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DuPont Competency Model

Module 140 - Core Competency Directory

Driving Execution and Business


Performance through People

View Website for Core Competency Materials

Revised 4/25/2008

Using this Directory

This directory lists all of the Core Competencies. You will use the
competencies listed in this directory when you create your
Individual Performance Plan and your Career Development Plan.
Each competency lists four additional levels of details that will help
you better understand that competency so you can effectively
integrated these into your plans. This information includes:
Definition

Overall description of the competency

Key Actions

Activities/Behaviors that improve performance

Off-Key Actions

Activities/Behaviors that limit performance

Over Actions

Activities/Behaviors that may bring about a


negative impact
negative impact.

The listed information provides a guide to help you focus on those activities that will
be most helpful to create your performance and development plans. You may also
think of additional actions that will compliment these items.

Development Dimensions Int'l, Inc., MMVI. All rights reserved. Produced expressly for E.I.
duPont de Nemours and Company.

Table of Contents
Click (or Ctrl-Click) on a competency title to view the
detailed information
ANALYSIS AND JUDGMENT.............................................................................
BUILDING COMPETITIVE ADVANTAGE...........................................................
BUILDING ORGANIZATIONAL TALENT...........................................................
BUILDING SUSTAINABLE CUSTOMER RELATIONSHIPS..............................
BUILDING WINNING GLOBAL TEAMS............................................................
BUILDING WINNING TEAMS...........................................................................
BUSINESS ACUMEN.......................................................................................
CHAMPIONING CHANGE...............................................................................
COACHING.......................................................................................................
COMMUNICATING WITH IMPACT.................................................................
CUSTOMER ORIENTATION............................................................................
DECISION MAKING.........................................................................................
DRIVING EXECUTION.....................................................................................
DRIVING FOR RESULTS..................................................................................
EMBRACING CHANGE....................................................................................
ENGAGEMENT.................................................................................................
GLOBAL BUSINESS ACUMEN........................................................................
INNOVATION....................................................................................................
MANAGING FOR PRODUCTIVITY..................................................................
MOBILIZING RESOURCES.............................................................................
RAISING THE BAR...........................................................................................
SETTING STRATEGY AND DIRECTION..........................................................
SELLING THE VISION.....................................................................................
TEAMWORK/COLLABORATION......................................................................

Development Dimensions Int'l, Inc., MMVI. All rights reserved. Produced expressly for E.I.
duPont de Nemours and Company.

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ANALYSIS AND JUDGMENT


Definition:
Identifying and understanding issues, problems, and opportunities; comparing data from
different sources to draw conclusions; using effective approaches for choosing a course
of action or developing appropriate solutions; taking action that is consistent with
available facts, constraints, and probable consequences.

Key Actions
Identifies issues, problems and opportunities Recognizes issues,
problems, or opportunities and determines whether action is needed.
Gathers information Identifies the need for and collects information to
better understand issues, problems, and opportunities.
Interprets information Integrates information from a variety of sources;
detects trends, associations, and cause-effect relationships.
Generates alternatives Creates relevant options for addressing
problems/opportunities and achieving desired outcomes.
Chooses appropriate action Formulates clear decision criteria;
evaluates options by considering implications and consequences; chooses an
effective option.
Commits to action Implements decisions or initiates action within a
reasonable time.
Involves others Includes others in the decision-making process as
warranted to obtain good information, make the most appropriate decisions,
and ensure buy-in and understanding of the resulting decisions.

Off-Key Actions
Applies faulty logic When interpreting information, often uses faulty
logic instead of ensuring that the information is accurate and credible
Assumes first solution is the best solution Too often accepts the first
idea as the best idea, instead of encouraging people to stretch their thinking
beyond the obvious.
Avoids risky alternatives Consistently chooses the alternative with the
lowest risk, which can stifle innovation or promote the status quo.
Doesnt gather data from others perspectives Doesn't take time to
gather other people's valuable insights, in order to make high-quality
decisions more consistently.
Identifies and acts on symptoms versus causes Due to concern about
making and implementing a decision quickly, fails to analyze the basis of the
problem or opportunity.
Ignores new information When gathering information, ignores new data
that contradicts previous data or could affect desired outcomes, criteria, or
decision definition.
1

Prefers to go solo Makes decisions without involving others who should


be involved or who might help make the right decision.

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Over Actions
Involves others too much Tends to involve others too much in making
decisions, which hampers the ability to make and implement decisions.
Suffers from analysis paralysis Spends so much time gathering and
analyzing data that the information becomes obsolete by the time the
decision is made; misses important opportunities while thinking about the
decision

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BUILDING COMPETITIVE ADVANTAGE


Definition:
Advancing own understanding and sharing insight regarding key market drivers; actively
using that knowledge to create/seize business and customer focus opportunities and/or
expand into new markets, products, or services.

Key Actions
Identifies key market drivers Unravels the complex issues that affect
market penetration and revenue generation, including dynamic factors that
determine commercial viability of new business ventures, such as customer
needs, pricing, competition, and cost factors.
Energetically pursues profitable business ventures Aggressively
develops and creates profitable business ventures based on the market and
business drivers; builds on existing market strengths while balancing an
appropriate level of business risk (i.e., takes calculated risk) in pursuing new
ventures.
Challenges the conventional Offers fresh, innovative ideas and/or
unconventional approaches to strategies that create market and brand
value; willing to pursue fast experimentation with innovative products and
services.
Manages matrix and alliance organizations Understands implications
of integrating research, manufacturing, marketing, sales, and other key
alliances into the overall customer experience
Pursues customer feedback Continually scans the market to understand
current and emerging customer needs; seeks information from current and
potential customers regarding needs, expectations, and business priorities.

Off-Key Actions
Fails to learn from mistakes permits the failure of a new product or
venture without conducting a lessons learned post-mortem activity, which
can transform the loss into an investment.
Limits ideas focuses too much on product extensions, new packaging, or
other incremental improvements; the entrepreneurial mind-set focuses more
on reframing than on simply repositioning.
Ignores the market continues to advocate for products or services far too
long; is too invested in own ideas to notice market indicators.

Over Actions
Depends too much on research is a slave to market research results;
fails to rely, even partially, on intuition.
Pursues too many ideas Confuses innovative ideas with productive
entrepreneurial ventures; just because an idea is new and creative doesnt
mean that it will increase revenue or market share.
4

Takes too many risks Fails to differentiate excessive risk taking from
taking productive entrepreneurial action with calculated business risk
Moves too fast are overly impulsive; fails to allow ideas to gel before
rushing ahead.

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BUILDING ORGANIZATIONAL TALENT


Definition:
Attracting, developing, and retaining talented individuals; creating a learning
environment that ensures individuals realize their highest potential, allowing the
organization as a whole to meet future challenges.

Key Actions
Diagnoses capability and developmental needs Determines the mix
and level of capability required by the business to support current and
future objectives; assesses the key strengths and development opportunities
of groups.
Scans environment for developmental assignments Identifies
developmental assignments and the potential learning in the assignment;
matches assignments with individual developmental opportunities.
Champions talent management Provides high visibility to individuals
with potential; offers challenging managerial assignments that build
confidence and credibility; provides such individuals with a personal vision
for this future.
Creates a learning culture Aligns support systems, accountabilities, and
incentives, which ensures a learning environment.
Emphasizes retention Establishes organizational systems to encourage
talented individuals to remain within the organization; addresses individuals'
needs for flexibility within the organizational structure; provides a clear
career path for talented individuals that provides challenge and career
satisfaction.

Off-Key Actions
Abdicates responsibility does not take ownership for building talent and
does not hold other leaders accountable; tends to delegate hiring and
developing people to the human resources group.
Avoids tough people decisions is unwilling or finds it difficult to take
decisive action against poor performers.
Refuses to make talent development a priority addresses people
development only once a year rather than as an ongoing organizational
initiative; treats people issues as a distraction, not part of the real job of
managing the business.
Fails to invest in talent development treats people development as
soft dollars and does not properly recognize the actual cost of doing it
poorly.
Relies on natural selection assumes that the best talent will rise to the
top without development plans or intentional coaching.
Subscribes to great person theory assumes that leaders are born
not madeand that nothing can be done to develop them.
6

Stops with assessment assumes that the hard work is finished once
peoples development needs have been diagnosed; fails to ensure that
needed development actually happens.
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Does not differentiate performers doesnt follow through on talent


management strategies by making sure that promising individuals are
appropriately rewarded and developed while under-performing individuals
are weeded out.
Does not monitor progress fails to review and measure the development
progress of potential leaders.

Over Actions
Over-invests spends too much time supporting under-performing
individuals and not enough time rewarding and developing betterperforming individuals.
Promotes people too quickly when considering candidates for
promotion, does not ensure that, along with the required technical skills and
knowledge, they have the interpersonal competencies required to handle the
demands of the new position.

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BUILDING SUSTAINABLE CUSTOMER RELATIONSHIPS


Definition:
Making customers and their needs a primary focus of one's actions; developing and
sustaining productive customer relationships.

Key Actions
Seeks to understand customers/clients Seeks information to
understand customers' circumstances, problems, expectations, and needs.
Educates customers/clients Shares information with customers to build
their understanding of issues and capabilities.
Builds collaborative relationships Builds rapport and cooperative
relationships with customers
Takes action to meet customer/client needs and concerns Considers
how actions or plans will affect customers; responds quickly to meet
customer needs and resolve problems; avoids over-commitments.
Sets up customer/client feedback systems Implements ways to monitor
and evaluate customer concerns, issues, and satisfaction and to anticipate
customer needs.

Off-Key Actions
Doesnt coordinate customer information Fails to coordinate customer
data never making it clear what matters most to customers.
Gathers deficient customer feedback Assumes that a few client visits or
the occasional survey keeps one up-to-date on how to meet customer's
needs; fails to gain a broad perspective on customers' issues, satisfaction
level, and what matters most.
Hides problems and mistakes Hides problems and mistakes, making it
impossible to analyze, correct, or avoid them in the future.
Imposes solutions Imposes solutions without considering the customer's
circumstances or preferences.
Overlooks change Overlooks changes in customer circumstances, needs,
and expectations, limiting ability to provide solutions to meet the customers
situation.
Presumes to know what the customer wants Makes assumptions about
what the customers want, without truly getting to know customers, what
they value and need.
Treats customers as remote buyers Fails to cultivate long-term
relationships with customers; engages in hit-and-run transactions the
simple exchange of goods and services for money.
Treats no news as good news Assumes that no news is good news,
instead of establishing ways to get regular customer feedback.

Uses customer surveys to pressure employees Uses customer survey


scores to pressure employees to perform, instead of using customer
feedback to help the organization understand how it's doing and what to
improve.
To ContentsWithholds opinions Fails to share knowledge and expertise to help
customers make wise decisions.

Over Actions
Harms self for sake of customer Gets caught up in the frenzy of
maintaining the organization's share of the market, adopting the attitude of
anything and everything for the customer.
Over-involves customers Asks for the customer's opinion or involvement
in situations where one has the best knowledge and expertise for
implementing a plan or solution.
Over-commits To please the customer, agrees to requests that exceed
time limits or are beyond the scope of expertise, making it difficult to deliver
and satisfy the customer.
Smothers customers Overly zealous to please, often gives customers too
much attention.

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BUILDING WINNING GLOBAL TEAMS


Definition:
Using appropriate methods and interpersonal styles to develop, motivate, and guide a
team toward successful outcomes and attainment of business objectives.

Key Actions
Builds team(virtual and global) Evaluates resource needs and recruits,
attracts, selects, and retains talented individuals; works to develop teams
both locally and across organizational boundaries.
Establishes team expectations Works collaboratively with colleagues
and team members to establish performance expectations necessary to
achieve objectives.
Clarifies roles, responsibilities, and objectives Works with and
involves team members in clarifying the team roles and responsibilities
necessary for success.
Inspires confidence, passion, and commitment Communicates high
expectations for others' performance and confidence in their ability to excel.
Uses appropriate words and actions to help others envision and move
toward higher levels of performance; stimulates enthusiasm for potential
accomplishments.
Monitors team performance Stays close to team performance; helps to
keep the team on track; facilitates adjustments when necessary.
Provides team support Offer the team own personal time; helps in
overcoming barriers; provides ongoing feedback and appropriate guidance.

Off-Key Actions
Loses line of sight assumes that team members understand the business
impact of their personal contributions; fails to help team members see the
linkages between their contributions and organizational success.
Dictates expectations fails to collaborate in establishing expectations;
fails to build commitment to individual and team goals.
Ignores the team does not pay sufficient attention to the team; skips
meetings, or fails to maintain regular contact with team members.
Fails to measure does not regularly monitor the teams performance to
ensure it stays on track for success.
Discourages divergent thinking fails to encourage dissenting or
different ideas from team members.

Over Actions
Allows too much ambiguity assumes that team members understand
their roles and responsibilities; fails to clarify roles and responsibilities,
preventing a clear sense of mutual accountability.
10

Expects too little does not strive to improve team performance; assumes
the team is incapable of accomplishing challenging team objectives.
Expects too much tries to get more out of the team than it is capable of
giving; fails to consider risks involved in taking the team into areas where
expertise is limited.

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BUILDING WINNING TEAMS


Definition:
Using appropriate methods and a flexible interpersonal style to help build a cohesive
team; facilitating the completion of team goals.

Key Actions
Exchanges information freely Shares important, relevant information
with the team.
Builds on others ideas Seeks and expands on original ideas, enhances
others' ideas, and contributes own ideas about the issues at hand.
Supports group decisions Demonstrates and communicates enthusiasm
for the teams decisions and direction.
Subordinates personal goals Places higher priority on team or
organization goals than on own goals.
Models commitment Adheres to the team's expectations and guidelines;
fulfills team responsibilities; demonstrates personal commitment to the
team.
Operates with integrity Demonstrates honesty; keeps commitments;
behaves in a consistent manner.
Mentors others Offers personal time; provides appropriate amount of
guidance, instruction, positive models, and opportunities for observation to
help others develop skills; provides ongoing feedback.

Off-Key Actions
Blames the team when goals arent met When a goal is missed, blames
the team, or even disparages the whole concept of teams, instead of working
with the team to analyze why the goals were not met and how to achieve
them in the future.
Fails to involve others outside the team When making plans and
decisions, does not involve internal or external customers, suppliers, or
other groups who are needed to coordinate efforts.
Makes decisions for the team Makes many or all of the decisions for the
team, particularly when the team is new or temporary, or when confidence
in team members' skills is lacking.
Seizes control when the heat is on Forgets the importance of team
members' participation when things get off track, becoming too directive to
ensure that things are done right.
Shows inconsistency in upholding norms Inconsistently enforces team
norms or standards, with no apparent reason.
Treats success as business as usual When the team performs well and
is successful, acts as if getting the job done is no big deal; fails to recognize
good performance and celebrate success.
12

Over Actions

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Abdicates leadership responsibilities In an effort to involve and


empower team members, turns the team loose without appropriate
guidance, coaching, and feedback.
Loses the forest for the trees Fails to constantly remind the team of its
goals and objectives and/or to constantly re-evaluate the utility of support
functions.
Over-involves team Over-involves the team in setting goals, planning,
organizing, and structuring the team, and dealing with day-to-day issues,
beyond what is truly necessary for success.
Overlooks people in drive toward goals Focuses exclusively on tasks
and puts people issues like job satisfaction, coaching, and feedback on
the back burner.
Throws people in over their heads Asks people to take actions they are
not ready to take, resulting in failure and frustration.

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BUSINESS ACUMEN
Definition:
Understanding the organizations business model and financial goals; utilizing economic,
financial, and organizational data to build and document the business case for investing
in workplace learning and performance solutions; using business terminology when
communicating with others.

Key Actions
Understands the business understands the organizations business
model and competitive position in the marketplace; how the business
leverages core competencies for growth and profitability; the value
proposition to external customers
Understands business operations understands the organizations
structure, systems, functions, and business processes; how the organization
operates, including its planning processes and decision-making channels;
information management systems; how products and services are developed,
sold, and delivered to customers
Applies financial data Understands financial goals and interprets
financial data related to business success measures, such as a balanced
scorecard; reads and understands the implications of balance sheets,
graphs, charts, tables, and so forth accurately; performs quantitative
calculations in building a business case, preparing budgets, evaluating
program impact, and calculating return-on-investment.
Uses business terminology to gain credibility translates technical
jargon into business terminology that stakeholders will understand and
respect; speaks the language of the business when applying professional
expertise.
Recognizes business priorities tracks the changing needs and
expectations of external customers; identifies links between internal
demands and external needs; works to understand business priorities to
achieve greater success.
Creates a value proposition establishes the link between business needs
and specific solutions; documents how solutions will achieve targeted
business results; identifies outcomes that will result from implementing
solutions; creates a compelling business case.
Advances the business agenda understands how decisions are made in
the organizational structure and how power is exercised; recognizes key
stakeholders and their priorities; leverages understanding of politics across
business units and decision makers; presents and defends the business value
of solutions.

Off-Key Actions
Focuses too narrowly overemphasizes one component of the business
equation (e.g., either one financial indicator, one business unit, one
functional area, or one market segment), to the exclusion of other variables.
14

Fakes knowledge overcompensates for lack of business acumen by


cramming to learn financial jargon and then overusing or misusing it in
communications.
Underutilizes resources relies on others to provide data, but neglects to
seek their business insights.
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Lacks due diligence falls in love with an idea and fails to back it up with
an ROI analysis.
Misuses data uses business analysis, but only after the fact to prove ideas
are right, instead of using the data first to choose the right strategy.
Ignores soft issues overemphasizes business results at the expense of
people and relationships.
Treats internal initiatives less rigorously neglects creating a business
plan for ventures launched within the organization.
Adopts transactional perspective views financial role as ensuring a
series of solid transactions instead of as a strategic decision maker who can
transform the organizations economics

Over Actions
Overuses data overcomplicates explanations and presentations with
financial data that others wont understand.
Overestimates knowledge assumes too much expertise; fails to seek
financial advice from others.
Over-emphasizes near-term results focuses on short-term numbers at
the expense of long-term financial results.

15

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CHAMPIONING CHANGE
Definition:
Encouraging others to seek opportunities for different and innovative approaches to
addressing problems and opportunities; facilitating the implementation and acceptance
of change within the workplace.

Key Actions
Encourages boundary breaking Encourages individuals to question
established work processes or assumptions; challenges individuals to ask
why until the underlying cause is discovered; involves stakeholders in
continuous improvement actions and alternatives.
Values sound approaches Consistently remains open to ideas offered by
others; supports and uses good ideas to solve problems or address issues.
Rewards change Recognizes and rewards individuals who make useful
changes.
Addresses change resistance Helps individuals overcome resistance to
change; shows empathy with people who feel loss as a result of change.
Manages complexity and contradictions Tries to minimize
complexities, contradictions, and paradoxes or reduce their impact; clarifies
direction and smoothes the process of change.

Off-Key Actions
Confuses disagreement with resistance Assumes any disagreement
means the person is resisting change; fails to consider legitimate concerns
and often creates resentment.
Fails to act on others ideas Asks for improvement ideas, but then fails
to act on them or to communicate their viability and status back to the
group.
Fails to actively promote and support change Often reluctant to
support changes; shares criticisms of them with the team.
Fails to ask others for ideas Relies on own ideas, rather than soliciting
ideas from others, limiting the number and quality of ideas generated.
Punishes failures Asks others for ideas, but then punishes failures,
leading to a scarcity of new ideas.
Talks about change but fails to implement new processes Talks
positively about changes that are needed, but fails to implement specific
new processes in order to realize those changes.

16

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Over Actions
Challenges too many processes or assumptions Challenges too many
work processes or assumptions, in an effort to continuously improve; loses
focus on the changes that would have the most impact.
Micromanages the change process Manages the plan too closely when
implementing change, limiting the creativity of the team.
Promotes others ideas indiscriminately In an effort to encourage new
ideas, promotes any ideas generated by the team without first evaluating
their utility or merit.
Recognizes and rewards exclusively on making changes Focuses on
recognizing and rewarding the team based solely on changes made and
ignores other positive behaviors within the team.
Rushes change Attempts to rush through changes; does not allow
adequate time to understand and accept the changes.

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COACHING
Definition:
Providing timely coaching, guidance, and feedback to help others excel on the job and
meet key accountabilities

Key Actions
Sets challenging performance expectations Clearly communicates
high expectations for performance and confidence in individual's ability to
excel; checks for understanding of performance expectations; appropriately
gains buy-in to performance goals; establishes means for follow-up.
Evaluates Monitors progress against expectations and addresses
performance gaps; communicates any development needs and the
importance.
Provides support Offers personal time; provides appropriate amount of
guidance, instruction, positive models, and opportunities for observation to
help others develop skills; provides ongoing feedback.
Provides feedback and reinforcement Gives timely, appropriate
feedback on performance; reinforces efforts and progress.
Continuously develops Actively seeks ideas or suggestions for
performance improvement; collaboratively develops alternatives; builds on
good ideas and implements the ideas.
Champions positive results Looks for opportunities to reinforce, reward,
and celebrate the accomplishments of individuals.

Off-Key Actions
Coaches everyone the same way Uses only one coaching style; often
fails to provide the correct amount of direction for the situation or the
individual.
Coaches only after the fact Waits to react until someone has made a
mistake or has missed an opportunity, creating a negative environment.
Delegates and then abdicates Knows how to delegate tasks but fails to
provide the coaching that leads to task completion and individual
development.
Gives feedback only on whats wrong Provides feedback only on what
others do wrong, creating a negative learning environment in which people
are afraid to take risks and make mistakes.
Passes on technical knowledge instead of coaching Uses strong
technical expertise to lead less experienced individuals toward a good
solution without allowing them to gain the ability to solve future problems.
Sugarcoats feedback Attempts to spare individuals feelings by
sugarcoating negative feedback; hides the message that corrective action is
needed.
18

Takes over the task Resolves problems personally rather than coaching
others to find solutions.

19

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Over Actions
Dictates solutions Offers too much guidance; tells other people what to
do without asking for their ideas or suggestions.
Gives blunt criticism Is too honest in giving feedback, evoking anger and
hostility, which results in resistance to coaching.
Jumps in to coach before assessing the situation Jumps in to coach
people or corrects their performance before gathering information and
assessing the situation carefully.

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COMMUNICATING WITH IMPACT


Definition:
Expressing thoughts, feelings, and ideas in a clear, succinct, and compelling manner in
both individual and group situations; adjusting language to capture the attention of the
audience.

Key Actions
Delivers clear and succinct messages (oral and written) Uses
appropriate vocabulary; is in command of the message; logically and simply
conveys ideas; uses effective vocabulary.
Adjusts language to meet audience needs Communicates clearly and
understandably; sequences information in a logical manner to aid
understanding; uses appropriate grammar and punctuation; avoids jargon or
technical words; uses a tone and format suggested by the topic and
audience.
Makes complex issues meaningful Frames message in line with
audience's experience, background, and expectations; uses terms, examples,
and analogies that have meaning for the audience.
Listens and responds to questions and objections Involves the
audience by soliciting questions and input; clarifies as needed to help
achieve the goals of the session.
Remains open to ideas Listens to others and objectively considers
others' ideas and opinions, even when they conflict with one's own.

Off-Key Actions
Oral communication: Assumes others are interested Fails to explain
the purpose and importance of the conversation at the beginning, keeping
people from seeing why they should care, too.
Oral communication: Jumps right into the heart of the discussion
Forgets that others don't know the topic as well or might have their minds
on something else; tries to save time by starting with details that confuse
listeners.
Oral communication: Sends inappropriate nonverbal signals Uses
nonverbal signals that interfere with communication (e.g., not smiling,
postures that appear confrontational, not making eye contact), and that
make people uncomfortable in a variety of ways.
Oral communication: Uses lazy or inappropriate words Uses
informal, racist, sexist, or otherwise inappropriate language; creates an
extremely negative first impression.
Written communication: Acts or responds before checking
understanding Doesn't carefully read communications and check
understanding before responding, causing conflicts and confusion.
21

Written communication: Assumes others are interested Assumes


that others will feel the same way about ideas or problems; fails to
explaining why the communication is important to the reader.
Written communication: Figures no news is good news Fails to
follow-up on important written communications when no response is
received.
Written communication: Writes when a brief phone call would do
Wastes time and resources by communicating in writing when phone
communication is more appropriate.
Written communication: Writes when face-to-face communication
would be better Communicates in writing to avoid confrontation or
debate when concerned about negative reactions.
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Over Actions
Oral communication: Belabors the point Overwhelms listeners by
using too many examples, analogies, and metaphors to make the point.
Oral communication: Dominates the interaction Interrupts, talks
over others, or rams home the point without hearing from others.
Oral communication: Over-prepares the communication Prepares
too much and sounds scripted or stilted; has trouble adjusting to listeners'
needs or to unexpected things that happen.
Oral communication: Oversell the idea Presents thoughts with
excessive enthusiasm, causing others to resist or suspect ideas or motives.
Written communication: Over-perfects Spends excessive time
"wordsmithing" or creating perfect graphics, when the extra impact is not
worth the effort.
Written communication: Over-relies on software tools Depends too
heavily on software spelling and grammar checkers; misses important
errors.
Written communication: Overuses graphics and formatting styles
Spends too much time on formatting and graphics, and not enough on the
message.
Written communication: Sends the message in too many formats
Duplicates ideas through either too many repetitions and examples or too
many modes (e.g., voice mail and email).

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CUSTOMER ORIENTATION
Definition:
Cultivating strategic customer relationships and ensuring that the customer perspective
is the driving force behind all value-added business activities.

Key Actions
Seeks to understand customer Actively seeks information to understand
customer circumstances, problems, expectations, and needs.
Educates customer Shares information with customer to build their
understanding of issues.
Maintains customer trust Listens and responds with empathy to
customer issues or ideas; acknowledges customer contributions to
discussion in a manner that maintains esteem.
Takes action to meet customer needs and concerns Considers how
actions or plans will affect customer; responds quickly to meet customer
needs and resolve problems; avoids over-commitments.
Develops a partnering relationship Adopts a long-term perspective in
developing mutually beneficial business relationships with customers.
Recognizes customer service issues Identifies when actions or
decisions will affect the customer in a positive or negative way; expresses
concerns to others.
Creates win/win solutions Uses understanding of customer needs and
expectations to generate mutually beneficial solutions or alternatives.

Off-Key Actions
Assumes understanding of customers in strategic-planning sessions,
fails to obtain real data to support discussions of customer needs and
expectations.
Compromises strategy commits to delivering solutions that are
inconsistent with the organizations strategy.
Overgeneralizes customer needs assumes that products and services
will have worldwide appeal just because they have done well with one
customer or in one market; employs too few methods, uses unrepresentative
samples, or fails to segment the customer population into meaningful
groups.
Fails to follow-up after following the formal complaints procedure,
assumes that the customer is satisfied with the outcome and the process.

Over Actions
Overcommits to customers fails to manages customers expectations to
avoid committing to things that are beyond the organizations internal
capabilities.
23

Hides problems and mistakes fails to inform customers about issues,


even small ones, or the corrective actions being taken; does not permit
customers to become part of the solution.
Makes every customer problem a personal mission takes inordinate
personal responsibility for resolving customer complaints, beyond what is
practical.

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DECISION MAKING
Definition:
Relating and comparing; securing relevant information and identifying key issues;
committing to an action after developing alternative courses of action that take into
consideration resources, constraints, and organizational values.

Key Actions
Seeks information Identifies/Recognizes information gaps or the need for
additional information and obtains it by clearly describing what needs to be
known and how it can be obtained; makes relevant, clear, and specific
inquiries to verify facts and obtain additional information.
Organizes information Organizes qualitative information and data to
identify/explain trends, problems, and their causes; compares, contrasts, and
combines information to determine underlying issues; sees associations
between seemingly independent problems or events to recognize trends,
problems, and possible cause-effect relationships.
Performs quantitative and qualitative data analysis Organizes and
manipulates quantitative data to identify/explain trends, problems, and their
causes.
Develops and considers alternatives Generates and encourages others
to generate options for action to address an issue or problem; develops
decision criteria based on factors that affect customers, employees, and the
organization; compares options to criteria by considering the opportunities
and risks; selects the best course of action.
Gains commitment Involves those affected by a decision/action in a
manner that demonstrates understanding of their needs and gains their
commitment to the action; builds consensus when appropriate.
Demonstrates decisiveness/action Takes or initiates action to address
an issue, prevent a problem from arising, or solve a problem.

Off-Key Actions
Under-involves fails to involve those who are affected by the decision.
Not defining the problem correctly doesnt take time to gather
information, interpret it objectively, and understand the root cause of the
problem or the source of the opportunity.
Gives in to biases seeks information that supports ones current point of
view; ignores information that runs counter to ones decision.
Avoids changes makes decisions that maintain the status quo despite
information pointing toward the need for a change.
Under-analyzes does not weigh the costs and benefits of chosen actions;
over- or underestimates potential outcomes.

25

Takes cookie-cutter approach offers the same solution across the


board without taking into account unique requirements or individual
situations.
Avoids confrontation fails to communicate the rationale for decisions
clearly, especially in politically sensitive or emotionally charged situations.

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Over Actions
Delays decisions makes decisions too slowly because of procrastination
or over analysis.
Decides too quickly rushes to a decision before considering all possible
alternatives; fails to encourage others to stretch their thinking beyond the
obvious
Under-delegates makes every decision oneself; misses opportunities to
delegate decisions and involve others in the decision-making process.

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DRIVING EXECUTION
Definition:
Translating strategy into operational reality. Breaking down strategies or business
initiatives into key tasks and identifying accountabilities. Aligning communication,
people, culture, processes, resources, and systems to ensure effective implementation
and delivery of required results.

Key Actions
Determines critical goals and tasks Determines tasks and actions
required to implement a specific strategy or business initiative. Breaks
down long-term goals into short and medium term milestones. Adjusting
tasks and activities as circumstances change.
Establishes communication strategy Clearly conveys strategy, plans,
information, and ideas to individuals or groups in a manner that engages
and motivates people and helps them understand their role in implementing
the strategy. Develops process and systems that enable the communication
relating to the strategy implementation to flow back and forth.
Creates accountability for execution Works with those involved in
implementation to ensure their alignment with objectives and to improve
their understanding of their role and required outputs. Ensures that people
are accountable for actions, have the authority to act and implement
consistent with organizational values.
Ensures skills and readiness Identifies and develops people capability to
drive specific strategies and objectives which may include training and/or
acquisition of needed skills and knowledge. Coaches people in areas where
skills are not strong.
Integrates, aligns, and sustains disciplined processes and systems
Identifies and aligns systems and processes to support implementation of
specific strategies.
Creates measurement discipline Establishes criteria and systems to
track implementation steps and results, including both lead and lag
measures.

Off-Key Actions
Confuses effort with results gets caught in an activity trap where a lot
gets done, but little progress is made toward achieving strategic priorities.
Fails to assess talent is unaware of direct reports capabilities and where
they can contribute the most.
Promotes ambiguity fails to provide clear expectations or role clarity.
Accepts substandard performance accepts poor results or unnecessary
delays; fails to reinforce accountability.
Under-communicates plan creates a great implementation plan but fails
to communicate it clearly and in a way that will inspire appropriate action.
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Ignores measurement fails to define the desired results up front; fails to


measure the criteria for a successful implementation.
Uses incomplete measures focuses solely on the lead measures or solely
on the lag measures of strategic results instead of using both types of
measures.

Over Actions
Ignores people issues overemphasizes task accomplishment at the
expense of meeting peoples personal and practical needs.
Fails to champion change eases through the organizational system any
changes that are needed to support strategy implementation; takes too long
to change rewards, training, communications, organizational structure, and
policies.

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DRIVING FOR RESULTS


Definition:
Setting high goals for personal and group accomplishment; using measurement
methods to monitor progress toward goal attainment; tenaciously working to meet or
exceed those goals while deriving satisfaction from the process of goal achievement and
continuous improvement.

Key Actions
Assumes ownership for outcomes Accepts responsibility for outcomes
(positive or negative); admits mistakes and refocuses efforts when
appropriate.
Targets business opportunities Systematically evaluates business
opportunities and targets those opportunities with the greatest potential for
producing positive business results.
Takes calculated risks Determines probability of success and
consequences of failure; initiates action despite uncertainty of outcome; is
willing to accept the consequences of failure.
Achieves goals Works tenaciously toward and derives satisfaction from
achieving stretch goals related to positive business results.
Stays focused Remains self-disciplined; measures progress and evaluates
results; reprioritizes as appropriate; prevents irrelevant issues or
distractions from interfering with timely completion of important tasks.
Uses measurement to monitor results Collects and reviews data on a
regular basis to determine progress, anticipate needs, and make necessary
adjustments to personnel or processes.

Off-Key Actions
Accepts others excuses or resignation Accepts others' excuses or
resignation; fails to hold others accountable for their work and address
problems properly.
Believes that meeting a deadline in and of itself is excellence
Focuses only on meeting deadlines; neglects other important elements, such
as meeting customer expectations, getting the job done right and achieving
high standards.
Fails to plan ahead or assumes the best-case scenario Fails to plan
ahead for potential problems and obstacles; is unprepared when problems
occur and quality is being affected.
Pushes responsibility off on others and blames others or outside
factors Runs away from or denies ones responsibilities by blaming others
or outside factors, preventing real problems from being addressed.
Avoids risky alternatives Consistently chooses the alternative with the
lowest risk, which can stifle innovation or promote the status quo.

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To Contents

Over Actions
Beats oneself up because of what more could have been done Dwells
on what was done wrong, sapping morale and ability to make improvements.
Imposes standards, is coercive, bulldozes obstacles Attacks problems
too strongly and forces standards on others; demand perfection in others
when it doesn't meet the organization's needs.
Wastes time and alienates others by being too perfect or rigid
Expects perfection in all situations; fails to balance cost, time and quality in
order to meet a deadline, finish a job under budget, or meet customer needs.

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EMBRACING CHANGE
Definition:
Maintaining effectiveness when experiencing major changes in work tasks or the work
environment; adjusting effectively to work within new work structures, processes,
requirements, or cultures.

Key Actions
Tries to understand changes Tries to understand changes in work tasks,
situations, and environment as well as the logic or basis for change; actively
seeks information about new work situations
Approaches change or newness positively Treats change and new
situations as opportunities for learning or growth; focuses on the beneficial
aspects of change; speaks positively about the change to others.
Adjusts behavior Quickly modifies behavior to deal effectively with
changes in the work environment; readily tries new approaches appropriate
for new or changed situations; does not persist with ineffective behaviors.
Maintains interpersonal effectiveness Adapts interpersonal style to
effectively interact with a variety of people.

Off-Key Actions
Dwells on negative feelings or consequences Dwells on negative
feelings about a change; hurts motivation and worsens coworkers' attitudes
and responses to the change.
Responds emotionally to rumors Responds emotionally or negatively to
rumors, gossip, or hearsay related to change; wastes time and effort that
could be better used to gather information necessary for adapting to the
new situation.
Undermines the change effort Undermines change efforts by refusing to
cooperate or by withholding information.

Over Actions
Adjusts too many behaviors Tries to adjust too many behaviors or
approaches when dealing with change.
Oversells the benefits of change Oversells the benefits of a change by
displaying too much of a positive attitude being too excited about the
change.
Seeks too much information on the change situation Seeks too much
information about a change situation; gets stuck in the informationgathering phase.

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ENGAGEMENT
Definition:
Demonstrating a willingness to actively commit to ones work and to invest ones time,
talent, and best efforts to accomplish organizational goals.

Key Actions
Commits to work Expresses sense of loyalty and attachment to the
organization; exhibits a sense of responsibility to ones current role in the
organization; communicates an intention to stay in the organization for an
extended period of time.
Cooperates with others Works collaboratively with others to establish
and maintain positive work relationships; acknowledges others
contributions; engages in joint problem solving and idea generation.
Retains focus Demonstrates resilience and flexibility in the face of
obstacles; effectively channels emotions to manage job challenges and
stress; handles disappointment without losing effectiveness.
Welcomes new experiences Seeks new learning opportunities; pursues
intellectual challenges; enjoys changes in ones work responsibilities, work
processes, or work environment.
Drives toward success Possesses an energetic and assertive
achievement orientation; seeks opportunities to solve work problems and
accomplish challenging work goals.
Expresses self-confidence Approaches work challenges with a can do
mind-set; considers oneself at least as capable as others; assumes that hard
work will lead to successful outcomes.

Off-Key Actions
Criticizes the job and organization continually expresses negative
comments about the organization and current role; blames others for
causing dissatisfaction.
Fails to collaborate works independently and doesn't involve others;
refuses to collaborate with certain people; resents it when others ask for
help.
Gives up too easily abandons tasks or projects too quickly in the face of
obstacles.
Causes stress by being inflexible causes stress by being too rigid in the
way things are done.
Avoids change resists changes in work responsibilities, work processes,
or work environment.

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Over Actions
Tries too hard spends too much time helping others; repeatedly offers
help to others after they have politely declined; behaves in an overly friendly
manner.
Sets unrealistic goals or overextends sets unrealistic goals without
considering strengths, developmental needs, and learning preferences.
Is overly confident or independent fails to ask for feedback or help
when working on a new task or on a difficult problem.

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GLOBAL BUSINESS ACUMEN


Definition:
Developing and incorporating an understanding of the competitive global business
environment as well as an awareness of economic, social, and political trends that
impact the organization's global strategy.

Key Actions
Integrates Seeks opportunities to better understand the organization's
global approach, including strengths and weaknesses that are likely to
impact the organization's ability to compete in a global business
environment; gathers information on relevant countries' history, economic
environment, and politics.
Maintains global awareness Keeps current on key economic, social, and
political trends throughout the world.
Understands the application of financial strategies and systems
Uses appropriate financial strategies and systems to maximize cash flow and
limit risk to the organization.
Recognizes impact Integrates understanding of the organization's global
approach with awareness of global trends to identify business opportunities
and threats.

Off-Key Actions
Ignores details assumes that its not necessary to get involved with the
details.
Ignores learning opportunities relies too heavily on the technical,
functional, or market expertise that made one successful; misses the bigger
global picture or opportunities to develop new skills.
Ignores people issues underestimates the importance of building
relationships, generating commitment, and demonstrating cultural
sensitivity while pushing for bottom-line results.
Focuses on self builds an empire at the expense of the organizations
global strategy.
Applies generic strategy assumes that a strategy that worked well
domestically will also work well globally; fails to give international partners
the leeway to modify corporate initiatives to meet their unique customer
needs.
Is over-confident is so self-assured that conflicting information is
overlooked or feedback, advice, or ideas from international partners are
dismissed.

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Over Actions
Over generalizes customer needs assumes that products and services
will have worldwide appeal just because they have done well with one
customer or in one market.
Is over-sensitive adapts business practices to local needs at the expense
of effectiveness.

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INNOVATION
Definition:
Generating innovative solutions in work situations; trying different and novel ways to
deal with work problems and opportunities.

Key Actions
Challenges boundaries and status quo Identifies assumptions in the
way problems or situations are defined or presented; sees alternative ways
to look at or define problems; is not constrained by the thoughts or
approaches of others.
Leverages competitive knowledge and diverse resources Draws upon
multiple, diverse sources (individuals, disciplines, bodies of knowledge) for
ideas and inspiration.
Thinks expansively Combines ideas in unique ways or makes connections
between disparate ideas; explores different lines of thought; views situations
from multiple perspectives; brainstorms multiple approaches/solutions.
Evaluates current and emerging solutions Examines numerous
potential solutions and evaluates each before accepting any.
Ensures market relevance Targets important areas for innovation and
develops solutions that address meaningful work issues.

Off-Key Actions
Assumes problems cant be solved Gets overwhelmed by complex
problems and gives up without trying to find a solution.
Confirms data only for a single idea Fixates on a personally favorite
idea; searches for evidence that supports only that one idea.
Considers too few perspectives or information sources Blocks
innovation by assuming a know-it-all attitude; fails to consider others
perspectives.
Disregards others thoughts or approaches Considers innovations to
areas, people, products, or processes without consulting others who have
more information; tells others how to innovate without regard for their
thoughts or approaches.
Focuses on least important problems or opportunities Spends too
much time identifying product or process improvements that yield no real
benefit to the organization or customer.

Over Actions
Researches or examines too many options for too long Gets caught
up in exploring too many innovative ideas over too long a time; misses
opportunities to capitalize on good ideas.

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Wants to change too many things Challenges too many organizational


paradigms; loses credibility and is often thought of as someone who makes
changes just for the sake of doing so.

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To Contents

MANAGING FOR PRODUCTIVITY


Definition:
Establishing courses of action for self and others to ensure that work is completed
efficiently.

Key Actions
Prioritizes Identifies more critical and less critical activities and
assignments; adjusts priorities when appropriate.
Determines tasks and resources Determines project/assignment
requirements by breaking them down into tasks and identifying types of
equipment, materials, and people needed.
Schedules Allocates appropriate amounts of time for completing own and
others' work; avoids scheduling conflicts; develops timelines and milestones.
Leverages resources Takes advantage of available resources (individuals,
processes, departments, and tools) to complete work efficiently; coordinates
with internal and external partners.
Stays focused Uses time effectively and prevents irrelevant issues or
distractions from interfering with work completion.

Off-Key Actions
Fails to coordinate/communicate with others Fails to keep people
informed and up to date, wasting others' time, money, and patience.
Inappropriately prioritizes Inappropriately prioritizes tasks and
assignments, making the job harder than it needs to be.
Over-/Under-estimates resources required Doesn't accurately calculate
the time, people, materials, equipment, and money needed to complete an
assignment.
Procrastinates Puts off unpleasant or unrewarding tasks.
Works reactively, not proactively Resolves things only when they reach
crisis proportions; avoids routine tasks until they become major hassles;
must always play catch-up with deadlines and performance goals.

Over Actions
Complicates simple tasks Organizes even simple tasks down to the last
detail, making things more complicated than they need to be;
micromanages simple assignments.
Spends more time organizing than working Focuses on lists, diagrams,
charts, schedules, timelines, files, and organizational plans, but never seems
to achieve any outcomes.
Technology becomes an end instead of the means Uses technology in
creating documents, communications, and processes when technology isn't
necessary to be effective.
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Tightly schedules all available time Completely fills schedule with


meetings and tasks; is unavailable for unexpected issues or problems.

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MOBILIZING RESOURCES
Definition:
Managing staff and resources consistent with organizational goals; proactively
negotiating and accessing resources outside one's immediate domain when necessary.

Key Actions
Prioritizes Identifies more critical and less critical activities consistent
with organizational goals.
Develops and considers alternatives Generates and encourages others
to generate options to address issues and utilize available resources;
evaluates/selects alternatives considering business priorities, available
resources, and the availability of additional resources.
Deploys resources Prioritizes and utilizes resources consistent with
organizational goals; negotiates and accesses additional resources
(including those outside of immediate domain of control) when necessary for
critical tasks.

Off-Key Actions
Fails to coordinate schedule and activities with others Fails to
coordinate schedule and activities with other work units, causing schedule
conflicts, redundant efforts, and lack of buy-in from stakeholders.
Fails to take advantage of available resources Relies too heavily on the
same resources or fails to use resources by doing too much oneself
Over-commits Attempts to do too much, causing missed deadlines,
broken commitments, damaged relationships, and wasted time.
Sets inappropriate priorities Gets off target and pursues activities that
aren't consistent with organizational goals.

Over Actions
Develops elaborate plans for simple assignments Creates plans that
are overly complicated, even for simple assignments; confuses people with
too much detail, leaving them unable to follow the plan.
Emphasizes plans and efficiency at the expense of relationships Gets
so immersed in prioritizing, planning, scheduling, leveraging resources, and
staying focused that relationships with others are damaged.
Resists the need to change priorities, plans, or schedules Fails to
adapt when priorities, plans, or schedules change; misses opportunities,
loses spontaneity and creativity, and neglects urgent matters.

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RAISING THE BAR


Definition:
Continuously raising expectations of team performance; motivating and supporting team
efforts to achieve goals while upholding organizational values and standards; tracking
progress toward goals.

Key Actions
Sets standards for organizational excellence Establishes criteria
and/or work procedures to achieve a high level of quality, productivity, or
service.
Sets stretch objectives goals Creates a performance culture in the team
to continuously improve and develop; establishes challenging goals for self
and others that are designed to achieve positive business results.
Drives the urgency and focus of the organization Reinforces the
importance of discipline; measures progress and evaluates results;
reprioritizes as appropriate; prevents irrelevant issues or distractions from
interfering with timely completion of important tasks.
Takes accountability Accepts responsibility for outcomes (positive or
negative) of one's work; admits mistakes and refocuses efforts when
appropriate.
Encourages others to take responsibility Provides encouragement and
support to others in accepting responsibility; does not accept others' denial
of responsibility without questioning.

Off-Key Actions
Accepts others excuses or resignation Accepts others' excuses or
resignation; fails to hold others accountable for their work and address
problems properly.
Believes that meeting a deadline in and of itself is excellence
Focuses only on meeting deadlines; neglects other important elements, such
as meeting customer expectations, getting the job done right and achieving
high standards.
Fails to plan ahead or assumes the best-case scenario Fails to plan
ahead for potential problems and obstacles; is unprepared when problems
occur and quality is being affected.
Pushes responsibility off on others and blames others or outside
factors Runs away from or denies responsibilities by blaming others or
outside factors, preventing real problems from being addressed.
Avoids risky alternatives Consistently chooses the alternative with the
lowest risk, which can stifle innovation or promote the status quo.

42

Over Actions
Beats oneself up because of what more could have been done Dwells
on what was done wrong, sapping morale and ability to make improvements.
Imposes standards, is coercive, bulldozes obstacles Attacks problems
too strongly and forces standards on others; demand perfection in others
when it doesn't meet the organization's needs.
Wastes time and alienates others by being too perfect or rigid
Expects perfection in all situations; fails to balance cost, time and quality in
order to meet a deadline, finish a job under budget, or meet customer needs.

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SETTING STRATEGY AND DIRECTION


Definition:
Establishing and committing to a long-range course of action to accomplish a long-range
goal or vision after analyzing factual information and assumptions; taking into
consideration resources, constraints, and organizational values.

Key Actions
Gathers information on broad business approaches
Identifies/Recognizes the need for additional information and obtains it by
clearly describing what needs to be known and the means to obtain it; asks
relevant and specific questions to verify facts and obtain additional
information.
Organizes dynamic information Organizes qualitative information and
data to identify/explain trends, problems, and their causes; compares,
contrasts, and combines information to identify underlying issues; sees
associations between seemingly independent problems or events to
recognize trends, problems, and possible cause-effect relationships.
Performs complex analysis Organizes and manipulates quantitative data
to identify/explain trends and problems and their causes.
Evaluates/Selects strategies Generates options to achieve a long-range
goal or vision; develops decision criteria considering relevant factors (e.g.,
cost, benefits, risks, timing, buy-in, and organizational goals and values) and
the decision's impact on employees, the organization, and customers;
considers the opportunities and risks associated with various options;
selects the course of action with the highest probability of success.
Develops timelines Analyzes short- and long-term strategic goals and
determines long-range objectives; develops broad, initial timelines based on
these strategic goals.

Off-Key Actions
Considers strategy options that do not fit the data Considers strategy
options that do not fit the data; either doesn't understand the data or
ignores it and bases decisions on wishful thinking.
Fails to create clear implementation plans Has many good ideas and
can formulate a cohesive, long-term strategy, but fails to create
implementation plans with clear expectations and accountabilities.
Fails to focus team on strategy Fails to focus the team on activities that
advance the strategy and to direct them away from non-strategic tasks.
Fails to organize data Collects relevant and accurate data but fails to
organize and summarize the information.
Gathers insufficient data When collecting data required for
understanding strategic issues, fails to gather sufficient data or to fill in
gaps in the information.
44

Makes decisions that do not support strategy Is easily distracted off


strategic course, making decisions without considering whether or not they
support the strategy.
To Contents Selects strategies that lack innovation In considering and making
decisions about strategy options, selects strategies that continue the policies
of the past, rather than innovative strategies.

Over Actions
Adjusts strategy execution plan too frequently Adjusts strategy
execution plan more often than is necessary or even practical; causing
frustration and chaos.
Changes strategies too often Continuously revises existing strategies or
selects new ones.
Considers or selects unattainable strategies Either selects more
strategies than the organization can handle, or considers and selects
strategies that are too ambitious for the organization to achieve.
Creates excessively detailed implementation plans Strategy execution
plans are too detailed to be effective.
Wastes time gathering too much data Spends too much time trying to
obtain "complete" data, which is often impractical.

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SELLING THE VISION


Definition:
Passionately selling an organizational strategy; creating a clear view of the future state
by helping others understand and feel how things will be different when the future vision
is achieved.

Key Actions
Paints the picture Vividly describes organizational strategy in a way that
helps others see and feel the vision.
Influences movement Influences others through sound rationale and
persuasiveness in a way that encourages movement toward the vision.
Compels action Conveys the opportunities of the vision in a way that
energizes team members and business partners to actions.
Leads through vision Uses the vision as a reference point in conducting
own day-to-day activities; translates the vision for employees by describing
how what they do on a day-to-day basis impacts customers.

Off-Key Actions
Assumes understanding and commitment Assumes that everyone
understands the importance and significance of the vision and values and
that people will commit to them simply because they understand them.
Doesnt walk the talk Promotes the vision and values to employees, but
doesn't behave personally in a manner that is consistent with the vision and
values.
Fails to translate the values into behavior Fails to set clear behavioral
expectations that are aligned with the values by translating them into
observable, measurable actions and standards.
Ignores behavior inconsistent with the values Ignores individual
behaviors that are inconsistent with the vision and values; fails to point out
inconsistencies and take action to correct them in order to communicate
that the vision and values are to be taken seriously.
Ignores values when setting priorities Sends mixed messages by
endorsing the vision and values but ignoring them when allocating time,
money, and resources.
Relies on slogans and symbols Forgets that the slogans and symbols are
just reminders of the action individuals can take to achieve the vision and
values.
Resists feedback about own inconsistent behavior Gets defensive
when others point out that ones own behaviors are inconsistent with the
vision and values.

46

Treats living the vision and values as routine Doesn't reward


individuals who take action consistent with the vision and
values.

47

Over Actions
Makes living the vision and values seem easy In an attempt to inspire
other to live the vision and values, mistakenly downplays how difficult a task
it is.
Over-communicates the vision and values Over-communicates the
vision and values by discussing them in every conversation with individuals
or by communicating them using every possible medium.
Publicly confronts people about inconsistent behavior Addresses the
inconsistent behavior of individuals in public forums, causing
embarrassment.

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TEAMWORK/COLLABORATION
Definition:
Developing and using collaborative relationships to facilitate the accomplishment of work
goals.

Key Actions
Seeks opportunities to collaborate Tries to build effective working
relationships with other people.
Clarifies the current situation Probes for and provides information to
clarify situations.
Demonstrates inclusive behavior Establishes relationships with and
learns more about people of other cultures and backgrounds; continually
examines own biases and behaviors to avoid stereotypical responses.
Champions diversity Advocates the value of diversity to others; takes actions
to increase diversity in the workplace (e.g., by recruiting and developing people
from varied backgrounds and cultures); confronts racist, sexist, or inappropriate
behavior by others; challenges exclusionary organizational practices.

Develops others and own ideas Seeks and expands on original ideas,
enhances others' ideas, and contributes own ideas about the issues at hand.
Subordinates personal goals Places higher priority on team or
organization goals than on own goals.
Facilitates agreement using good interpersonal skills Gets partners'
agreement to support ideas or take partnership-orientated action; uses
sound rationale to explain value of actions. In words and actions, makes
people feel valued, appreciated, and included (enhances self-esteem,
empathizes, involves, discloses, supports).

Off-Key Actions
Acts in self-interest only Focuses on how the relationship will help
oneself without considering or being concerned about how the other person
can benefit.
Damages trust Engages in activities that damage trust, such as breaking
confidences, being dishonest, giving misleading information, or asking
others for input and not using it.
Doesnt believe in give-and-take Overlooks useful opportunities for
win/win situations by not understanding how give-and-take is used in work
relationships or feeling that it is inappropriate or manipulative.
Gathers friends instead of strategic partners Gathers a lot of
friends, rather than identifying individuals who can help him/her the most.
Isolates self from others Keeps to oneself, which is counter-productive
in today's collaborative workplace limiting success on the job and
appearing unfriendly.
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Over Actions
Always demands reciprocity Expects an equal amount of help from those
helped in the past, which is not appropriate or realistic; hesitates to help
someone until determining what will be given in return.
Assumes agreement of commitment from others Once a good
relationship is established, assumes that the other will be supportive in any
situation; takes others for granted.
Goes overboard Interacts too frequently with others; is overly friendly,
which can appear manipulative and insincere.
Shares too much information In an effort to appear helpful or
encourage trust, discloses too much or inappropriate information.

50