Competencies

Dictionary of Competencies
Table of Contents
ACHIEVEMENT MOTIVATION/ACHIEVEMENT ORIENTATION/GOAL ORIENTATION 6
ADAPTING TO CHANGE 7
ANALYTICAL TRINKING/PROBLEM SOLVING 8
ATTENTION TO DETAIL 9
STEWARDSHIP 10
BIAS FOR ACTION 11
BOARD RELATIONSHIPS 12
BUSINESS SAVVY 13
CHANGE LEADERSHIP 14
COACHING 15
COMMITTEE PARTICIPATION 16
CONCERN WITH PERSONAL IMPACT/PROFESSIONALISM 17
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CONFLICT RESOLUTION 18
CONTINUOUS IMPROVEMENT 19
COST CONTROL 20
COURAGEOUS LEADERSHIP 21
CREATIVITY/INNOVATION 22
CUSTOMER SERVICE ORIENTATION/CUSTOMER FOCUS/CUSTOMER

RESPONSIVENESS/CUSTOMER ORIENTATION/COMMITMENT TO SERVICE 23
DECISION-MAKING 26
DELEGATION 27
DEVELOPING OTHERS 28
DIRECTING OTHERS 29
EMPLOYEE OWNERSHIP 30
EMPOWERMENT/ENABLING OTHERS 31
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ETHICAL BEHAVIOR/INTEGRITY 32
FLEXIBILITY 34
INITIATIVE 35
INTERPERSONAL SENSITIVITY 36
JUDGEMENT 37
LEADERSHIP 38
NEGOTIATION 39
OPEN COMMUNICATION/LISTENING 40
ORAL CONMUNICATION 41
ORGANIZATIONAL AWARENESS 42
PAN-EUROPEAN AWARENESS 43
PARTICIPATIVE STYLE 44
PERSISTENCE/TENACITY 45
PERSUASIVENESS 46
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PLANNING AND ORGANIZING 47
PROCESS-ORIENTATION 48
PROFESSIONAL/TECHNICAL/PROCEDURAL EXPERTISE 49
RELATIONSHIP BUILDING 50
RELIABILITY 51
SAFETY AND ENVIRONMENTAL AWARENESS 52
SELF CONFIDENCE 53
SELF CONTROL 54
STRATEGIC LEADERSHIP 55
STRATEGIC MARKETING ORIENTATION 56
STRATEGIC PLANNING 57
TEAM LEADERSHIP 58
TEAMWORK/TEAM ORIENTATION 59
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USE OF INFLUENCE STRATEGIES 61
VALUING DIVERSITY 63
VISION COMMUNICATION 64
WRITTEN COMMUNICATION 65
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ACHIEVEMENT MOTIVATION/ACHIEVEMENT ORIENTATION/GOAL ORIENTATION
DEFINITION
Sets and meets challenging objectives, find better or more efficient ways to do things, and competes against a self-
defined standard of excellence.
or
A concern for achieving or surpassing results against an internal or external standard of excellence, showing a
passion for improving the delivery of services with a commitment to continuous improvement.
BEHAVIORAL INDICATORS:
• Takes calculated risks to achieve goals.

• Takes action where appropriate.
• Sets specific, concrete goals for self and/or others.
• Works to exceed existing quality standards or beat deadlines.
• Sets challenging but achievable goals for self and/or others.
• Finds better, faster, less expensive, or more efficient ways to do things.
• Demonstrates continual organized drive--from setting of goals for self and/or others to ongoing management
and achievement of stated objectives.
• Competes against one's own standards of excellence in addition to company standards.
• Sees a "difficult" customer as a challenge to be won over.
• Gets excited about "making the deal".
• Actively pursues learning and self-development.
• Motivated to achieve more than average results.
• Demonstrates willingness to learn and grow personally and professionally.
• Sees obstacles as "challenges" and enjoys overcoming them.
• Approaches challenges with a positive "can-do" attitude.
• Looks for what can be learned from mistakes or negative events.
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ADAPTING TO CHANGE
DEFINITION
Responds to change with a positive attitude and a willingness to learn new ways to accomplish work activities and
objectives.
• Sees the merits of different approaches to accomplishing work activities.

• Looks for ways to make changes work rather than only identifying why change won't work.
• Seeks full understanding of new procedures or methods resulting from a change.
• Asks questions to understand the objective(s) being sought through communicated changes.
• Adapts to change quickly.
• Makes suggestions for increasing the effectiveness of changes.
• Talks positively about changes with co-workers.
• Shows willingness to learn new methods, procedures, techniques, or systems resulting from departmental or
organization-wide change.
• Recognizes the merits of different approaches and uses them in accomplishing work activities. (May overlap
with Flexibility.)
• Modifies own behavior to fit the situation at hand or to meet the expectations of others. (May overlap with
Flexibility.)
• Responds to change in a positive supportive way without grumbling or complaining to others.
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ANALYTICAL TRINKING/PROBLEM SOLVING
DEFINITION
Builds a logical approach to address problems or opportunities or manage the situation at hand by drawing on
own knowledge and experience base and calling on other references and resources as necessary.
• Undertakes a complex task by breaking it down into manageable parts in a systematic, detailed way.
• Analyzes situations logically to identify causes and draw solid conclusions.
• Anticipates the consequences of situations.
• Rapidly identifies key issues in a complex situation.
• Identifies inconsistencies or discrepancies that are not obvious.
• Thinks of several possible explanations or alternatives for a situation.
• Sees connections or patterns that are not obvious to others.
• Finds ways to condense a large amount of information to a useful form.
• Identifies the information needed to solve a problem effectively.
• Gets input from internal/external contacts who are closest to the problem.
• Presents problem analysis and recommended solution to others rather than just identifying or describing the
problem itself.
• Applies cost-benefit analysis in the setting of priorities.
• Uses a variety of analytical techniques to solve problems.
• Formulates an orderly and systematic approach to problem solving in areas of responsibility.
• Weights alternatives against stated criteria.
• Recognizes a match or a mismatch between current data and a known standard.
• Appropriately applies abstract concepts or principles to understand immediate situation, to achieve
immediate objective or accomplish a task at hand.
• Thinks of multiple possible causes and consequences of events.
• Prepares detailed flow diagrams to organize and describe complex tasks or processes.
• Establishes systematic approaches to track resource usage/containment.
• Sees similarities between a new situation and past situations of a different type and uses that information to
address the issue(s) at hand.
• Cuts through raw data to extrapolate useful information.
• Acknowledges when one doesn't know something and takes steps to find out.
• Sees relationships between complex data in different areas.
• Recognizes and reconciles discrepant data.
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ATTENTION TO DETAIL
DEFINITION
Thoroughness in accomplishing a task through concern for all the areas involved, no matter how small.
• Provides accurate, consistent numbers on all paperwork.

• Provides information on a timely basis to others who need to act on it.
• Provides information in a useable form. to others who need to act on it.
• Maintains a checklist, schedule, calendar, etc., to ensure that small details are not overlooked.
• Double-checks the accuracy of information and work product.
• Carefully monitors the details and quality of own and others' work.
• Expresses concern that things be done right, thoroughly, or precisely.
• Follows policies, procedures, safety and security measures in using various equipment.
• Completes all reports and documents according to procedures and standards.
• Maintains properly equipped work area.
• Work requires little or no checking.
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STEWARDSHIP
(NOT-FOR-PROFIT ORGANIZATIONS)
DEFINITION
The effective and efficient use of all human, financial and material resources of the organization and its customers.
Maintains an adequate life balance in which all areas of work and personal needs receive appropriate (not equal)
attention.
• Asks people to identify actions, practices or procedures that hinder their work.
• Demonstrates an understanding of the link between one's own job responsibilities and overall organizational
goals and needs.
• Performs one's job with the broader goals of the organization in mind.
• Works beyond the minimum job requirements and does whatever is necessary to get the job done.
• Looks for opportunities for improving work methods and outcomes to the overall benefit of the organization's
customers.
• Uses organizational resources such as equipment, paper, supplies, materials, time, etc., with the same care
and respect as one's own possessions.
• Helps and supports fellow employees in their work to contribute to overall organizational success.
• Uses one's personal or organizational power to accomplish organizational goals rather than personal benefits.
NOTE: This Competency may overlap with Employee Ownership.
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BIAS FOR ACTION
(EXECUTIVE LEVEL)
DEFINITION
Takes bold decisive action despite risks, conflict or uncertainty; advances an independent viewpoint and does not
require a consensus to proceed; has the flexibility to shift or reverse decisions or directions when appropriate.
• Is quick to spot and address opportunities, problems or crises.

• Pushes forward with important initiatives in the face of uncertainty.
• Moves ahead without always requiring a consensus.
• Consciously models decisiveness and encourages it in others.
• Shifts directions or pulls the plug on projects as essential circumstances change.
• Continually searches for better ways to grow business.
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BOARD RELATIONSHIPS
(EXECUTIVE LEVEL)
DEFINITION
Understands the policy-making role of the Board of Directors and how one's responsibilities support the Board;
identifies the Board of Directors as representatives of the shareholders who have a responsibility as a fiduciary to
achieve an appropriate return on investment.
Sees Board members as partners, not adversaries, in furthering organizational goals and providing service to
customers.
When proposing an action, is clear about how it will benefit customers or Board objectives.
Periodically updates Board on issues and concerns.
Is clear about the potential impact of decisions, both positive and negative.
• Identifies all stakeholders potentially involved in an issue.

• Gathers information from different stakeholders before presenting proposed actions.
• Defines the issue from the perspective of each stakeholder.
• Identifies alternatives and presents recommendations for action, identifying implications for stakeholders.
• Clearly states what is expected to be accomplished by proposed actions.
• Works with Board members to identify criteria to be used to evaluate new services, products, ideas,
investments, etc.
• Advises Board appropriately of situations or information that may negatively affect the
• Board or its objectives.
• Acts to build a trusting relationship with the Board by being open in the sharing of information.
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BUSINESS SAVVY
(EXECUTIVE LEVEL)
DEFINITION
Has a broadly based understanding of key business fundamentals, understands the drivers of the financial health
and viability of the organization and takes responsibility for maintaining its ongoing fiscal soundness.
• Demonstrates a clear grasp of fundamental drivers of the organization's financial health and stability both
short- and long-term.
• Places strong emphasis on actively monitoring and managing for financial results.
• Adapts a broader understanding of business strategy and practices to own organization.
• Works to achieve credibility as a business minded thinker among executive level counterparts both internal
and external to the industry.
• Considers a variety of organization structure options to enhance financial viability.
• Understand the customer's business.
• Uses knowledge of the customer's business to creatively structure and persuasively close business deals.
• Understands principles of finance.
• Uses knowledge of finance to creatively structure and persuasively close business deals.
• Appropriately trades off short-term costs for long-term gains.
• Quickly analyzes financial issues to develop creative business deals.
• Looks for breakthrough opportunities that will dramatically generate new returns rather than just settling for
extensions of the past.
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CHANGE LEADERSHIP
DEFINITION
Initiates and/or manages the change process and energizes it on an ongoing basis, taking steps to remove barriers
or accelerate its pace.
 Demonstrates commitment to innovation and continuous improvement in

 Organizational performance.
 Takes action to call attention to a crisis or heighten the awareness of a need for change.
 Enlists others effectively as champions of the change one is pursuing.
 Leads initiatives to change the structure, system, or talent mix of the organization to more effectively support
the business strategy.
 Serves as a personal model of the change that she/he expects of others.
 Does things to make other feel ownership in one's own solution. (May overlap with Leadership.)
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COACHING
DEFINITION
Works to improve the immediate performance of others and facilitates their skill development by providing clear,
behaviorally specific performance feedback, making or eliciting specific suggestions for improvement, in a manner
that builds confidence and maintains self-esteem.
 Reinforces effective behaviors or results.

 Clearly states actual performance compared to expected or desired performance.
 Takes extra time to assist and provides specific, detailed follow-up. (May overlap with developing others.)
 Demonstrates or specifically explains correct procedures or desired performance.
 Devotes significant time to providing task-related help to others. (May overlap with developing others.)
 Asks questions that help other people recognize the need for performance improvement.
 Expresses confidence in individual's ability to improve performance.
 Takes time to listen to others' problems. (May overlap with developing others.)
 Talks with others openly and directly about problems with their performance, providing necessary focus,
guidance and direction. (May overlap with Leadership and directing others.)
 Understands both strengths and limitations of others.
 Knows what motivates particular individuals and what turns them off.
 Understands the reasons for others' behavior.
 Discusses problems immediately, before they are forgotten or out of control.
 Ensures clarity of and commitment to performance expectations.
 Encourages others to voice their concerns and constructive criticism.
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COMMITTEE PARTICIPATION
DEFINITION
Contributes consistently to the accomplishment of committee objectives, working collaboratively toward solutions
which generally benefit all involved parties.
 Consistently offers relevant input to committee discussions as issues are being clarified and solutions are being
developed.
 Presents own ideas to the group confidently and clearly.
 Assertively presents own ideas, yet is flexible in listening to and accepting others' input.
 Demonstrates clear awareness of the issues facing the committee and its intended objectives.
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CONCERN WITH PERSONAL IMPACT/PROFESSIONALISM
DEFINITION
Thinks carefully about the likely effects on others of one's words, actions, appearance and mode of behavior.
Selects the words or actions most likely to have the desired effect on the individual or group in question.
 Understands how he/she is perceived by others.

 Modifies own behavior to meet the expectations of others.
 Takes actions calculated to have a particular effect on others.
 Asks questions to ensure that others understand when explaining something new or complex.
 Works to make a particular impression on others to help achieve a work-related objective. (May overlap with
Relationship Building.)
 Demonstrates concern about own credibility. (May overlap with Ethical Behavior/Integrity.)
 Makes organization aware of own accomplishments and capabilities.
 Works to make a friendly impression on customers by using good eye contact and using customers' names
whenever possible to help retain customers.
 Works to develop and maintain positive working relationships with co-workers by being punctual, keeping
personal telephone calls to a minimum, and maintaining a pleasant work attitude. (May overlap with
Relationship Building.)
 Presents an appropriate professional appearance.
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CONFLICT RESOLUTION
DEFINITION
Develops and implements strategies to assure continuous smooth inter-departmental and intradepartmental work
flow even in the face of conflicting priorities, short-term objectives or limited resources.
or
Brings substantial conflicts and disagreements into the open and attempts to resolve them collaboratively, building
consensus, keeping the best interests of the organization in mind, not only one's own interest.
• Identifies and pushes for solutions in which all parties can benefit.
• Demonstrates concern for treating people fairly and equitably.
• Finds areas of agreement when working with conflicting individuals or groups.
• Maintains awareness of broad, longer-terra objectives and works to ensure that all parties share this awareness
while seeking solutions.
• Sets goals for resolving issues.
• Lets others know how problems/issues will be addressed.
• Confronts the issue, not the person.
• States own point of view without criticizing the other person's.
• Looks for areas of similarity in differing positions.
• Views concerns and disagreements as problems to be solved.
• Clearly states areas of agreement before dealing with areas of disagreement.
• Summarizes own understanding of other person's concerns and asks other person to verify or clarify.
• Follows issues through to resolution.
• Responds to opposing views in a non-defensive manner.
• Determines minimal or ideal conditions of the other party during negotiations.
• Evaluates potential trade-off or compromise positions.
• Develops a strategy for giving on some points and standing firm on others to achieve desired outcomes.
• Marshals arguments in support of position.
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CONTINUOUS IMPROVEMENT
DEFINITION
Constantly looks for incremental improvements in work processes and results.
 Pays attention to, the processes or elements leading to the accomplishment of results, looking for ways to
improve quality and/or efficiency.
 Seeks constantly to, improve level of results.
 Seeks constantly to improve efficiency.
 Seeks constantly to eliminate waste.
 Looks for small improvements, not just "major blockbusters".
 Questions established procedures, suggesting ways to improve efficiency.
 Demonstrates understanding of the relationship between cause and effect.
 Investigates information about facts underlying and affecting decisions and prescribed processes.
 Looks beyond symptoms to uncover root causes of problems to be solved.
 Identifies tasks or procedures that should be streamlined.
 Looks for ways to reduce duplication of effort in and between departments.
 Constantly looks for ways to improve services.
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COST CONTROL
DEFINITION
Demonstrates an awareness of methods and opportunities for cost containment and takes action to reduce or
contain costs.
 Procures less expensive supplies of equivalent quality.

 Establishes systematic controls to track resource usage/containment.
 Considers cost and efficiency when making decisions establishing or changing work procedures.
 Identifies and eliminates redundancy of effort.
 Identifies and eliminates unneeded procedures, reports, work products, etc.
 Critically reviews items such as supplies, inventory control systems, stock levels, etc.
 Investigates alternative sources of supplies.
 Finds productive uses for under-utilized facilities, equipment, and personnel.
NOTE: This behavioral skill is a special application of Analytical Thinking, Judgement,

and Initiative. It includes behavior which could be classified under those
behavioral skills but, because the goal or content of the action involves a
consideration of costs, it is classified under Cost Control.
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COURAGEOUS LEADERSHIP
DEFINITION
Steps forward to address difficult issues; puts self on line to deal with important problems; stands firm when
necessary.
 Holds self and others accountable for achieving results. (May overlap with Leadership.)
 Acts with firmness and compassion when addressing unacceptable performance.
 Gives people the feedback they need even when it may be difficult.
 Seeks resolution when sees a need or problem to be addressed.
 Verbalizes own concerns so they can be openly discussed.
 Communicates negative information straightforwardly so that it can be taken into consideration and addressed
appropriately.
 Reports on both successes and failures with equal candor.
 Steps forward with a position of principle even when there is ambiguity regarding the facts.
 Uses firm, assertive language to speak out about what one believes is important.
 Supports employees when they make tough choices, particularly when others complain.
 Is willing to compromise when it is in the best interest of the organization.
 Endorses employees' decisions when appropriate.
 Clearly explains to those involved why their position cannot be supported when it is not in the best interest of
the organization or its customers.
 Verbalizes the criteria deemed important when facing a tough decision.
 Is prepared to deal with others' reactions and to direct people to the resources that will help them to deal with
the impact of the decision.
 Concentrates on addressing the issues that further the development of, or get in the way of, the organization's
mission.
 Deals with people who are negatively affecting the team's success or morale.
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CREATIVITY/INNOVATION
DEFINITION
Generates novel and valuable ideas and uses these ideas to develop new or improved processes, methods,
systems, products or services.
 Tries new methods for completing required tasks, refining the methods until a "better way" has been
determined.
 Works to develop new approaches when problem-solving; seeking ideas or suggestions from others as
appropriate.
 Identifies novel approaches for completing work assignments more effectively or efficiently, and works within
the "established" system to push for "a better way."
 Able to envision the impact of possible future changes.
 Suggests new ways to improve the quality of products or services.
 Identifies new ideas, solutions, or directions in dealing with daily situations.
 Challenges conventional practices.
 Displays a high level of curiosity and translates it into new approaches to solutions.
 Translates adversity into opportunities for improvement.
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RESPONSIVENESS/CUSTOMER ORIENTATION/COMMITMENT TO SERVICE
DEFINITION
Demonstrates concern for meeting internal and external customers' needs in a manner that provides satisfaction
for the customer within the resources that can be made available.
or
Focuses one's efforts on discovering and meeting internal and external customers' needs in a manner that provides
satisfaction for the customer within the resources that can be made available.
or
Is aware of conditions or factors that affect the customer's ability to use or satisfaction with one's product or work
output.
or
for the customer. ["Customers" can be coworkers, peers or management as well as external consumers of a
service.]
or
Recognizes that the purpose of the organization is to serve its customers; maintains awareness of conditions or
factors that affect the customers' ability to use or satisfaction with services; maintains awareness of internal
customer's needs and ability to use one's work output.
or
Educational Organization:
Focuses one's efforts on discovering and meeting the needs of students, parents, community members, etc., in a
manner that provides satisfaction within the resources that can be made available.
or
Bank:
for the customer within the resources, which can be made available and anticipates additional needs of customers
beyond their current use of bank services.
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(continued)
 Asks questions to identify customer's needs or expectations.

 Checks understanding by stating what he/she understands are the customer's needs or expectations and asks
the speaker to verify or clarify.
 Demonstrates close concentration on the message being verbalized.
 Stays calm in the face of a customer's anger or lack of control.
 Considers the impact on the external customer when taking action, setting policies or carrying out one's own
job tasks.
 Looks for external trends that are likely to shape the wants and needs of customers in the near future.
 Identifies new products or services to meet future needs of customers.
 Identifies internal customers and considers how to meet their needs.
 Involves stakeholders in the decision-making or problem-solving process as early as possible.
 Asks questions of customers to identify their needs or desires for improvements in services.
 Looks for creative approaches to providing or improving services.
 Clearly states what one can and can't do to meet the customer's desires, with the emphasis strongly on
creatively applying what one can do to meet the customer's needs.
 Works to remove barriers that get in the way of giving customers top notch service.
 Continually updates own knowledge about customers.
 Keeps own emotions from interfering with responding effectively to customer's needs.
 Takes a variety of actions to meet a customer's needs, as required until need is met.
 Responds quickly to a problem when it comes up.
 Asks questions of customers to assess satisfaction with service being provided.
 Talks easily with customers about their needs.
 Obtains customer and supplier ideas and involvement before making commitments.
 Regularly monitors customer satisfaction.
 Refers customer to appropriate department or employee to solve specific problems.
 Asks customer what his/her expectations are of the product or work output.
 Checks with customer for impact of changes to the product or work output, which is under consideration.
 Checks for understanding to ensure accurate interpretation of customer's needs and expectations.
 Discusses options with customer for alternative ways to meet customer's expectations cost-effectively and
efficiently.
 Responds to customers with an appropriate level of urgency.
 Looks for ways to continuously improve product or work output to increase customer satisfaction.
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(continued)
BEHAVIORAL INDICATORS: (continued)
Educational Institution:
 Asks questions to identify the needs or expectations of students, parents, community members, etc.
 Requests the necessary tools for effective teaching and learning.
 Exerts reasonable efforts to protect the student from conditions which interfere with learning or are harmful to
the student's health and safety.
Bank:
• Says "thank you" upon closing a transaction.

• Shows enthusiasm and knowledge of products and services.
• Asks questions to identify customer's needs or expectations or to determine customer's
• Awareness of the full range of available services.
• Talks easily with customers about their financial services needs.
• Describes added value of bank's services clearly in understandable language.
• Uses subtle strategies to influence customer's purchasing decisions.
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DECISION-MAKING
DEFINITION
Makes decisions, renders judgements, takes actions or makes commitments, after considering the available courses
of action and the needs and values of others.
 Proposes a course of action or makes a recommendation in a timely manner.

 Reaches a conclusion based on available information in a timely manner.
 Commits to a course of action without delay.
 Makes decisions with available information, even if such information is not fully conclusive.
 Knows when to appropriately use consensus or independent decision-making styles.
 Evaluates situations and data objectively; avoids making assumptions about the facts of a situation or the
motivations of others.
 Makes thoughtful decisions under conditions of uncertainty, does not "shoot from the hip".
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DELEGATION
DEFINITION
Utilizes direct reports effectively by allocating decision-making and other responsibilities to the appropriate
person.
• Does not complete tasks that are/should be part of a direct report's responsibility.
• Assigned accountabilities are clear end results, not simply tasks to complete.
• Authority for decisions and control of resources matches accountabilities.
 Assignments are delegated to the appropriate person (Le., are consistent with the person's job) and that
individual is capable of performing them successfully.
 Individualizes delegation to meet the needs and abilities of the individual.
 When assigning work or delegating.
 States expectations or boundaries; provides the necessary guidance and resources.
 Has people set own deadlines within time constraints of assignment and holds them to meeting the deadline.
 When delegating an assignment with a rigid time constraint, explains the reason for the deadline and its
urgency.
 Asks employee for his/her plan to address issue to be delegated, allowing person to create and "own" the
solution.
 Manages risks by making contingency plans with employee.
 Clarifies degree of authority employee is to assume in carrying out assignment, e.g., what issues, decisions,
etc., need to be brought to your attention.
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DEVELOPING OTHERS
DEFINITION
Strives to improve the skills of others by providing clear, behaviorally specific performance feedback, effective
coaching and mentoring, and development experiences and opportunities; helps employees identify areas of
strengths and developmental opportunities, providing training and other appropriate resources to continue
personal and professional growth; mentors others, taking pride in their success.
 Gives encouragement to others to improve their motivation.

 Reassures others after setbacks.
 Encourages others to try new approaches.
 Explains benefits to individuals of improving their skill levels.
 Explains own thinking or approach to provide guidance to others for improving their skills.
 Gives people assignments and training to develop their abilities.
 Provides informal suggestions to others to develop their knowledge, awareness, and skills.
 Explores learnings with employees after mistakes are made.
 Treats mistakes as learning opportunities.
 Takes extra time to assist and provides specific, detailed follow-up. (May overlap with Coaching.)
 Takes time to listen to others' problems. (May overlap with Coaching.)
 Devotes significant time to providing task-related help to others. (May overlap with Coaching.)
 Gives others latitude to do tasks the way they want.
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DIRECTING OTHERS
DEFINITION
Develops and uses effective strategies and interpersonal styles and the power of one's position to set expectations
for others, enforce rules, confront others about problems and tell others what they must do toward the
accomplishment of identified objectives and goals.
 Delegates authority and responsibility to others, allowing them to use their abilities and talents effectively.
 States expectations or boundaries for others.
guidance and direction. (May overlap with Coaching and Leadership.)
 Establishes measurable and achievable performance expectations. (May overlap with Leadership.)
 Holds subordinates accountable for achieving established performance expectations.
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EMPLOYEE OWNERSHIP
DEFINITION
Demonstrates an understanding of the link between one's own job responsibilities and overall organizational goals
and needs, and performs one's job with the broader goals in mind.
• Helps and supports fellow employees in their work to contribute to overall company success.
• Works beyond the minimum job requirements and does whatever is necessary to get the job done.
• Looks for opportunities for improving work methods and outcomes to the overall benefit of the company.
• Demonstrates understanding of the overall business - its goals, purpose, functions, competition, etc. - which
helps increase employee commitment and interest.
• Looks beyond the requirements of one's own job to offer suggestions for improvements of overall company
operations.
• Uses company resources, such as equipment, paper, supplies, materials, etc., with the same care and
efficiency as one's own possessions.
• Demonstrates clear awareness of the issues facing the company and its intended objectives.
• Ensures that own work goals are in line with organizational goals.
• Demonstrates concern for the long-term as well as immediate short-term goals and actions.
• Takes personal ownership in company's success.
• Acts on own to learn about what is happening in other parts of the company.
• Expresses pride in the work of the company.
• Understands that the company needs a fair return from the work of each employee.
NOTE: This competency may overlap with Stewardship or Teamwork.
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EMPOWERMENT/ENABLING OTHERS
DEFINITION
Manages others in a manner that builds their confidence and independent capabilities, trying a variety of actions
that challenge and support employees to learn and grow from their experiences, including backing away and
trusting the individual's judgement and abilities.
 Actively encourages direct reports to exercise discretion and judgement.

 Pushes responsibility back down to employees rather than taking charge when they have the capability to
manage something.
 Takes specific actions to protect or build others' confidence and sense of personal responsibility (e.g., gives
people opportunities to demonstrate capability to higher management/board.)
 Supports and defends others for taking calculated risks even if they are not completely successful.
 Takes specific steps to educate or develop others so that they can do or take on more independent
responsibility.
 Avoids second-guessing by asking people to explain what actions they took and why.
 Assigned accountabilities focus on results to achieve not simply tasks to complete.
 Gives credit to others for good performance and positive contributions to the organization.
 Publicly acknowledges good team performance in meetings and other forums.
TyM
Work p. 31
ETHICAL BEHAVIOR/INTEGRITY
DEFINITION
Acts in accordance with the highest community standards for moral judgement and professional standards of
behavior.
or
Acts in accordance with standards for moral judgement which are consistent with the institution's stated values.
or
Acts in an honest and trustworthy manner based on personal accountability and a moral conviction to, do the
right thing.
or
Demonstrates principled performance and sound business ethics, showing consistency among principles, values
and behaviors to build trust and credibility. Educational Organization:
Acts in accordance with the spirit and letter of the Code for Professional Practice and Conduct for Educators.
 Does not simply "follow orders" when confronted with a directive which is directly or indirectly inconsistent
with professional ethics or with the organization's stated values.
 Demonstrates concern about own credibility. (May overlap with Concern with Personal
Impact/Professionalism.)
 Acts consistently with personal standards of ethical judgement when participating in group decisions and
problem-solving.
 Does not encourage unethical behavior in direct reports or others, directly or indirectly.
 Confronts potentially unethical behavior; does not look the other way or ignore such occurrences.
 Acts to protect and does not violate or compromise the confidentiality of information.
 Recognizes when situations or directives are directly or indirectly in conflict with professional ethics or with
the organization's stated values.
 Carefully separates accurate information from rumor.
 Takes actions to stop rumors by stating only what is know to be true.
 Does not use information unfairly to gain advantage.
 Proactively and appropriately (Le., acknowledges before being forced to) shares information about operational
problems and explains what is or will be done to resolve the problem.
 Consistently emphasizes integrity, concern for people and orientation to the
 Organization’s values and policies.
 Promises only what can reasonably be delivered.
 Explains reason when information cannot be shared.
 Maintains confidentiality of sensitive information.
 Acts in accordance with expressed beliefs and values.
TyM
Work p. 32
ETHICAL BEHAVIOR/INTEGRITY
(continued)
BEHAVIORAL INDICATORS (continued):
 Builds trust through follow-through on commitments.

 Admits own mistakes.
 Promises confidentiality only when certain that information should properly be kept private.
 Does not rationalize away poor practices.
 Uses clear and unambiguous statements when making commitments to avoid misinterpretations, or perceived
implied promises.
 Encourages discussion of ethical considerations before decisions are made.
 Speaks out appropriately about decisions one feels are wrong.
 Shares own ethical dilemmas seeking input and help in determining how to handle them.
 If one can't deliver as promised, goes back to individuals involved and informs them of status and actions that
can be taken.
 Reports unethical or improper behavior appropriately; does not hide or overlook it.
 Avoids conflicts of interest which can occur when one's own goals and biases exert or might exert
inappropriate influence on a judgement or decision; avoids the appearance of conflict of interest.
Educational Institution:
• Acts to maintain objectivity by recognizing the existence of differing philosophies of education, political
preferences and moral codes, and acknowledging when one's own personal biases may be impacting one's
judgement or decision-making.
TyM
Work p. 33
FLEXIBILITY
DEFINITION
Changes behavioral style or method of approach when necessary to, achieve a goal; will adjust style as
appropriate to, the needs of the situation.
 Modifies a strongly held position in response to contrary evidence.

 Sees the merits of differing positions or opposing viewpoints.
 Shifts strategy or approach in response to, the demands of a situation.
 Adjusts easily to changes at work.
 When faced with a barrier, responds with a variety of arguments or influence styles to achieve a goal.
 Recognizes the merits of different approaches and uses them in accomplishing work activities. (May overlap
with Adapting to Change.)
 Modifies own behavior to fit the situation at hand or to meet the expectations of others. (May overlap with
Adapting to Change.)
TyM
Work p. 34
INITIATIVE
DEFINITION
Evaluates, selects and acts on various methods and strategies for solving problems and meeting objectives before
being asked or required to do so; self-directed rather than passively complying with instructions or assignments.
 Does things before being asked or before the situation necessitates action (Le., forced to by events).
 Recognizes and acts upon opportunities.
 Seeks information from many different sources before deciding on own approach.
 Does far more than is minimally required in the assignment, task or job description.
 Digs beneath the obvious to get at the facts, even when not asked to do so.
 Creates opportunities or minimizes potential problems by anticipating and preparing for these in advance.
 Anticipates situational needs and takes appropriate action.
 Tries out new ideas after consideration of all factors involved and potential consequences and outcomes.
 Willing and eager to seek out and/or accept increased responsibilities.
 Requires minimum supervision, self-directed.
 Eager to learn and assume responsibility.
 Responds with an appropriate level of urgency.
TyM
Work p. 35
INTERPERSONAL SENSITIVITY
DEFINITION
Acts in a way that indicates understanding and accurate interpretation of others' concerns, motives, feelings,
strengths and limitations.
 Takes time to listen to others' problems.

 Understands both strengths and limitations of others.
 Accurately interprets nonverbal behavior.
 Knows what motivates particular individuals and what turns them off.
 Understands the reasons for others' behavior.
 Correctly perceives the moods and feelings of others.
 Is aware of the impact of what is not said (by self or others).
NOTE: This competency overlaps with Coaching when it is demonstrated by a supervisor/manager. If both
competencies are used in a model or dictionary, it is important to either clarify the distinction between them or
eliminate overlap of behavioral indicators.
TyM
Work p. 36
JUDGEMENT
DEFINITION
Demonstrates the ability to make decisions authoritatively and wisely, after adequately contemplating various
available courses of action.
 Weighs and considers alternative available actions before selecting a method for accomplishing a task or
project.
 Refrains from "jumping to conclusions" based on no or minimal evidence; takes time to collect facts before
decision-making.
 Proceeds cautiously with actions in novel or unusual circumstances, periodically checking the results of one's
actions to assure that intended objectives are being achieved.
 Considers cost and efficiency when making decisions establishing or changing work procedures.
 Considers the organizational implications of events.
 Demonstrates concern for the long term. as well as immediate short-term outcomes and actions.
 Develops contingency plans prior to their need.
 Appropriately balances needs and desires with available resources and constraints.
 Recognizes when to escalate appropriate or specific situations to the next higher level of expertise.
 Chooses appropriate time, place, audience, and type of communication.
 Sets priorities in accordance with corporate strategies.
 Makes appropriate decisions with limited facts or resources.
 Considers the impact an action or decision will have on customers.
 Listens to both sides of any story before making a commitment or taking action.
 Predicts how new events or situations will affect individuals and groups within the organization. (May overlap
with Organizational Awareness.)
 Makes decisions, sets priorities or chooses goals on the basis of value, cost benefit consideration, or return on
one's investment.
 Considers alternatives prior to making a decision.
 Weights the pros and cons of alternate courses of action before deciding on approach to be taken.
 Recognizes when a goal is no longer reasonably attainable.
TyM
Work p. 37
LEADERSHIP
DEFINITION
Develops and uses effective strategies and interpersonal styles to influence and guide others toward the
accomplishment of identified objectives and goals.
 Seeks information and asks for suggestions.

 Solicits the input of others who are affected by plans or actions.
 Develops and uses subtle strategies (positive approaches) to influence others. (May overlap with Use of
Influence Strategies.)
 Defines problems/issues for employees in a non-threatening (i.e., straightforward, non-accusatory) manner.
 Demonstrates concern for increasing the effectiveness of subordinates.
 Serves as a role model to others, demonstrating commitment and a vision of challenging goals and objectives.
 Establishes rapport with employees.
 Takes responsibility for things that go wrong in the work groups he/she is accountable for, including one's own
mistakes.
guidance and direction. (May overlap with coaching and directing others.)
 Establishes measurable and achievable result expectations. (May overlap with directing others.)
 Modifies one's own behavior according to the task and individuals involved.
 Holds self and others accountable for achieving established performance expectations. (May overlap with
Courageous Leadership.)
 Ensures clarity of and commitment to performance expectations.
 Builds support and enthusiasm for the accomplishment of stated goals.
 Points out strengths of the organization and individuals to provide reinforcement and morale building.
 Does things to, make others feel ownership in one's own solution. (May overlap with
 Change Leadership or Use of Influence Strategies.)
 Facilitates meetings to keep them on course and on time, and to attain stated objectives successfully.
 Communicates a vision to pull others through a changing environment effectively.
 Provides feedback regarding actual performance against goals.
NOTE: This Competency may overlap with Team Leadership
TyM
Work p. 38
NEGOTIATION
DEFINITION
Explores positions and alternatives to reach outcomes that gain the acceptance of all parties.
 Negotiates terms, agreements, and understandings with others (e.g., customers, upper management, vendors,
departments, legal/regulatory bodies, special interest groups, etc.).
 Negotiates schedules and/or deliverables with customers or others.
 Determines minimal or ideal conditions of the other party during negotiations.
 Evaluates potential trade-off or compromise positions.
 Develops a strategy for giving on some points and standing firm on others to achieve desired outcomes.
 Responds to opposing views in a non-defensive manner.
 Marshals arguments in support of position.
 Keeps arguments issue-oriented.
 Defines and evaluates points of agreement and disagreement.
 Determines allocation of joint resources with others.
 Arbitrates policy or procedure disagreements.
 Offers compromises and trade-off to others, as necessary, to gain their cooperation.
TyM
Work p. 39
OPEN COMMUNICATION/LISTENING
DEFINITION
Creates an atmosphere in which timely and high quality information flows smoothly both up the organization and
down, inside the organization and with external customers; encourages open expression of ideas and opinions.
or
Consciously uses the sense of hearing, attending to and fully comprehending what others are saying.
 Asks open-ended questions that encourage others to give their points of view.
 Keeps people accurately informed and up to date.
 Appropriately expresses one's own opinion.
 Refrains from "shooting the messenger" of bad news.
 Accurately and promptly reports errors, mistakes, unintended outcomes without glossing over what went
wrong.
 Refrains from immediate judgement and criticism of others' ideas, delivering criticism in a way that
demonstrates sensitivity to the feelings of others.
 Waits for other person to finish their intended message before responding.
 Disseminates more information than people absolutely need.
 Shows respect for the opinion of others by not interrupting or talking over others.
 Demonstrates close concentration on the message being communicated.
 Encourages staff to keep one another informed and share information.
 Alerts others to possible implications of events occurring inside or outside of the organization.
 Uses the informal organization as a way of keeping others informed by talking with others informally.
 Helps the other person vent anger and other negative emotions.
 Asks other person to verify or clarify the accuracy of what you think you heard them say.
 Does not use information unfairly to gain advantage.
 Checks for understanding of the communication by asking open-ended questions which draw out the
listener's understanding.
 Uses vocabulary which is appropriate to the audience.
 Repeats message back to speaker in such a way that it is clear that the message w-as understood.
 Keeps responsible people informed of both positive and potentially negative information.
 Asks questions as necessary to clarify a message being delivered, demonstrating close concentration on the
message.
 Draws the speaker out, encouraging him/her to speak freely and openly until the full message has
 Checks understanding by stating what he/she understands of the message and asking the speaker to verify or
clarify.
NOTE: This Competency may overlap with Teamwork.
TyM
Work p. 40
ORAL CONMUNICATION
DEFINITION
Effectively transfers thoughts and expresses ideas using speech in individual or group situations.
 Presents oneself clearly and articulately when speaking with an individual or before a group.
 Transfers verbal information to others in an understandable form, assuring that others have fully
comprehended the intended message.
 Uses examples, analogies and paraphrasing in speech, as necessary, to clarify ideas and concepts.
 Uses vocabulary that is appropriate to the audience.
 Checks for understanding of the communication by asking open-ended questions which draw out the
listener's understanding.
 Makes good use of appropriate literature or visual aids during product/service demonstrations or when giving
presentations.
 Adapts speech, presentation, or conversation to the understanding of the audience to facilitate clear
communication.
 Uses visual aids effectively and appropriately when giving presentations.
 Thinks through material for presentation in advance and organizes the presentation in logical flow.
 Repeats message back to speaker in such a way that it is clear that the message was understood.
TyM
Work p. 41
ORGANIZATIONAL AWARENESS
DEFINITION
Demonstrates a comprehensive awareness of the impact and implications of decisions and actions on other units
within one's own organization.
or
Understands the agendas and perspectives of others, recognizing and effectively balancing the
interests and needs of one's own group with those of the broader organization.
 Understands the organizational implications of events.

 Knows how to use the organization's informal system to get things done.
 Predicts how new events or situations will affect individuals and groups within the organization. (May overlap
with Judgement.)
 Demonstrates awareness of goals of other units and of the organization and makes requests or decisions in
support of this awareness.
 Demonstrates a comprehensive awareness of and ability to use the chain of command and corporate policies
in order to achieve desired impacts, changes, or results.
 Uses the most appropriate channels and cost-effective means in communications within and between
departments/divisions.
 Identifies key decision-makers on issues of concern. (May overlap with Use of Influence Strategies.)
 Uses the agendas and perspectives of others to establish mutually beneficial objectives.
 Recognizes which issues are worth pursuing and when it is time to compromise.
 Balances personal needs - and those of one's group - with the needs of the broader organization.
 Keeps objectives that are related to organizational priorities at the top of one's own priorities and the priorities
of one's work group. (May overlap with Team Leadership.)
 Keeps key players informed of the status of major projects.
 Considers one's actions or policies from the point of view of another department.
 Works to build a sense of common purpose across all work groups, avoiding a "we versus them" attitude.
TyM
Work p. 42
PAN-EUROPEAN AWARENESS
DEFINITION
Actively works to continuously improve own knowledge and understanding of other countries and cultures;
creates an atmosphere in which others of different cultures and countries feel accepted.
 Adapts listening behaviors to ensure they are respectful of the other person's culture.
 Actively seeks out others from different cultures or countries (may be colleagues, customers, employees, social
contacts, etc.) to learn more about their culture or country.
 Seeks to understand issues, trends and perspectives of various cultures and countries.
 Recognizes that what works in one's own country will not necessarily work in another.
 Is aware of cultural differences in social and business norms and modifies own behavior accordingly.
 Recognizes that "understanding" does not require agreement or approval.
 Works to continuously increase own knowledge of other cultures, countries, languages, etc., seeing
differences in cultures as opportunities for learning about and approaching things differently.
 Identifies oneself and behaves as a member of a broader, Pan-European organization (e.g., works to get to
know employees in other countries; sees career path opportunities for employees across work units and
countries).
TyM
Work p. 43
PARTICIPATIVE STYLE
DEFINITION:
Develops cooperation and teamwork while leading a group of people, working toward solutions which generally
benefit all involved parties.

 Ensures that members of the group contribute to the discussion or process.
 Gives credit and recognition to others who have contributed.
 Finds areas of agreement when working with conflicting individuals or groups.
 Identifies and pushes for solutions in which all parties can benefit.
 Demonstrates concern for treating people fairly and equitably. (May overlap with Team
 Leadership, Teamwork, or Valuing Diversity.)
 Keeps people informed and up-to-date.
 Creates symbols of group identity.
 Builds consensus.
TyM
Work p. 44
PERSISTENCE/TENACITY
DEFINITION
Keeps working systematically and tirelessly to meet or exceed stated goals or until the goal is no longer reasonably
attainable.
 Takes persistent, repeated action to overcome obstacles or accomplish an objective.

 Sticks with a difficult task over a long period of time to complete it, or until it becomes obvious that the task is
not reasonably attainable.
 Does not give up or abandon own position or ideas even when or solely because others appear to hold
opposite opinions on an issue.
 Does not quit after meeting rejection, or when faced with obstacles.
 Puts in extensive time beyond normal working hours to complete a task or meet a deadline.
TyM
Work p. 45
PERSUASIVENESS
DEFINITION
Uses appropriate interpersonal styles and methods to gain agreement or acceptance of an idea, plan, activity or
product.
 Points out benefits to others of desired actions for the purpose of gaining their acceptance.
 Uses information or data effectively to support a position.
 Offers several different arguments to support a position or gain acceptance.
 Anticipates and prepares for how people will react.
 Identifies the most important concerns and issues for others.
 Considers in advance the likely impact of words or actions and selects in advance that which is most likely to
have the desired effect.
 Describes added value of company's services in clearly understandable language.
 Responds positively and persuasively to negative issues voiced by a customer.
 Thinks through strategies to make something work and overcome obstacles.
* Thinks of several different ways to influence desired outcome.
TyM
Work p. 46
PLANNING AND ORGANIZING
DEFINITION
Establishes a systematic course of action for self or others to assure accomplishment of a specific objective.
Determines priorities and allocates time and resources effectively.
 Develops or uses systems to organize and keep track of information (e.g., "to-do" lists, appointment calendars,
follow-up, file systems).
 Sets priorities with an appropriate sense of what is most important.
 Anticipates obstacles realistically when planning.
 Keeps track of activities completed and yet to do to accomplish stated objectives.
 Maintains an awareness of the interrelationships among activities in an area or project, planning work
assignments and resource allocation accordingly.
 Manages time effectively to accomplish what needs to get done.
 Keeps clear, detailed records of own or others' activities related to the accomplishment of stated objectives.
 Works effectively under short deadlines.
 Modifies planned actions when necessary to achieve desired results.
 Creates action plan for performance expectations.
 Plans with an appropriate and realistic sense of the time demand involved.
 Integrates planning efforts across work units.
 Converts or translates objectives into workable activities.
 Works toward the accurate completion of tasks within expected time frames.
 Develops systems to organize the unit's workflow that assure quality, precision, and timeliness of outputs.
 Knows status of one's work at all times.
 Establishes follow-up dates at the end of meetings and provides reminders if deadlines slip.
 Takes persistent action, as necessary, to accomplish an objective.
 Effectively handles multiple demands and competing priorities.
NOTE: This Competency may overlap with Strategic Planning.
TyM
Work p. 47
PROCESS-ORIENTATION
DEFINITION:
Demonstrates awareness of and concern for entire process leading to expected result, including required actions,
results or individual actions, and the relationship between actions and results.
 Pays attention to factors and elements leading to the results, not just the results.
 Identifies the steps necessary to achieve results.
 Demonstrates concern for the long-term as well as immediate short-term goals and actions.
 Asks questions about actions required to produce expected results.
 Investigates information about facts underlying and affecting decisions.
 Demonstrates understanding of the relationship between cause and effect.
TyM
Work p. 48
PROFESSIONAL/TECHNICAL/PROCEDURAL EXPERTISE
DEFINITION
Acquires and uses technical/professional/procedural knowledge, skills and judgement to accomplish a result or to
serve one's "customers" effectively. ["Customers" can be co-workers, peers or management as well as external
consumers of a service.]
• Understands technical/procedural aspects of own job.

• Makes self-available to others to help solve professional/technical or procedural problems or issues.
• Keeps up-to-date on the professional/technical or procedural aspects of the job.
• Acts on own to improve and increase profession/technical or procedural knowledge.
• Uses a wide range and depth of professional/technical or specialized knowledge and skills.
• Performs procedural steps in correct order, accurately and timely to complete a processing activity.
• Applies organizational policy and procedure correctly and timely.
• Applies appropriate technical/professional expertise or information in relevant situation.
• Keeps up-to-date on resources available to serve the needs of customers.
• Keeps up-to-date on current research and technology in the industry and one's own professional field.
• Sought out by others in difficult work situations.
• Actively participates in professional organizations to stay abreast of current developments.
• Thinks of ways to apply new developments to improve organizational performance or customer service.
• Applies professional/technical/procedural knowledge to correctly address a situation, taking into consideration
the full range of available facts.
• Demonstrates resourcefulness in acquiring necessary knowledge inside or outside of own field to better serve
customer's needs or improve organizational performance.
• Applies professional/technical procedures correctly and in a timely manner.
• Recognizes trends in theory and practice of one's own professional/technical area and effectively prepares for
anticipated changes.
Educational Organization:
• Makes self-available to other to help address professional issues.
• Keeps up-to-date on current research and technology in education and one's own professional field.
• Acts on own to improve and increase own professional knowledge.
• Uses a wide range and depth of educational theory and methodologies.
• Applies educational policy and procedures correctly and timely.
• Recognizes trends in education theory and practice and one's own professional field and effectively prepares
for anticipated changes.
• Keeps up-to-date on resources available to serve the interests and meet the needs of students, parents,
community members, etc.
TyM
Work p. 49
RELATIONSHIP BUILDING
DEFINITION
Establishes rapport with people easily, developing and maintaining a network of contacts who can provide
information, help, and access to others.
 Develops and effectively uses networks, both inside and outside the organization.
 Is accepted and respected by peers and co-workers.
 Offers compromises and trade-off to others, as necessary to gain their cooperation (and build consensus).
 Demonstrates interest in helping others solve problems and accomplish work objectives.
 Develops and maintains positive working relationships with co-workers by being punctual and maintaining a
pleasant work attitude. (May overlap with Concern with Personal
 Impact/Professionalism.)
 Understands how he/she is perceived by others.
 Uses different behaviors to achieve desired outcomes.
 Works to make a particular impression on others to help achieve a work-related objective (may overlap with
Concern with Personal Impact/Professionalism).
 Works to gain the cooperation of others, compromising appropriately as necessary.
 Pro-actively approaches others, despite the risk of possible rejection.
 Talks easily with others to build rapport.
 Pro-actively approaches others, in different organizational units to build rapport, seek or provide help and
enhance one's own network of business relationships.
 Takes the time to learn about others' interests outside of the work environment.
 Takes actions to improve the relationships between others, especially key individuals, to enhance effective
working relationships needed to achieve smooth interdepartmental work flow and accomplishment of desired
business outcomes.
TyM
Work p. 50
RELIABILITY
DEFINITION
Demonstrates a high level of dependability in all aspects of the job.
 Completes all assigned tasks on time and with minimal supervision.

 Arrives at work on time every day.
 Fulfills all commitments made to, peers, coworkers, supervisor, and customers.
 Informs appropriate individuals when assigned tasks will not be completed in agreed upon time frame.
 Does not agree to a time frame or objective that cannot be realistically met.
TyM
Work p. 51
SAFETY AND ENVIRONMENTAL AWARENESS
DEFINITION
Performs job in a manner that minimizes hazards to oneself, team members and customers. Maintains a physical
work environment that contributes to the well being of others.
 Takes action to keep any area of the organization clean and safe.
 Takes action to prevent or resolve safety hazards in own work area and within the organization.
 Helps team members to take appropriate safety precautions.
 Uses and initiates use of environmentally sounds products or processes.
 Treats organizational facilities with respect.
 Follows appropriate hazardous materials waste management procedures.
 Takes appropriate actions to eliminate safety hazards within own work area.
 Exhibits safe working practices (e.g., lifting, hand washing, etc.).
 Knows departmental fire/disaster plan.
TyM
Work p. 52
SELF CONFIDENCE
DEFINITION
Demonstrates a positive image of self and own abilities, and a willingness to exercise and trust one's own
judgement.
 Approaches challenges with a positive, "can-do" attitude. (May overlap with Achievement Orientation.)
 Expresses belief in own viewpoint and ability.
 Expresses appropriate independent judgement (i.e., does not just go along with the point of view of others).
 Comfortable recognizing and utilizing expertise of others.
 "Bounces back" from negative events.
 Shows ability to learn from negative events.
 Presents self concisely and impressively.
 Accepts constructive criticism, learns from mistakes and adjusts behavior appropriately.
 Establishes credibility quickly and easily.
 Presents own ideas to the group confidently and clearly.
 Stands firm when presenting own ideas, yet is flexible in listening to and accepting others' input.
 Approaches others, despite the risk of possible rejection. (May overlap with Relationship Building.)
 Does not give up or abandon own position or ideas even when others appear to hold opposite opinions on an
issue.
TyM
Work p. 53
SELF CONTROL
DEFINITION
Maintains stable performance and emotional control when faced with opposition, pressure, hostility from others,
and/or stressful conditions.
 Keeps own emotions from interfering with work.

 Refrains from impulsive behavior.
 Maintains consistent work style when under deadlines, tired or opposed on a point.
 Stays calm in the face of others' anger or lack of control or when faced with complaints.
 Displays a professional manner by tone of voice, attitude, or comment when in stressful situations.
 Maintains effectiveness under short deadlines.
 Uses a high degree of tact and diplomacy in working with others.
 Remains focused on task or goal despite distractions.
 Resists being defensive when confronted by customer criticism.
 Reacts to corporate decisions with a level of professional maturity.
 Maintains composure in difficult situations.
TyM
Work p. 54
STRATEGIC LEADERSHIEP
(EXECUTIVE LEVEL)
DEFINITION
Fosters the development of a common vision, providing clear direction and priorities, and clarifying roles and
responsibilities.
 Constantly references the organization's vision, mission, strategies and the rationale behind them.
 Communicates priorities.
 Ties individual goals and tasks to the organization's objectives to help employees view their work and
contributions as important.
 When proposing strategies, clearly states purpose and rationale for action proposed.
 Links proposals to organization-wide initiatives.
 Acts quickly on issues that have the potential to affect the organization.
 Is open to new ideas.
 Challenges accepted paradigms (work assumptions) that restrict options.
 Identifies the critical factors that block or hinder even greater organizational performance or customer service.
 Thinks through future implications and weighs the benefits and risks associated with potential actions.
 Continually looks for alternative ways to work with people that will create better results and working
relationships.
TyM
Work p. 55
STRATEGIC MARKETING ORIENTATION
(EXECUTIVE LEVEL)
DEFINITION
Takes a proactive, broad-based, long-term perspective on the business, paying attention to key trends and
dynamics in the broader business environment and charting a course that takes into account the future as well as
the present.
 Generates strategic options, visualizes possibilities and formulates new approaches.

 Looks for external trends that are likely to shape the wants and needs of customers in the near future.
 Identifies new products or services to meet future needs of customers and generates customer enthusiasm.
 Strategizes many different ways of selling services.
 Keeps knowledge current about competitors' situations in specific markets.
 Understands the perspectives of the customer(s) and takes that into consideration when strategizing market-
related actions.
 Understands the background of and implications for the business of the various regulatory/legal requirements.
 Keeps current regarding financial issues and economic trends and issues and applies this information in
marketing strategies.
 Identifies products and services that create a competitive advantage.
 Looks for ways to structure products and services that deliver more than the customer expects.
 Understands the right balance between service and price and knows when to emphasize one versus the other
to achieve business objectives.
 Understands the objectives of key customers and uses that knowledge in developing marketing strategies.
TyM
Work p. 56
STRATEGIC PLANNING
(EXECUTIVE LEVEL)
DEFINITION
Develops short- and long-range plans that are appropriately comprehensive, creative, realistic and effective in
meeting goals, integrates planning efforts across work units.
 Gathers information from those affected before finalizing plans.

 Evaluates the pros and cons of alternative approaches before finalizing plans.
 Identifies the implications of intended actions on others.
 Breaks down ideas or strategies into actions to be taken.
 Generates options, visualizes possibilities and formulates new approaches.
 Engages in "what if' thinking to anticipate possible consequences.
 Identifies key success factors and determines how they will be achieved.
 Double checks the data related to important decisions and actions to identify missed details.
 Avoids getting bogged down in detail by keeping focused on overall objective.
 Tests plans and proposed actions with others.
 Develops an implementation plan after getting input from those who will be affected.
 Adapts decisions or discontinues efforts that are not working out.
 Sets priorities with an appropriate sense of what is most important.
 Anticipates obstacles realistically when planning.
 Manages time effectively to accomplish what needs to get done.
 Modifies planned actions when necessary to achieve desired results.
NOTE: This Competency may overlap with Planning and Organizing.
TyM
Work p. 57
TEAM LEADERSHIP
DEFINITION
Able to develop cooperation and teamwork while leading a group of people, working toward solutions which
generally benefit all involved parties.
 Seeks the input of others who are affected by plans or actions.

 Ensures that members of the group have the opportunity to contribute to the discussion or process.
 Demonstrates concern for treating people fairly and equitably (may overlap with participative style or valuing
diversity).
 Identifies and supports solutions in which all parties can benefit.
 Establishes follow-up dates at the end of meetings and sends out reminders if deadlines slip.
 Solicits the input of group members and encourages their participation.
 Creates symbols of group identity.
 When team consensus is not possible or appropriate, makes a decision and lets the team know the rationale
for it.
 Is a team player, looking for ways to increase organizational interaction to achieve better overall results.
 Keeps objectives that are related to organizational priorities at the top of one's own priorities and the priorities
of one's work group (may overlap with Organizational Awareness).
NOTE: This Competency may overlap with Leadership and Teamwork.
TyM
Work p. 58
TEAMWORK/TEAM ORIENTATION
DEFINITION
Willingly cooperates and works collaboratively toward solutions which generally benefit all involved parties; works
cooperatively with others to accomplish company objectives.
 Seeks the input of group members and encourages their participation.
 Demonstrates respect for the opinions and ideas of others.
 Readily shares information with others.
 Supports and acts in accordance with final group decisions even when such decisions may not entirely reflect
one's own position.
 Enthusiastically works with all employees, capitalizing on the strengths of their diversity.
 Values and incorporates the contributions of people from diverse backgrounds.
 Appropriately expresses one's own opinion.
 Ensures that members of the group contribute to the discussion or process.
 Listens to all points of view.
 Demonstrates concern for treating people fairly and equitably.
 Identifies and pushes for solutions in which all parties can benefit.
 Demonstrates interest in helping others solve problems and accomplish work objectives (may overlap with
participative style or valuing diversity).
 Establishes follow-up dates at the end of meetings and sends out reminders if deadlines slip.
 Helps and supports fellow employees in their work to contribute to overall company success.
 Works beyond the minimum job requirements and does whatever is necessary.
 Follows up on inquiries and requests from peers and co-workers.
 Participates willingly toward accomplishing group goals, doing his/her share of the work.
 Shares information and own expertise with others to enable them to accomplish group goals.
 Is willing to accept and support compromises to progress toward the achievement of group goals; suggests
compromise alternatives.
 Solicits and uses ideas and opinions of others to help form specific decisions or plans.
 Acknowledges and works through conflict; does not remain silent or withhold differing opinions.
 Respects and is tolerant of differing opinions; does not become resistant when a different opinion is
expressed.
 Readily gets cooperation of others for whom one has no direct supervisory responsibility.
 Knows how to use the organization's informal system to get things done.
 Works cooperatively toward the identification of areas needing improvement.
TyM
Work p. 59
 Conveys a positive personal image which carries over to others.
TEAMWORK/TEAM ORIENTATION
(continued)
 Gives recognition to the team rather than seeking individual credit.

 Takes time to listen to other's problems.
 Uses the agendas and perspectives of others to establish mutually beneficial objectives.
NOTE: This Competency may overlap with Team Leadership, Employee Ownership, or Open
Communication/Listening.
TyM
Work p. 60
USE OF INFLUENCE STRATEGIES
DEFINITION
Develops and uses effective strategies to influence others or to gain their support.
or
Asserts own ideas and persuades others, gaining support and commitment from others; mobilizes people to take
action, using creative approaches to motivate others.
 Develops and uses subtle strategies to influence others. (May overlap with Leadership.)
 Does things to make others feel ownership in one's own solutions. (May overlap with
 Change Leadership, Leadership.)
 Uses experts or third parties to influence others.
 Identifies key decision makers on issues of concern (may overlap with Organizational
 Awareness).
 Talks easily with others to build rapport.
 Develops and effectively uses networks, both inside and outside the organization.
 Offers compromises and trade-off to others, as necessary to gain their cooperation.
 Demonstrates interest in helping others solve problems and accomplish their objectives.
 Actively promotes organization's plans and services.
 Looks for opportunities to inform and educate key players about ideas, needs, etc.
 Works to understand where key players stand on particular issues.
 Identifies key players whose support will be needed to get ideas/projects approved and implemented
effectively.
 Involves internal and external customers early in the development of ideas/projects.
 Asks others about strengths and weaknesses of ideas/projects.
 Uses informal networks to gain support for ideas/projects and to get work done.
 Varies approach depending on the individual, e.g., direct request, motivation, recognition, encouragement,
etc.
 Adapts own approach to appeal to needs of others whose support is important.
 Helps others see the intangible rewards they may receive through supporting a position/idea/proposal.
 Summarizes opinions frequently to build understanding.
TyM
Work p. 61
USE OF INFLUENCE STRATEGIES
(continued)
Financial Institution:
 Asks questions to identify customer's needs or to determine customer's awareness of the full range of available
services.
 Talks easily with customers about their financial needs.
 Describes added value of company's services in clearly understandable language.
 Actively promotes company's products and services.
 Listens for customer needs and cross sells when appropriate.
 Follows up on referrals promptly.
Educational Organizations:
 Talks easily with students, parents, community members, etc., about their needs.
 Presents organizational decisions in a positive light when talking with students, parents, community members,
professional colleagues, etc.
TyM
Work p. 62
VALUING DIVERSITY
DEFINITION
Creates an atmosphere of valuing and accepting others.
Gives feedback openly and respectfully to others whose different behaviors and values affect their credibility and
effectiveness, identifying several alternatives to help people use their differences effectively and not alienate
others.
 Looks at issues and opportunities from others' viewpoints before making decisions.
 Confronts directly prejudicial behavior or comments.
 Challenges organizational policies and practices that may be exclusionary.
 Continually examines own thoughts and language for unexamined assumptions and stereotypical responses.
 Establishes relationships with people who are different from oneself.
 Seeks to understand the individual, rather than seeing the person as a representative of a group.
 Views the involvement of employees who have a broad base of experience as an asset to the organization.
 Helps employees to understand the unwritten rules of the organization.
 Demonstrates concern for treating people fairly and equitably. (May overlap with Team Leadership,
Teamwork or participative style.)
 Accommodates different personal styles that are effective in accomplishing desired outcome.
TyM
Work p. 63
VISION COMMUNICATION
(EXECUTIVE LEVEL)
DEFINITION
Articulates a clear and compelling image of what the organization must become, using a wide diversity of methods
to communicate the vision and working actively to ensure that the message is not only understood but also
translated into the specific behaviors that will make it real.
 Translates a vision for change into, concrete specifics that enable others to, get underway implementing it.
 Uses vivid metaphors or images to communicate where the organization must head and what it needs to
become.
 Orchestrates interactive exchanges with key audiences to ensure that the message is getting through (e.g.,
breakfast meetings).
 Takes a dramatic action to reinforce or push forward the change effort (e.g., firing those not willing to, align
with the new organization).
TyM
Work p. 64
WRITTEN COMMUNICATION
DEFINITION
Demonstrates the ability to clearly express ideas, thoughts, and concepts in writing, using correct and appropriate
grammar, organization and structure.
 Organizes written work in a manner that is clear and easy to follow.

 Produces written material which is understandable, as evidenced by the reactions of the recipients of the
information.
 Vocabulary and sentence structure is appropriate to the purpose of the document and audience.
 Uses examples and analogies as appropriate to convey content.
 Written material is legible.
 Keeps written material concise and relevant.
 Uses proper grammar, spelling and punctuation. Paragraphs are of appropriate length.
 Writes in a manner that commands attention and achieves desired results.
TyM
Work p. 65

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Dictionary of Competencies

ACHIEVEMENT MOTIVATION/ACHIEVEMENT ORIENTATION/GOAL ORIENTATION 6

ANALYTICAL TRINKING/PROBLEM SOLVING 8

BIAS FOR ACTION 11

CONCERN WITH PERSONAL IMPACT/PROFESSIONALISM 17

CUSTOMER SERVICE ORIENTATION/CUSTOMER FOCUS/CUSTOMER

PLANNING AND ORGANIZING 47

SAFETY AND ENVIRONMENTAL AWARENESS 52

STRATEGIC MARKETING ORIENTATION 56

USE OF INFLUENCE STRATEGIES 61

• Takes calculated risks to achieve goals.

• Sees the merits of different approaches to accomplishing work activities.

• Provides accurate, consistent numbers on all paperwork.

NOTE: This Competency may overlap with Employee Ownership.

• Is quick to spot and address opportunities, problems or crises.

Periodically updates Board on issues and concerns.

• Identifies all stakeholders potentially involved in an issue.

 Demonstrates commitment to innovation and continuous improvement in

 Reinforces effective behaviors or results.

 Understands how he/she is perceived by others.

Constantly looks for incremental improvements in work processes and results.

 Procures less expensive supplies of equivalent quality.

NOTE: This behavioral skill is a special application of Analytical Thinking, Judgement,

 Asks questions to identify customer's needs or expectations.

BEHAVIORAL INDICATORS: (continued)

• Says "thank you" upon closing a transaction.

 Proposes a course of action or makes a recommendation in a timely manner.

 Gives encouragement to others to improve their motivation.

NOTE: This competency may overlap with Stewardship or Teamwork.

 Actively encourages direct reports to exercise discretion and judgement.

BEHAVIORAL INDICATORS (continued):

 Builds trust through follow-through on commitments.

 Modifies a strongly held position in response to contrary evidence.

 Takes time to listen to others' problems.

 Seeks information and asks for suggestions.

NOTE: This Competency may overlap with Team Leadership

NOTE: This Competency may overlap with Teamwork.

 Understands the organizational implications of events.

 Solicits the input of others who are affected by plans or actions.

 Takes persistent, repeated action to overcome obstacles or accomplish an objective.

NOTE: This Competency may overlap with Strategic Planning.

• Understands technical/procedural aspects of own job.

Demonstrates a high level of dependability in all aspects of the job.

 Completes all assigned tasks on time and with minimal supervision.

 Keeps own emotions from interfering with work.

 Generates strategic options, visualizes possibilities and formulates new approaches.

 Gathers information from those affected before finalizing plans.

NOTE: This Competency may overlap with Planning and Organizing.

 Seeks the input of others who are affected by plans or actions.

NOTE: This Competency may overlap with Leadership and Teamwork.

 Gives recognition to the team rather than seeking individual credit.

Creates an atmosphere of valuing and accepting others.

 Organizes written work in a manner that is clear and easy to follow.

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