We Think….
Operate Outside In
Opportunity
• Shows limited understanding of customer’s business
• Is unresponsive to customer requests
• Doesn’t put a priority on service excellence
Know the
customer
• Expresses limited interest in customer data
• Doesn’t spend enough time with customers
• Doesn’t recognize prevailing customer macro trends
• Creates limited value for the customer
• Pays little attention to the actions of competitors
• Fails to understand the competition
Outthink the
competition
• Is overly complacent and lacks a competitive edge
• Responds slowly to competitive threats
• Is comfortable being second
• Pushes solutions that don’t meet customer needs
• Builds solutions with limited customer input
to markets
• Builds and deploys solutions slowly to the market
solutions
Deliver
• Doesn’t grasp past or current market dynamics
At Standard
• Uses customer knowledge to build solutions
• Works effectively with customers to build the brand
• Grows client satisfaction through service excellence
• Monitors and uses customer data for decisions
• Shows high activity in the market and with customers
• Drives satisfaction within local/regulatory boundaries
• Anticipates and responds to customer needs
• Stays on top of what is happening with competitors
• Understands competitive and market threats to MHFI
• Acts quickly against market and competitive threats
• Builds plans that differentiate MHFI from competitors
• Helps MHFI beat competitors to the market
• Develops and tests prototypes with customers
• Designs using customer, industry, and market data
• Designs products that capitalize on market trends
• Knows MHFI’s business and economic drivers
Strength
• Creates enterprise value through deep customer insight
• Drives a culture of customer innovation and service
• Builds loyal, strong and lasting customer relationships
• Uses customer market/economic data to create value
• Captures and uses customer and market intelligence
• Delivers significant essential business value to customers
• Finds new ways for customers to make money
• Proactively anticipates actions of competitors
• Identifies and acts on MHFI gaps vs. competitors
• Builds a positive and competitive spirit among colleagues
• Activates strategies to respond to competitive threats
• Builds significant market value/capitalization for MHFI
• Builds leading edge solutions that create market value
• Anticipates market trends for proactive product design
• Proactively creates opportunities to influence the market
• Anticipates and acts on trends impacting MHFI solutions
1
 We Think…. Adopt A World View
Opportunity
• Has a limited network across the company
• Does little to promote teamwork and collaboration
• Doesn’t share information with others
Collaborate
boundaries
• Operates with a rigid interpersonal style
without
• Sees issues only from one’s own personal perspective
• Doesn’t connect with colleagues across the company
• Forms teams that are highly siloed and insulated
• Struggles to adapt to different cultures/social norms
• Acts inappropriately in different cultures
Show social and
cultural agility
• Doesn’t value diversity as a business value
• Sees cultural differences as a liability and not an asset
• Fails to incorporate local culture into business plans
• Makes disparaging comments about different cultures
• Gravitates to people who are like themselves
• Drives global plans without considering local needs
and local lens
• Operates myopically and fails to see the big picture
Use a global
• Takes a one size fits all approach to plans
• Uses a limited, local data set to make decisions
• Has little interaction with global colleagues
At Standard
• Has a strong network across the company
• Works effectively with others across the globe
• Shares relevant business, functional, team information
• Flexes style as required by the situation
• Is able to see another person’s point of view
• Coaches for collaboration and cooperation
• Assembles teams to reflect MHFI’s global footprint
• Shows a sensitivity to cultural norms and expectations
• Is at ease with diverse cultures
• Reinforces the value of diversity and inclusion
• Adapts to subtle cultural differences and nuances
• Adapts business plans to the local culture
• Appreciates and values cultural differences
• Has a curiosity around other cultures
• Adapts global plans to the local market
• Aligns local plans to broader MHFI strategies
• Modifies plans as they move from country to country
• Uses global and local data to make decisions
• Uses technology to interact across the globe
Strength
• Builds a global internal and external network
• Builds structures and processes to aid collaboration
• Shares global MHFI and external information
• Encourages others to express their own unique style
• Fosters the open exchange of ideas between people
• Rewards and reinforces the value of collaboration
• Sponsors and champions diversity as an MHFI value
• Leads respectfully in multicultural environments
• Mentors and teaches others about cultural differences
• Sponsors and leads diversity and inclusion initiatives
• Taps into cultural differences to achieve business goals
• Uses cultural knowledge to align business plans
• Advocates the business value of cultural diversity
• Flexes language and behavior across cultures
• Uses local input to shape global strategies and plans
• Adjusts global plans to capitalize on local nuances
• Creates global plans that can be flexed to local markets
• Uses global and local data to drive business outcomes
• Travels extensively/interacts with global constituencies
2
 We Do …. Speak the Truth

Opportunity At Standard Strength

• Overly relies on anecdotes, innuendos, and opinions • Uses factual information and data to support opinions • Uncovers new data to redefine existing issues
• Makes rigid decisions using opinion and emotions • Uses data and logic to make rational decisions • Draws unique compelling insights from existing data
Operate with

• Bases opinions on false or misleading information • Backs up opinions with facts and analytics • Uses data to drive change and influence others
• Pushes ideas that lack a business case • Uses dashboards and metrics to inform decisions • Grounds ideas and proposals in a business case
facts

• Fails to respect regulatory requirements • Respects and operates within regulatory requirements • Proactively seeks regulatory input into decisions
• Accepts and tolerates inaccurate data • Identifies and fixes the root causes of bad data • Drives system reliability and data integrity

• Tends to agree with others most of the time • Has the courage to offer a different opinion • Takes highly unpopular and controversial stands
• Holds back from voicing a point of view • Speaks up and readily offers facts and insights • Encourages others to express independent thought
• Changes mind easily when influenced by others • Defends personal opinion based on facts • Is comfortable disagreeing up the chain of command
Independent

• Won’t take an unpopular stand • Forms opinions independent of what others think • Has the strength to stand up to intense criticism
opinion
Have an

• Shies away from and avoids conflict • Is comfortable with arguments and disagreements • Brings up issues that others avoid
• States opinion only after others’ pinions are heard • Willingly offers a contrarian opinion • Will be a lone champion for a topic, problem, or issue
• Holds firm to a rigid opinion, won’t listen to reason • Solicits input to test one’s personal opinion • Adjusts opinion as additional facts become available

• Is rude and insensitive in communications • Tactfully expresses opinions and disagreements • Effectively manages heated, high stakes discussions
• Displays defensive behavior when challenged • Is open to input and coaching from others • Displays high emotional intelligence in discussions
With respect

• Wants to win every argument • Respects alternative opinions and viewpoints • Looks to build collaborative win-win solutions
Push back

• Displays condescending or arrogant behavior • Fosters open and constructive dialogue • Is able to bring those who disagree to agreement
• Is a bully, domineering and disrespectful • Knows when to stop pushing an opinion or issue • Calls out others for bullying and dehumanizing behavior
• Attacks people who have a different point of view • Constructively criticizes the idea, not the person • Offers a different way to address the issue or solution

3
 We Do …. Elevate People
Opportunity
• Has low performance standards for self and others
• Overrates or underrates others’ skills
Set high people
• Sets easy and achievable goals
standards
• Is comfortable with underperformers on the team
• Accepts and doesn’t act on mediocre performance
• Sets unclear or constantly changing standards
• Doesn’t correct poor performance or behavior
• Provides limited skill and performance feedback
• Gives little to no development guidance to others
• Provides limited recognition to others
Coach for high
performance
• Fails to accurately assess strengths/opportunities
• Writes but doesn’t act on development plans
• Creates dependence in others
• Keeps people comfortable, doesn’t take risks
• Doesn’t identify potential future career opportunities
• Treats succession planning as a low priority
• Relies on outside talent due to no internal bench
• Hoards talent for personal gain
talent
Export
• Relies on others to import talent
• Brokers side deals to move talent
At Standard
• Sets high performance standards for self and others
• Makes objective, fact-based assessments of skills
• Sets difficult yet achievable goals
• Assembles a high performance team
• Encourages others to accelerate their performance
• Establishes clear standards for success
• Catches and addresses bad or inappropriate behavior
• Provides on-going and frequent feedback
• Provides useful development suggestions and ideas
• Recognizes others for meeting their goals
• Helps others identify their strengths/opportunities
• Follows up on development plans and actions
• Builds self-sufficiency and performance
• Expands job responsibilities and scope of assignment
• Works with others to get them ready for future roles
• Builds and implements high quality succession plans
• Proactively builds pipeline for anticipated openings
• Gives up talent to other parts of the business
• Fills most open positions with internal talent
• Discusses potential moves during talent reviews
Strength
• Raises high standards to achieve greater performance
• Offers unique insights on others’ skills
• Sets demanding goals that stretch people to perform
• Builds diverse teams recognized as best in class
• Stretches and grows people out of their comfort zone
• Sets compelling goals that inspire performance
• Inspires performance excellence in others
• Gives feedback that creates insight and learning agility
• Builds high impact development plans
• Aligns reward systems to drive performance
• Understands root causes of strengths/opportunities
• Prepares people for expanded roles and assignments
• Builds autonomy, empowerment and accountability
• Moves people into high impact projects/assignments
• Develops talent for the broader organization
• Aligns succession plan to the business strategy/plan
• Builds a deep bench with multiple ready candidates
• Sponsors existing talent to move across the enterprise
• Exports talent while maintaining an internal bench
• Uses MHF internal mobility processes to move talent
4
 We Deliver…. Drive Performance

Opportunity At Standard Strength

• Prefers the familiar to the unknown • Is curious around new ideas and ways of doing things • Fosters the incubation of new and disruptive ideas
• Rigidly adheres to current practices • Implements best practices • Scales new ideas across the business to create value
Innovate with

• Comfortable with current state • Identifies opportunities with current state • Defines and drives toward future state
• Prefers to stay with what’s currently working • Transports innovations from other segments • Implements new ideas that transform the business
ideas

• Sees issues from one side, fails to think laterally • Sees issues from multiple angles • Reaches creative insights to find new ideas
• Displays low intellectual curiosity or learning agility • Educates self and others on new thinking in the field • Constantly looks for new ideas and capabilities

• Tolerates mediocre performance in self and others • Focuses on meeting performance goals • Continually raises the bar on performance
• Expresses little interest in continuous improvement • Uses feedback to improve existing processes • Instills an continuous improvement culture
excellence

• Is willing to settle for less than what’s acceptable • Meets or exceeds targets and commitments • Consistently over-delivers targets by a wide margin
Pursue

• Explains away or assigns blame for poor performance • Takes full ownership for meeting or missing goals • Calls out others who deflect responsibility
• Fails to build actionable and accountable plans • Creates well-conceived and well-designed plans • Aligns and integrates plans across the business
• Doesn’t have an impact on performance • Improves and sustains higher levels of performance • Delivers breakthrough results that deliver value
• Focuses on managing up and looking good • Desires the team, function and segment to succeed • Desires for overall MHFI to succeed

• Sets goals that are overly aggressive or too lenient • Sets targets higher than previous performance • Sets ambitious goals that drive top performance
• Accepts mediocre performance against goals • Challenges others to step up to achieve goals • Expects aggressive action against targets
Set targets

• Backs off of commitments, lowers the target • Drives relentlessly toward meeting goals • Raises goals to achieve extraordinary performance
to win

• Sets targets unilaterally with limited input • Solicits input from others when setting goals • Aligns and integrates goals across the business
• Doesn’t base targets on current data • Ensures goals align to existing facts and data • Adjusts goals as facts and data become available
• Doesn’t use goals to manage day-to-day performance • Monitors results against targets and takes action • Instills a culture of goal achievement in others

5
 We Deliver…. Execute with Discipline
Opportunity
• Fails to communicate priorities to others
• Makes issues overly complicated
• Overloads the priority list and creates bottlenecks
Simplify the
• Allows immediate priorities to derail long-term plans
agenda
• Sets priorities that have little relevance to the strategy
• Changes priorities and confuses people
• Keeps others in the dark about plans and results
• Adds unneeded bureaucracy and complications
• Shows limited interest in documenting processes
Build repeatable
• Doesn’t involve others in developing processes
• Builds unsustainable processes built around people
processes
• Builds solutions that require continual re-do’s
• Fails to monitor results and adjust processes
• Neglects chances to improve workflow efficiencies
• Rewards fire fighting and individual work-arounds
• Doesn’t address performance deviations
Hold people
accountable
• Is comfortable with mediocre performance
• Holds some people more accountable than others
• Waits too long to get involved with performance issues
• Allows others to back off their commitments
• Fails to track and monitor on-going performance
At Standard
• Gets others focused on what’s important
• Conveys the essence of an issue in a clear way
• Takes priorities off the list as new ones are added
• Stays focused on plans amidst daily fire drills
• Cascades priorities from the strategy/business plan
• Conveys relevant objectives in a crisp manner
• Provides accurate and timely updates as required
• Outsources or eliminates low-value added work
• Documents basic policies, work flow, and procedures
• Uses input from others to build and revise processes
• Designs processes to optimize work flow and results
• Achieves and sustains process improvements
• Installs control mechanisms to monitor results
• Changes processes to address root cause problems
• Installs processes to drive consistency/predictability
• Holds people accountable for achieving their goals
• Ensures consistent delivery of results
• Sets equitable performance targets across individuals
• Addresses performance issues when they arise
• Holds people accountable for doing their job
• Conducts regular follow-ups to monitor performance
Strength
• Links objectives and plans to the vision and strategy
• Communicates complicated plans in simple ways
• Knows when to stop or pause on non-value activities
• Keeps the priorities at the forefront
• Integrates and aligns priorities across the business
• Ensures complete understanding and buy-in by others
• Provides preemptive information to others
• Reduces costs by transforming the way work is done
• Drives flawless execution of documented processes
• Develops and scales processes that have full buy-in
• Leads and scales business wide process improvements
• Transports process improvements across the business
• Adjusts processes based on control systems feedback
• Creates new processes that deliver business value
• Delivers predictable results under varying conditions
• Ties merit and incentives to goal attainment
• Raises the bar on performance
• Re-calibrates goals based on business conditions
• Proactively spots and intervenes on performance issues
• Instills a performance oriented culture in others
• Inspires effort over and above what’s required
6
Activity: Competency Self Assessment