Leadership Model Competencies with Behavioral Anchors

The behavioral anchors are a support tool for performance management that provides examples of behaviors associated with each competency at varying
levels of performance. This is not meant to be an all encompassing list, but rather, provide a deeper understanding of the competencies and greater
consistency in language within and between managers. Grade 26 and above employees will be evaluated on the Leadership Model Competencies. You can
copy and paste specific behavioral anchors into the mid-year discussion comments in SuccessFactors. Make sure to edit the comments you input to
customize your feedback.
 VAIL RESORTS LEADERSHIP MODEL COMPETENCIES
RE-IMAGINE
As a leader at Vail Resorts Re-imagine requires that you: innovate and lead change; courageously challenge conventional wisdom; influence others to challenge
the status quo; be willing to take on risk; thoughtfully approach all potential outcomes; be curious about all facets of the business to surface new ideas and support
new company initiatives.
Sub-Theme Meets Some/Meets Most Achieves Exceeds/Greatly Exceeds
Stimulates Resistant to seeking new ideas or ways of Seeks new perspectives and ideas in order Models outside-of-the-box thinking to
innovation approaching situations to stimulate innovation and change develop new ways to do business

Challenges Accepts status quo without questioning Questions assumptions and offers new Courageously challenges current practices
conventional assumptions and offering alternatives ideas and acts as a catalyst for change;
wisdom encourages others to challenge the status
quo
Leads change Inconsistently supports change efforts; may Supportive of change; Guides others Sustains momentum throughout the process
not successfully influence others towards towards successful adoption of change and of change and helps others deal with the
adoption of change clarifies the reasons for change and how effects of change; effectively persuades
change will affect individuals, teams, and others to change
the organization
Takes risks Overly cautious; may take risks without fully Willing to take well-reasoned risks and has Persuasively implements well thought out
understanding all potential outcomes an understanding of all potential outcomes risks; educates others on methodologies
and approaches to successfully analyze risk
Seeks business Has difficulty building a broader perspective Displays a curiosity about different aspects Leverages broad understanding about the
understanding to about different aspects of the business of the business to gain greater insight into business to suggest changes that have far-
surface new ideas outside of his/her expertise how things operate reaching business impact

VAIL RESORTS LEADERSHIP MODEL COMPETENCIES

DRIVE
As a leader at Vail Resorts Drive requires that you: exhibit a strong desire to be the best and your results show it; be decisive and take the initiative to step up
when and where the business needs you; understand how to execute and deliver results; empower others to share in the decision making and work processes;
hold others accountable to be their best and achieve great results; make difficult personnel and other decisions when needed; enroll employees in our shared
vision, clarify goals and clearly communicate the roadmap for success.

Sub-Theme Meets Some/Meets Most Achieves Exceeds/Greatly Exceeds

Driving the best Tends to act passively or take a reactive Engenders a sense of urgency and Creates a strong sense of urgency for
results approach towards achieving the desired desire to give the best and persevere continuously exceeding expected results
results to achieve results; holds self & others
to high standards
Decisive Wavers when making decisions; may Makes firm decisions in a timely manner Excels at making firm, quality decisions with
delay making timely decisions incomplete information and when under
pressure
Makes high quality Does not regularly consider all available Makes high quality, well informed Effectively integrates information from multiple
decisions information when making decisions; may decisions using all available information sources to make high quality decisions in
make premature decisions complex situations
Steps up when the Resists taking on additional responsibility Proactively steps up to solve problems Consistently seeks opportunities to step up and
business needs you and/or focuses on responsibilities only even when beyond the scope of day-to- lead when needed to get the job done
within the defined scope of the position day role
Sets and clarifies Sometimes sets unrealistic goals, Establishes and communicates specific Proactively establishes challenging goals,
goals, expectations expectations and outcomes for team or goals, expectations and a clear roadmap expectations of accountability and ownership of
& roadmap for projects; may not track progress on a for success for team or project; tracks the roadmap for success for team or project;
success regular basis progress regularly identifies new metrics to track performance
Empowers others to Has difficulty appropriately delegating Empowers and trusts others to make Models empowering others and teaches best
make decisions work; has a tendency to micromanage decisions and be accountable for them practices for making quality decisions
others
Holds self and May not address employee performance Holds self and others accountable for Elevates culture of accountability through
others accountable issues; inconsistently holds self and performance; makes difficult staffing positive recognition and timely discipline to
for results others accountable for results decisions when expectations are not deliver superior results
being met
 VAIL RESORTS LEADERSHIP MODEL COMPETENCIES
DEVELOP
As a leader at Vail Resorts Develop requires that you: are very self-aware, deeply understanding your own strengths and opportunities; comfortable seeking
feedback from others on your performance and leadership; are constantly seeking to improve your leadership skills; hire and retain those who embrace these
competencies at the highest level; create future leaders and bench strength; establish authentic connections with others, based on a high level of candor, in
support of their personal and professional growth; recognize and reward employees for outstanding performance; unlock the potential of your team.
Sub-Theme Meets Some/Meets Most Achieves Exceeds/Greatly Exceeds
Seeks feedback Does not regularly solicit, listen to or act Seeks out feedback on his/her Exceptionally receptive to feedback on his/her
upon other’s feedback on own performance; actively works to improve performance; Seeks coaching and reliably
performance skills incorporates insights gained from other’s
feedback to improve his/her effectiveness
Is self-aware Lacks an understanding of own strengths, Understands own strengths, opportunities Possesses a deep understanding of his/her
opportunities and limits and limits and makes use of them to strengths and limits. Continuously works on
achieve the best results his/her own development and strives to work to
their fullest potential
Hires the best Tends to take little initiative to identify Identifies high quality talent and places Takes full accountability for ensuring the talent
potential candidates; may place individuals in the right roles on the team is in the right role to accomplish
individuals in roles not entirely fitting for current goals and support future growth; Invests
their skills significant time to develop a pipeline of leaders
Delivers candid Lacks consistency and/or professionalism Provides detailed, timely, candid and Excels at providing detailed, timely, candid and
feedback in providing timely, specific, constructive feedback to support individual constructive feedback in a way that employees
straightforward or difficult performance performance are receptive to; encourages individual
feedback accountability towards making improvements
Recognizes & Overlooks opportunities to publicly or Regularly recognizes and rewards Possesses an excellent grasp of how to
rewards quality privately recognize good performance employees based on their relative recognize and reward team members; develops
performance contribution to the organization creative individual or team recognition programs
Unlocks the Does not regularly consider employees’
potential of each strengths or how they could benefit the
employee organization; tends to assign
responsibilities based on who is available
versus who would be best
Is accountable for Lacks awareness of employees’
development of aspirations or areas for development ;
others may not consider developing employees
part of his/her responsibilities
Invests the time to understand what’s Takes a personal interest in what drives each
important to each employee and what they individual and creates an environment where
are capable of they can do their best work
Takes ownership for team’s development Fosters a culture of development and holds self
by understanding individual aspirations and others fully accountable for following
and development areas; coaches through on development activities
employees on their development plans
 VAIL RESORTS LEADERSHIP MODEL COMPETENCIES
OUT FRONT
As a leader at Vail Resorts Out Front requires that you: are forward thinking and one step ahead of the needs of the business, our guest’s expectations, and your
leader; act fast to changing dynamics; are able to synthesize multiple viewpoints, including external perspectives, to create well thought-out strategic plans; present
new ideas by way of detailed analysis and careful planning inclusive of contingency plans; continuously prioritize to ensure the focus is on the most important work.

Sub-Theme Meets Some/Meets Most Achieves Exceeds/Greatly Exceeds

Forward thinking Tends to react to trends and changes rather
than anticipating and being out in front of
them
Anticipates needs Sometimes responds to requests without
thinking through the issue; does not
regularly gather the necessary information
Reacts fast to Tends to stick to plans regardless of
changing needs progress or changing business dynamics
Is proactive; brings Brings problems to others, without offering
solutions, not any solutions; can be reactive
problems
Creates well thought His/her strategic plans may not be clear,
through strategic consider all relevant information, or
plans adequately address impact on the business
Proactively identifies business trends to
identify new opportunities to improve
company performance and/or impact the
experience of a lifetime
Proactively anticipates what additional
information is necessary to best understand
the issue
Quickly changes course of action to take
advantage of opportunities or when
adequate progress is not being made
Raises issues with ideas and commitment
for resolution
His/her plans are strategic, well thought
through, backed with analysis, include
relevant information from multiple sources,
and considers the impact on other parts of
the business
Consistently scans internal and external
environments to identify new developments
that impact our business and uses this
information to develop and execute on new
business strategies
Consistently strives to predict the needs and
outcomes for the business; frequently has
analysis and solutions prepared in advance
of change
Is able to seamlessly orchestrate a quick
change in course of action involving multiple
business functions/ complexity
Proactively engages others in problem
solving to bring the best solution forward
His/her strategic plans represent rigorous
analysis, with a thorough understanding of
the situation and a consideration on the
impact the solution has on current
organization processes ; strategic plans
 consider contingencies with associated
metrics
Ruthless Has difficulty effectively prioritizing work and Spends time focused on the most important Effectively deals with conflicting priorities in
prioritization focusing time on the most critical tasks work; continuously reprioritizes as business a manner that satisfies all stakeholders and
needs shift ensures most critical work for the
organization receives priority
 VAIL RESORTS LEADERSHIP MODEL COMPETENCIES
CONNECT
As a leader at Vail Resorts Connect requires that you: create authentic connections with others; inspire trust and manage expectations for stakeholders; listen to
others to develop a shared understanding; build strong relationships across locations and functions; recognize interdependencies and take ownership for our
mutual success; ensure sharing of different ideas and points of view; respect the value of others.
Sub-Theme Meets Some/Meets Most Achieves Exceeds/Greatly Exceeds

Creates authentic Interactions sometimes feel forced and Develops relationships with others by Focuses significant attention on developing
connections lack authenticity being open and honest authentic relationships
Builds trust Does not consistently follow-through and Consistently does what they say; is Extremely reliable and accountable towards
can come across as unreliable reliable and trustworthy going above and beyond to deliver on
commitments
Manages Has a tendency to over promise and Understands what is important to Exceeds expectations for stakeholders;
expectations under deliver; may not effectively set stakeholders and communicates in a way Effectively manages the expectations of all
expectations with others that they know what to expect stakeholders
Listens to others Appears inattentive, impatient or Listens to others to develop a shared Listens attentively by probing with appropriate
uninterested in listening to others input understanding; shows interest and questions to clarify understanding; senses when
understanding communications have not been understood and
quickly modifies approach
Builds relationships May not make the effort to build Regularly interacts with individuals within Has a deep connection with members of other
across locations to appropriate relationships outside of other functions/locations to develop a solid functions/locations that creates the best
drive mutual function or location; has an incomplete understanding of business processes in business result
success view of business processes order to identify effective outcomes
Ensures sharing of Does not dependably promote an Encourages others to collaborate and Builds a collaborative culture where reaching out
different ideas environment where others are comfortable share ideas to improve outcomes to share ideas and points of view is valued and
sharing their perspectives or ideas expected as the norm
Respects others Sometimes demonstrates disregard or
lack of respect for others ; may not
appear to value others perspectives
Builds relationships Creates adversarial relationships with
with external some external stakeholders
stakeholders
Treats individuals with respect and values
the input of others
Effectively builds and manages
relationships with external stakeholders
Demonstrates the utmost respect for others;
excels at creating an environment where
everyone’s contributions are valued
Builds partnerships with external stakeholders to
achieve the best business result.
 VAIL RESORTS LEADERSHIP MODEL COMPETENCIES
PASSION
As a leader at Vail Resorts Passion requires that you: embrace our product, culture and mission to your core; allow your personal passion to inspire others to
follow in your footsteps; ensure alignment of who you are with what you do; create the opportunity for our guests and employees to have an ‘experience of a
lifetime’ at Vail Resorts.

Sub-Theme Meets Some/Meets Most Achieves Exceeds/Greatly Exceeds

Embraces our Does not reliably express a connection Authentically expresses a personal His/her enthusiasm for our products, mission
products, culture & and understanding of our product, culture connection to our product, culture, and and culture is contagious and his/her actions
mission and mission mission create a motivating environment

Inspires others Rarely demonstrates excitement for Demonstrates enthusiasm that motivates Clearly communicates a compelling vision for
his/her work; sometimes does not express others to support the success of the the future that inspires and motivates others to
him/herself in a way that would positively business perform to their full potential
influence others

Professional and May have misalignment between who you Works to ensure alignment of who you are Actively demonstrates his/her passion and
personal alignment are and what you do with what you do, personally and for their alignment for the business; helps others connect
team to their purpose and passion

Creates the May not consistently promote creating Proactively seeks out new ways to Builds a culture where decisions are made
“Experience of a “Experiences of a Lifetime” for our guests enhance the “Experience of a lifetime” for based on creating the opportunity for an
Lifetime” for all and employees our guests and employees “Experience of a Lifetime” for our guests and
employees