consistently is able to identify positioning for performance; takes immediate and
• Holds staff accountable the company that enables it to exploit appropriate action
• Understands the importance of controlling profitable opportunities • Consistently exceeds targets and
spending • Holds staff accountable and measures commitments set
• Usually meets targets set performance • Anticipates what is happening in the industry
• Engages in cross-functional dialogue • Understands linkage from spending to and marketplace and consistently is able to
• Identifies business opportunities shareholder return identify positioning for the company that
• Meets or exceeds targets set enables it to exploit the most profitable
• Engages in cross-functional dialogue and opportunities
decision-making • Holds staff accountable and measures
• Identifies and exploits business opportunities performance; takes immediate and
for revenue and margin contribution appropriate action
• Understands linkage from spending to
shareholder return; ensures the necessary
return on investment
• Exceeds targets set
• Engages in cross-functional dialogue and
decision-making; his/her involvement ensures
better results
• Anticipates and exploits business
opportunities for higher revenue and greater
margin contribution
66
decision.

• Directs resources towards profit and revenue • Directs resources towards highly profitable, • Keeps the organization focused on directing
Director/ growth opportunities revenue growth opportunities; avoids marginal resources towards highly profitable, revenue
Executive • Demonstrates high regard for company opportunities growth opportunities; helps the organization avoid
profitability / financial strength • Demonstrates high regard for company marginal opportunities
• Actively seeks accountability and measures profitability / financial strength; consistently • Has a long history of demonstrating high regard for
performance adds to the profitability and financial strength company profitability / financial strength;
• Exceeds targets and commitments set of the company consistently adds to the profitability and financial
• Understands the industry and marketplace • Actively seeks accountability and measures strength of the company
and consistently is able to identify positioning performance; takes immediate and • Coaches others to actively seek accountability and
for the company that enables it to exploit appropriate action measure performance; helps them to take
profitable opportunities • Consistently exceeds targets and immediate and appropriate action
• Holds staff accountable and measures commitments set • Is well known in the organization for consistently
performance • Anticipates what is happening in the industry exceeding targets and commitments set
• Understands linkage from spending to and marketplace and consistently is able to • Helps other leaders to anticipate what is happening
shareholder return identify positioning for the company that in the industry and marketplace and consistently
• Meets or exceeds targets set enables it to exploit the most profitable identify positioning for the company that enables it
• Engages in cross-functional dialogue and opportunities to exploit the most profitable opportunities
decision-making • Holds staff accountable and measures • Coaches others to hold staff accountable and
• Identifies and exploits business opportunities performance; takes immediate and measures performance; helps them to take
for revenue and margin contribution appropriate action immediate and appropriate action
• Understands linkage from spending to • Helps others to understand the linkage from
shareholder return; ensures the necessary spending to shareholder return; helps them to
return on investment ensure the necessary return on investment
• Exceeds targets set • Is well known in the organization for exceeding
• Engages in cross-functional dialogue and targets set
decision-making; his/her involvement ensures • Champions the need to engage in cross-functional
better results dialogue and decision-making
• Anticipates and exploits business opportunities • Keeps the organization focused on anticipating and
for higher revenue and greater margin exploiting business opportunities for higher
contribution revenue and greater margin contribution
67
30 - Global Perspective - The ability to recognize and address issues that are outside our national perspective. Issues are viewed without any
pre-set biases or limitations. Being objective, utilizing a broad framework in making judgments in domestic and
international activities. Ability to see the “big picture”.

• Has limited global experience: to some • Has global experience: considers problems and • Has extensive global experience: clearly
Professional/ degree considers problems and opportunities opportunities from a global perspective considers problems and opportunities from a
Specialist from a global perspective • Understands group strategy, the role of the global perspective
• Understands group strategy, the role of the local business: “walks the talk” • Expert on group strategy, the role of the local
local business • Culturally aware and demonstrates ability to business: well known as one who “walks the
• Culturally aware of business in local terms conduct business in local terms talk”
• Understands global and local impacts on day- • Understands and takes into account global and • Culturally knowledgeable and successfully
to-day activities local impacts on day-to-day activities conducts business in local terms
• Aligns global strategy with local • Aligns global strategy and tactics with local • Successfully prepares for global and local
considerations considerations impacts on day-to-day activities
• Keeps abreast of global influences • Keeps abreast of global influences on the local • Skillfully aligns global strategy and tactics to
• Participates in global initiatives business address local considerations
• Aligns local interests with global • Role model for staff on global initiatives • Anticipates global influences on the local
considerations • Aligns and manages local interests with global business
• Supports global activities considerations • Well known expert in the organization on
• Understands global issues; lacks international • Proactive – prepares locally to support global global initiatives
experience activities • Successfully aligns and manages local interests
• Empathetic and sensitive to global issues, but with global considerations
may lack international experience • Extremely proactive – anticipates and
prepares locally to support global activities
• Empathetic and sensitive to global issues; has
international experience
68

Supervisor/ • Has limited global experience: to some • Has global experience: considers problems and • Has extensive global experience: clearly
degree considers problems and opportunities opportunities from a global perspective considers problems and opportunities from a
Manager from a global perspective global perspective
• Understands group strategy, the role of the
• Understands group strategy, the role of the local business: “walks the talk” • Expert on group strategy, the role of the local
local business business: well known as one who “walks the
• Culturally aware and demonstrates ability to talk”
• Culturally aware of business in local terms conduct business in local terms
• Culturally knowledgeable and successfully
• Understands global and local impacts on day- • Understands and takes into account global and conducts business in local terms
to-day activities local impacts on day-to-day activities
• Successfully prepares for global and local
• Aligns global strategy with local • Aligns global strategy and tactics with local impacts on day-to-day activities
considerations considerations
• Skillfully aligns global strategy and tactics to
• Keeps abreast of global influences • Keeps abreast of global influences on the local address local considerations
business
• Participates in global initiatives • Anticipates global influences on the local
• Role model for staff on global initiatives business
• Aligns local interests with global
considerations • Aligns and manages local interests with global • Well known expert in the organization on
considerations global initiatives
• Supports global activities
• Proactive – prepares locally to support global • Successfully aligns and manages local interests
• Understands global issues; lacks international activities
experience with global considerations
• Empathetic and sensitive to global issues, but • Extremely proactive – anticipates and
may lack international experience prepares locally to support global activities
• Empathetic and sensitive to global issues; has
international experience
69

Director/ • Has global experience: considers problems • Has extensive global experience: clearly • Has extensive global experience: creates a
and opportunities from a global perspective considers problems and opportunities from a culture in the organization that clearly
Executive global perspective considers problems and opportunities from a
• Understands group strategy, the role of the global perspective
local business: “walks the talk” • Expert on group strategy, the role of the local
business: well known as one who “walks the • Is known throughout the organization as an
• Culturally aware and demonstrates ability to talk” expert on group strategy, the role of the local
conduct business in local terms business: always “walks the talk”
• Culturally knowledgeable and successfully
• Understands and takes into account global conducts business in local terms • Has a history of being culturally
and local impacts on day-to-day activities knowledgeable and successful in conducting
• Successfully prepares for global and local business in local terms
• Aligns global strategy and tactics with local impacts on day-to-day activities
considerations • Successfully anticipates, plans, and prepares
• Skillfully aligns global strategy and tactics to for global and local impacts on day-to-day
• Keeps abreast of global influences on the address local considerations
local business activities
• Anticipates global influences on the local • Skillfully aligns global strategy and tactics to
• Role model for staff on global initiatives business address all local considerations
• Aligns and manages local interests with global • Well known expert in the organization on
considerations • Anticipates global influences on the local
global initiatives business; has a track record success being
• Proactive – prepares locally to support global • Successfully aligns and manages local interests proactive
activities with global considerations • Well known expert inside and outside the
• Empathetic and sensitive to global issues, but • Extremely proactive – anticipates and prepares organization on global initiatives
may lack international experience locally to support global activities • Has a history of successfully aligning and
• Empathetic and sensitive to global issues; has managing local interests with global
international experience considerations
• Is well known for being extremely proactive –
anticipates and prepares locally to effectively
support global activities
• Is an expert at being empathetic and sensitive
to global issues; has extensive international
experience
70
31 - Self Confidence - Faith in one’s own ideas and ability to be successful; willingness to take an independent position in the face
of opposition.

Professional/ • Shows confidence in own ability • Is confident of own ability to accomplish goals • Demonstrates confidence in own ability to
Specialist • Presents self well • Presents self crisply and impressively accomplish even the most demanding goals
• Is willing to speak up to the right person or • Is willing to speak up to the right person or • Presents self crisply and impressively; appears
group at the right time group at the right time when he/she disagrees poised and certain of what he/she is saying
• Approaches most tasks with a positive with a decision or strategy • Does not hesitate to speak up to the right
attitude • Approaches challenging tasks with a “can-do” person or group at the right time when he/she
attitude disagrees with a decision or strategy; has
strong convictions in his/her beliefs
• Approaches very difficult and challenging tasks
with a “can-do” attitude; believes in own
ability to get the job done
Supervisor/ • Shows confidence in own ability • Is confident of own ability to accomplish goals • Demonstrates confidence in own ability to
Manager • Presents self well • Presents self crisply and impressively accomplish even the most demanding goals
• Is willing to speak up to the right person or • Is willing to speak up to the right person or • Presents self crisply and impressively; appears
group at the right time group at the right time when he/she disagrees poised and certain of what he/she is saying
• Approaches most tasks with a positive with a decision or strategy • Does not hesitate to speak up to the right
attitude • Approaches challenging tasks with a “can-do” person or group at the right time when he/she
attitude disagrees with a decision or strategy; has
strong convictions in his/her beliefs
• Approaches very difficult and challenging tasks
with a “can-do” attitude; believes in own
ability to get the job done
71
31 - Self Confidence - Faith in one’s own ideas and ability to be successful; willingness to take an independent position in the face
of opposition.

Director/ • Is confident of own ability to accomplish goals • Demonstrates confidence in own ability to • Encourages and motivates others to
Executive • Presents self crisply and impressively accomplish even the most demanding goals demonstrate confidence in their ability to
• Is willing to speak up to the right person or • Presents self crisply and impressively; appears accomplish even the most demanding goals
group at the right time when he/she poised and certain of what he/she is saying • Coaches others to present themselves crisply
disagrees with a decision or strategy • Does not hesitate to speak up to the right and impressively; helps them to appear poised
• Approaches challenging tasks with a “can-do” person or group at the right time when he/she and certain of what they are saying
attitude disagrees with a decision or strategy; has • Is well known in the organization for not
strong convictions in his/her beliefs hesitating to speak up to the right person or
• Approaches very difficult and challenging tasks group at the right time when he/she disagrees
with a “can-do” attitude; believes in own with a decision or strategy; always has strong
ability to get the job done convictions in his/her beliefs
• Creates a culture in the organization to
approach very difficult and challenging tasks
with a “can-do” attitude; helps others to
believe in their own ability to get the job done
72
32 - Adaptability - The ability to keep functioning effectively when under pressure and/or experiencing rapidly changing or uncertain
conditions, and to maintain self-control in the face of hostility or provocation.

Professional/ • Can, at times, get nervous under stress • Remains calm under stress • Remains extremely calm under a great deal of
Specialist • Can effectively handle only one problem or • Can effectively handle several problems or stress
task at a time tasks at once • Can effectively handle a variety of complex and
• Does not always control his/her response • Controls his/her response when criticized, difficult problems or tasks at once
when criticized, attacked or provoked attacked or provoked • Controls his/her response by remaining calm and
• Can lose his/her sense of humor under • Maintains a sense of humor under difficult composed when criticized, attacked or provoked
difficult circumstances circumstances • Maintains a strong sense of humor under difficult
• Does not always manage own behavior to • Manages own behavior to prevent or reduce circumstances; uses humor to effectively reduce
prevent or reduce feelings of stress feelings of stress tension
• Can, at times, negatively react to unforeseen • Quickly adjusts and constructively reacts to • Effectively manages own behavior to successfully
circumstances and setbacks unforeseen circumstances and setbacks prevent or reduce feelings of stress in others
• Is not always able to modify behavior to • Modifies behavior to remain effective in • Quickly adjusts and constructively reacts to
remain effective in different organizations different organizations and cultures unforeseen circumstances and setbacks; makes
and cultures them seem less severe
• Very successful at modifying behavior to remain
effective in different organizations and cultures
73

Supervisor/ • Can, at times, get nervous under stress • Remains calm under stress • Remains extremely calm under a great deal of
Manager • Can effectively handle only one problem or • Can effectively handle several problems or stress
task at a time tasks at once • Can effectively handle a variety of complex and
• Does not always control his/her response • Controls his/her response when criticized, difficult problems or tasks at once
when criticized, attacked or provoked attacked or provoked • Controls his/her response by remaining calm and
• Can lose his/her sense of humor under • Maintains a sense of humor under difficult composed when criticized, attacked or provoked
difficult circumstances circumstances • Maintains a strong sense of humor under difficult
• Does not always manage own behavior to • Manages own behavior to prevent or reduce circumstances; uses humor to effectively reduce
prevent or reduce feelings of stress feelings of stress tension
• Can, at times, negatively react to unforeseen • Quickly adjusts and constructively reacts to • Effectively manages own behavior to successfully
circumstances and setbacks unforeseen circumstances and setbacks prevent or reduce feelings of stress in others
• Is not always able to modify behavior to • Modifies behavior to remain effective in • Quickly adjusts and constructively reacts to
remain effective in different organizations different organizations and cultures unforeseen circumstances and setbacks; makes
and cultures them seem less severe
• Very successful at modifying behavior to remain
effective in different organizations and cultures
74

Director/ • Remains calm under stress • Remains extremely calm under a great deal of • Coaches others to remain extremely calm under a
Executive • Can effectively handle several problems or stress great deal of stress
tasks at once • Can effectively handle a variety of complex • Is an expert at effectively handling a variety of
• Controls his/her response when criticized, and difficult problems or tasks at once complex and difficult problems or tasks at once
attacked or provoked • Controls his/her response by remaining calm • Has a long history of controlling his/her response by
• Maintains a sense of humor under difficult and composed when criticized, attacked or remaining calm and composed when criticized,
circumstances provoked attacked or provoked
• Manages own behavior to prevent or reduce • Maintains a strong sense of humor under • Is a role model for maintaining a strong sense of
feelings of stress difficult circumstances; uses humor to humor under difficult circumstances; uses humor to
• Quickly adjusts and constructively reacts to effectively reduce tension effectively reduce tension
unforeseen circumstances and setbacks • Effectively manages own behavior to • Is well known in the organization for effectively
• Modifies behavior to remain effective in successfully prevent or reduce feelings of managing his/her own behavior to successfully
different organizations and cultures stress in others prevent or reduce feelings of stress in others
• Quickly adjusts and constructively reacts to • Creates a working environment that quickly adjusts
unforeseen circumstances and setbacks; and constructively reacts to unforeseen
makes them seem less severe circumstances and setbacks; helps others to keep
• Very successful at modifying behavior to functioning effectively
remain effective in different organizations and • Is a role model for being very successful at
cultures modifying behavior to remain effective in different
organizations and cultures
75
33 - Personal Credibility - Demonstrated concern that one be perceived as responsible, reliable, and trustworthy.

Professional/ • At times is dependable, but doesn’t always • Dependable; delivers on commitments • Consistently reliable and dependable over
Specialist deliver on commitments • Respects the confidentiality of information; time; always delivers on commitments
• Has been known to share confidential keeps personal conversations with others • Trustworthy and maintains the confidentiality
information in an inappropriate manner; does private of information; keeps personal conversations
not always keep concerns shared by others • Forthright and honest with people with others in strict privacy
private • Carriers his/her fair share of the workload • Has a track record of being extremely truthful;
• In certain situations is not straightforward, • Admits to mistakes and takes responsibility; forthright, and honest with all people
forthright or honest with people never blames others • Does more than his/her fair share of the
• Usually carriers his/her fair share of the • Conveys a command of the relevant facts and workload; takes on additional responsibility
workload information • Willingly admits to mistakes and takes full
• Hesitant to admit to mistakes; has excuses or responsibility; never blames others; sees them
tends to blame others as a learning experience
• Knowledgeable of the facts and information • Thorough knowledge and command of all
relevant facts and critical information in
situations
Supervisor/ • At times is dependable, but doesn’t always • Dependable; delivers on commitments • Consistently reliable and dependable over
Manager deliver on commitments • Respects the confidentiality of information; time; always delivers on commitments
• Has been known to share confidential keeps personal conversations with others • Trustworthy and maintains the confidentiality
information in an inappropriate manner; does private of information; keeps personal conversations
not always keep concerns shared by others • Forthright and honest with people with others in strict privacy
private • Carriers his/her fair share of the workload • Has a track record of being extremely truthful;
• In certain situations is not, straightforward, • Admits to mistakes and takes responsibility; forthright, and honest with all people
forthright or honest with people never blames others • Does more than his/her fair share of the
• Usually carriers his/her fair share of the • Conveys a command of the relevant facts and workload; takes on additional responsibility
workload information • Willingly admits to mistakes and takes full
• Hesitant to admit to mistakes; has excuses or responsibility; never blames others; sees them
tends to blame others as a learning experience
• Knowledgeable of the facts and information • Thorough knowledge and command of all
relevant facts and critical information in
situations

76
33 - Personal Credibility - Demonstrated concern that one be perceived as responsible, reliable, and trustworthy.

Director/ • Dependable; delivers on commitments • Consistently reliable and dependable over • Drives self/organization to consistently be
Executive • Respects the confidentiality of information; time; always delivers on commitments reliable and dependable; coaches others to
keeps personal conversations with others • Trustworthy and maintains the confidentiality always deliver on commitments
private of information; keeps personal conversations • Is a role model for always being trustworthy
• Forthright and honest with people with others in strict privacy and maintaining the confidentiality of
• Carriers his/her fair share of the workload • Has a track record of being extremely truthful; information; has a history of keeping personal
• Admits to mistakes and takes responsibility; forthright, and honest with all people conversations with others in strict privacy
never blames others • Does more than his/her fair share of the • Instills a mindset in others to be extremely
• Conveys a command of the relevant facts and workload; takes on additional responsibility truthful; forthright, and honest with people in
information • Willingly admits to mistakes and takes full all situations
responsibility; never blames others; sees them • Has a long history of always exceeding his/her
as a learning experience fair share of the workload; always takes on
• Thorough knowledge and command of all additional work
relevant facts and critical information in • Is well known for willingly admitting to
situations mistakes and taking full responsibility; never
blames others; sees them as a learning
experience
• Creates an environment in the organization
where others are expected to have a thorough
knowledge and command of all the relevant
facts and information in all situations

77
34 - Flexibility - Openness to different and new ways of doing things; willingness to modify one’s preferred way of doing things
Professional/ • Listens to perspectives other than his/her • Is able to see the merits of perspectives other • Is able to see and apply the merits of
own than his/her own perspectives other than his/her own
Specialist
• Shows some openness to new organizational • Demonstrates openness to new organizational • Demonstrates openness and willingly supports
structures, procedures, and technology structures, procedures, and technology new organizational structures, procedures,
and technology
• Eventually switches to a different strategy • Switches to a different strategy when an
when an initially selected one has been initially selected one is unsuccessful • Is quick to switch to a different strategy when
unsuccessful over time an initially selected one is unsuccessful
• Demonstrates willingness to modify a strongly
• Will eventually modify a strongly held held position in the face of contrary evidence • Will quickly modify a strongly held position in
position in the face of contrary evidence the face of contrary evidence

Supervisor/ • Listens to perspectives other than his/her • Is able to see the merits of perspectives other • Is able to see and apply the merits of
own than his/her own perspectives other than his/her own
Manager
• Shows some openness to new organizational • Demonstrates openness to new organizational • Demonstrates openness and willingly supports
structures, procedures, and technology structures, procedures, and technology new organizational structures, procedures,
and technology
• Eventually switches to a different strategy • Switches to a different strategy when an
when an initially selected one has been initially selected one is unsuccessful • Is quick to switch to a different strategy when
unsuccessful over time an initially selected one is unsuccessful
• Demonstrates willingness to modify a strongly
• Will eventually modify a strongly held held position in the face of contrary evidence • Will quickly modify a strongly held position in
position in the face of contrary evidence the face of contrary evidence

Director/ • Is able to see the merits of perspectives other • Is able to see and apply the merits of • Champions the need in the organization to see
than his/her own perspectives other than his/her own and apply the merits of perspectives other
Executive than your own
• Demonstrates openness to new • Demonstrates openness and willingly supports
organizational structures, procedures, and new organizational structures, procedures, • Creates a culture that demonstrates openness
technology and technology and willingly supports new organizational
structures, procedures, and technology
• Switches to a different strategy when an • Is quick to switch to a different strategy when
initially selected one is unsuccessful an initially selected one is unsuccessful • Supports and coaches others to quickly switch
to a different strategy when an initially
• Demonstrates willingness to modify a strongly • Will quickly modify a strongly held position in selected one is unsuccessful
held position in the face of contrary evidence the face of contrary evidence
• Is a role model for quickly modify a strongly
held position in the face of contrary evidence
78
35 - Personal Accountability - Takes responsibility for the results and future direction of the organization.

Professional/ • Usually accepts ownership for the leadership • Willingly accepts ownership for the leadership • Willingly accepts ownership for the leadership
Specialist and effectiveness of the organization and effectiveness of the organization; looks for and effectiveness of the organization, even
• Demonstrates a positive attitude ways to make a difference with very difficult projects and tasks; finds
• Does not focus enough attention on • Consistently demonstrates a positive can-do, ways to make a difference
determining what can be done to make overcome-any- barrier attitude • Consistently demonstrates a positive can-do,
progress; can dwell too much on why it can’t • Focuses attention on determining what can be overcome-any- barrier attitude even when
be done or blaming others for problems done to make progress rather than on why it faced with extremely challenging demands
• Does not always recognize what one can and can’t be done or blaming others for problems • Focuses attention on determining what can be
can’t control; can focus energy on areas that • Recognizes what one can and can’t control; done to make progress rather than on why it
one can not affect focuses energy on areas that one can affect can’t be done or blaming others for problems;
• Tells others to have a sense of accountability; rather than on things one can’t does not let anything get in the way of
encourages people towards greater results • Coaches others to instill a sense of progress
• Acknowledges own mistakes; asks for accountability; uses ownership as a way to • Instinctively knows what one can and can’t
feedback empower people towards greater results control; proactively focuses all energy on
• Acknowledges own mistakes and limitations; areas that one can affect and avoids things
seeks and accepts constructive criticism one can’t
• Effectively coaches others to instill a sense of
accountability; creates ownership that
empowers and motivates people to greater
results
• Openly acknowledges own mistakes and
limitations; seeks and accepts constructive
criticism that is used to hold him/herself
accountable
79

Supervisor/ • Usually accepts ownership for the leadership • Willingly accepts ownership for the leadership • Willingly accepts ownership for the leadership
Manager and effectiveness of the organization and effectiveness of the organization; looks for and effectiveness of the organization, even
• Demonstrates a positive attitude ways to make a difference with very difficult projects and tasks; finds
• Does not focus enough attention on • Consistently demonstrates a positive can-do, ways to make a difference
determining what can be done to make overcome-any- barrier attitude • Consistently demonstrates a positive can-do,
progress; can dwell too much on why it can’t • Focuses attention on determining what can be overcome-any- barrier attitude even when
be done or blaming others for problems done to make progress rather than on why it faced with extremely challenging demands
• Does not always recognize what one can and can’t be done or blaming others for problems • Focuses attention on determining what can be
can’t control; can focus energy on areas that • Recognizes what one can and can’t control; done to make progress rather than on why it
one can not affect focuses energy on areas that one can affect can’t be done or blaming others for problems;
• Tells others to have a sense of accountability; rather than on things one can’t does not let anything get in the way of
encourages people towards greater results • Coaches others to instill a sense of progress
• Acknowledges own mistakes; asks for accountability; uses ownership as a way to • Instinctively knows what one can and can’t
feedback empower people towards greater results control; proactively focuses all energy on
• Acknowledges own mistakes and limitations; areas that one can affect and avoids things
seeks and accepts constructive criticism one can’t
• Effectively coaches others to instill a sense of
accountability; creates ownership that
empowers and motivates people to greater
results
• Openly acknowledges own mistakes and
limitations; seeks and accepts constructive
criticism that is used to hold him/herself
accountable
80

Director/ • Willingly accepts ownership for the leadership • Willingly accepts ownership for the leadership • Creates a culture that willingly accepts
Executive and effectiveness of the organization; looks and effectiveness of the organization, even ownership for the leadership and
for ways to make a difference with very difficult projects and tasks; finds effectiveness of the organization, even with
• Consistently demonstrates a positive can-do, ways to make a difference very difficult projects and tasks; finds ways to
overcome-any- barrier attitude • Consistently demonstrates a positive can-do, make a difference
• Focuses attention on determining what can overcome-any- barrier attitude even when • Is a role model for consistently demonstrating
be done to make progress rather than on why faced with extremely challenging demands a positive can-do, overcome-any- barrier
it can’t be done or blaming others for • Focuses attention on determining what can be attitude even when faced with extremely
problems done to make progress rather than on why it challenging demands
• Recognizes what one can and can’t control; can’t be done or blaming others for problems; • Instills a mindset in others that focuses
focuses energy on areas that one can affect does not let anything get in the way of attention on determining what can be done to
rather than on things one can’t progress make progress rather than on why it can’t be
• Coaches others to instill a sense of • Instinctively knows what one can and can’t done or blaming others for problems;
accountability; uses ownership as a way to control; proactively focuses all energy on areas encourages others to not let anything get in
empower people towards greater results that one can affect and avoids things one can’t the way of progress
• Acknowledges own mistakes and limitations; • Effectively coaches others to instill a sense of • Coaches others to know what one can and
seeks and accepts constructive criticism accountability; creates ownership that can’t control; helps them to proactively
empowers and motivates people to greater focuses all energy on areas that one can affect
results and avoids things one can’t
• Openly acknowledges own mistakes and • Helps other leaders to effectively coach others
limitations; seeks and accepts constructive to instill a sense of accountability; helps them
criticism that is used to hold him/herself to create ownership that empowers and
accountable motivates people to greater results
• Leads by example by openly acknowledging
own mistakes and limitations; seeks and
accepts constructive criticism that is used to
hold him/herself accountable
81

PayProgression CompetencyByJobRoleAndProfLevel ALL

Uploaded by

Document Information

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

PayProgression CompetencyByJobRoleAndProfLevel ALL

Uploaded by

Copyright:

Available Formats

COMPETENCY BY JOB ROLE AND PROFICIENCY LEVEL

• Leading Others Cluster

COMPETENCIES DEALING WITH BUSINESS

• Preventing and Solving Problems Cluster

BASIC PROFICIENT ADVANCED

BASIC PROFICIENT ADVANCED

©2012, Workitect, Inc.

BASIC PROFICIENT ADVANCED

©2012, Workitect, Inc.

BASIC PROFICIENT ADVANCED

©2012, Workitect, Inc.

BASIC PROFICIENT ADVANCED

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

Basic Proficient Advanced

©2012, Workitect, Inc. 19

Basic Proficient Advanced

©2012, Workitect, Inc. 20

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.

Basic Proficient Advanced

©2012, Workitect, Inc.