PIAGGIO GROUP

MANAGERIAL COMPETENCIES

V1.0
 PIAGGIO GROUP 9 MANAGERIAL COMPETENCIES
ACCOUNTABILITY & INNOVATION & TEAM INTEGRATION
LEADING BY EXAMPLES BUSINESS ACUMEN
GLOBAL MINDSET CHANGE MANAGEMENT MANAGEMENT

TEAM INTEGRATION MANAGMENT

COACHING (*)
LEADING PEOPLE (*)
STRATEGIC ORIENTATION (*)
CUSTOMER ORIENTATION

FOCUS ON RESULTS

INNOVATIVE CONTRIBUTION

CHANGE MANAGEMENT

BUSINESS ACUMEN
For all Managerial
employees levels only
 For all Managerial
employees levels only
CUSTOMER ORIENTATION
Focusing one’s efforts on discovering and meeting the
internal and external client’s needs
1. Follows through on client inquiries, requests, complaints
2. Keeps client up-to-date about progress of activities
3. Maintains clear communication with clients regarding
mutual expectations
4. Distributes helpful information to clients
5. Monitors client satisfaction
6. Takes personal responsibility for correcting client problems
promptly and defensively
7. Makes self available when client is going through a critical
period (e.g., spends extra time and effort with client when
the client needs it)
8. Makes concrete proposals to add value to the client
9. Knows the client’s needs and/or seeks information about
their real underlying needs beyond those expressed initially
10. Matches underlying needs of client to available (or
customized) solutions
ACCOUNTABILITY & GLOBAL MINDSET
FOCUS ON RESULT
Focusing on meeting a standard of excellence
1. Expresses constructive frustration at waste or inefficiency
2. Reacts to present and/or unexpected problems, overcoming
obstacles
3. Keeps track of and measures outcomes against a standard
of excellence not imposed by others
4. Acts with a sense of urgency when the norm is to wait
5. Makes specific changes in own work methods to improve
performance
6. Anticipates and takes action to create an opportunity or
avoid future crisis
7. Sets and works to meet challenging goals
STRATEGIC ORIENTATION
Having a clear overview of the business and striving to
improve organizational performance with a global mindset
1. Understands how own job fits in relationship to the bottom
line
2. Analyzes and comprehends organizational goals and
strategies
3. Acts to improve own understanding of PIAGGIO Group
business
4. Incorporates business fundamentals into own decision-
making
5. Develops plans that prioritize work in alignment with
business goals
6. Takes advantage of existing business opportunities
7. Engineers and promotes new opportunities to generate
revenue or control costs
8. Looks for opportunities to drive the business and
differentiate PIAGGIO Group
 For all Managerial
employees levels only
INNOVATION & CHANGE MANAGEMENT
CHANGE MANAGEMENT
Responding flexibly to change and encouraging
improvement opportunities
1. Accepts need for flexibility
2. Understands other people’s points of view
3. Demonstrates willingness to change ideas or perceptions
based on new information or contrary evidence
4. Willingly changes one’s own behavior based on feedback
received from others
5. Maintains professional composure (e.g., calm, focused and
self-assured) in the midst of changing circumstances and
priorities
6. Stays optimistic and positive despite setbacks
7. Bounces back and regains focus in uncertain or turbulent
times
8. Proactively builds in others the belief that change is an
opportunity
9. Encourages and promotes change initiatives
INNOVATIVE
CONTRIBUTION
Developing and sharing innovative solutions
1. Is excited by the opportunity to break new ground in own
area, despite uncertainty and risk
2. Comfortably takes responsibility for the success or failure of
new ideas
3. Is willing to try something new despite history (i.e., “this is
how we’ve always done it”)
4. Tries new approaches to problems that have not been
tested and that go beyond one’s own experience base, using
one’s knowledge to evaluate and minimize risks
5. Spreads innovative ideas
6. Encourages others to continually consider new and original
ways to meet objectives
7. Proactively presents innovative ideas to other areas so that
they may be considered
8. Reinforces the value of, and rewards calculated risk taking in
the long-term interests of PIAGGIO Group
BUSINESS ACUMEN
BUSINESS ACUMEN
Reacting from a business perspective and showing
attention to the economic impacts of own actions and
decisions
1. Reads and understands economic data to produce solutions
for the business
2. Puts forward proposals to optimize processes
3. Makes decisions by evaluating the costs and benefits of
their own choices
4. Uses economic resources in an optimal manner
5. Promotes solutions designed to generate revenue and for
cost containment
 For all Managerial
employees levels only
LEADING BY EXAMPLES
COACHING
Fostering the long-term development of own employees
devoting time and attention
1. Believes others want to and/or can learn to improve their
performance
2. Gives short-term, task-oriented instruction and/or on-the-
job demonstrations
3. Gives practical support or assistance to make job easier for
the other individual (i.e., volunteers additional resources,
tools, information, expert advice, etc.)
4. Asks questions, gives tests, or uses other methods to verify
that others have understood explanation or directions
5. Gives specific constructive, mixed feedback for
developmental purposes
6. Gives negative feedback in behavioral rather than personal
terms
7. Reassures and/or expresses positive expectations for future
performance when giving corrective feedback
8. Gives individualized suggestions for improvement
9. Arranges appropriate and helpful assignments, formal
training, or other experiences for the purpose of fostering a
person’s long-term development
LEADING PEOPLE
Holding people accountable and motivating them
to meet set goals
1. Makes needs and requirements reasonably clear
2. Sets limits for others’ behavior Demands high performance
and quality
3. Insists on compliance with own requests explaining their
rationale behind
4. Mentions possible impact of unsatisfactory performance on
the business
5. Let’s people affected by a decision know what is happening
6. Explains the reasons for a decision
7. Makes sure the group has all the necessary information
8. Takes specific actions with the intent of enabling the team to
function optimally
9. Gets others’ input for purposes of promoting the
effectiveness of the group or process
10. Acts to build team spirit for purposes of promoting the
effectiveness of the group or process
TEAM INTERGRATION
MANAGEMENT
TEAM INTEGRATION
MANAGEMENT
Working cooperatively with others within and outside team
1. Supports team decisions, is a good team player, does his or
her share of the work
2. Keeps other team members informed and up-to-date about
what is happening in the group
3. Shares all relevant or useful information
4. Expresses positive attitudes and expectations of other team
members in terms of their abilities, expected contributions,
etc.
5. Genuinely values others’ input and expertise
6. Displays willingness to learn from others, including
subordinates and peers
7. Solicits ideas and opinions to help form specific decisions or
plans
8. Publicly credits others who have performed well
9. Encourages and empowers others, making them feel strong
and important
10. Acts to promote good working relationships regardless of
personal likes or dislikes
11. Builds good morale or cooperation within the team
12. Encourages or facilitates a beneficial resolution to conflict
TOGETHER
WE ACHIEVE
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