Scripps Core Competencies

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Scripps Core Competencies"

Transcription

1 Scripps Core Competencies April 2012

2 Broad Discernment Definition: Applies knowledge and experience to make informed and timely decisions in the best interest of our owners, customers and employees. Balances short- and long-term needs of the company while maintaining a long-term, realistic and big picture view; identifies the business impacts of today s decisions on our owners, customers and employees Guides the company through transition and change; inspires others to commit to the change Recognizes what creates economic value and takes action to drive business success Demonstrates an understanding of when to make decisions independently and when to involve others Delegates decision making responsibilities to the appropriate level and holds decision makers accountable for results Provides direction to others when they are faced with making tactical decisions in uncertain circumstances Considers a broad range of issues and factors despite ambiguity when making decisions Makes difficult decisions with confidence; seeks further detail and analysis when appropriate Identifies and plans for risks that could accompany various solutions Influences others to reach informed decisions that consider the impact to other departments or areas Makes sound decisions based on policies, practices and procedures Makes thoughtful decisions when faced with recurring and new situations Demonstrates and focuses on making a positive impact with an understanding that work and personal actions positively or negatively impact others

3 Communication Definition: Builds and maintains open and transparent environments to better serve our owners, customers and employees. Promotes an environment that embraces transparent communication; inspires others by personalizing strategic messages based on the audience Promotes an environment of collaboration across the organization Leverages internal and external communication networks to achieve goals Facilitates communication across the organization, building bridges between parties with differing points of view Treats people with respect independent of status or differing opinions Captures others attention through engaging content and delivery Maintains calm and poise in fast paced and challenging situations Communicates clearly and concisely in speech and writing Tailors communication style according to the audience and/or message Demonstrates understanding of and sensitivity to unspoken meaning and nonverbal cues Communicates by listening attentively and conveying information in a clear and persuasive manner Shares information with others in the interest of the team and department; as applicable, clearly explains technical concepts in a way that s easy for others, including non-technical audiences, to understand Listens actively and confirms understanding rather than responding immediately Keeps managers and colleagues informed of progress of work and potential issues

4 Creativity Definition: Delivers results through innovative ideas and application of new information. Fosters an environment that promotes entrepreneurship and prudent risk-taking Inspires the organization to lead and act upon the ideas that advance the mission Operates in a manner that is courageous and ego-less when searching for the best ideas Encourages team members to challenge established processes and practices to find new and/or better ways to do things Translates ideas into value for the company; commits resources to pursue new, alternative solutions Inspires team members to learn new skills and share insights with others Presents new ideas that are fully thought through along with potential risks and mitigating strategies Explores creative ways to approach work by using insights from inside and outside the organization Navigates comfortably in an environment where outcomes are dependent upon factors that are unseen and intangible Asks questions and constructively challenges existing processes and assumptions Demonstrates willingness to try new things; embraces change and new challenges Seeks, accepts and builds on constructive criticism to improve ideas/suggestions

5 Execution and Impact Definition: Motivates self and others to deliver consistently strong performance. Assigns clear authority and accountability; sets an appropriate pace for accomplishing objectives Generates commitment and enthusiasm from others to achieve difficult objectives Tackles problems directly and removes obstacles; demonstrates resilience and perseverance Keeps the focus on accomplishing desired results while following established processes Holds team members accountable for meeting objectives despite challenges Adapts working style to maximize team contributions Stays focused on highest priority tasks without being distracted by less critical issues Inspires others by example and with a thirst for excellence; finds ways to accomplish work without contributing to or getting caught up in bureaucracy Optimizes use of resources (e.g., time, budget, partnerships/relationships) to achieve maximum impact Delivers consistently strong performance that colleagues can rely upon; checks own work carefully to minimize risk of errors Ensures manager and others are advised of problems in sufficient time for action to be taken Recognizes when to escalate a problem to the next level and when to handle it individually

6 Mission Focused Definition: Represents the Scripps mission and core values in all aspects of work. Nurtures a commitment to a common vision and core values; establishes a clear, long-term plan that is a direct reflection of our mission Serves as a role model by placing a high value on ethics, integrity and respect for others Puts the values of the organization ahead of personal goals/agendas; maintains a consistent focus on serving the greater good of our community Demonstrates passion, courage and enthusiasm for our mission Aligns the objectives of the department with our mission by enabling team members to be successful contributors Navigates unclear and challenging situations by maintaining focus on our mission and values Contributes to decision making by ensuring that our mission and values are considered Demonstrates Scripps commitment to our community through our day-to-day activities and service to our colleagues Defends our mission by acting with courage and integrity when faced with immediate pressures Demonstrates our core values in day-to-day activities Shares understanding of and appreciation for mission and core values with others, especially new team members Recognizes when situations or decisions are in conflict with our core values and escalates appropriately

7 Stewardship Definition: Fosters the business, financial and people resources of Scripps to ensure viability and strength of our mission. Champions and protects Scripps as a trusted media source that values reporting what the people need to know Creates a culture that fosters personal investment and excellence; demonstrates personal commitment and action to leading Scripps talent by using effective performance feedback, development and succession planning practices Anticipates critical skills required for organizational success; uses an appropriate mix of internal and external talent to fill key organizational roles Delegates effectively to achieve goals and to develop others through challenging opportunities; leverages talent across the organization Develops teams with diverse capabilities to bring big picture thinking to business, financial and talent decisions Prepares for personal succession by evaluating and creating targeted development plans for team members Demonstrates compassion for his/her team by taking a personal interest in the well being of each team member Sets a clear direction that others will follow to achieve results; provides resources and information so others can do their jobs well Demonstrates courage by providing honest performance feedback; addresses underperformance in a timely and direct manner Demonstrates awareness of personal strengths and weaknesses; taps into colleagues that bring new and different perspectives than one s self Demonstrates a sense of ownership and responsibility for Scripps by consistently supporting the professional development of one s self and others; solicits and applies feedback in order to improve personal performance Seeks out opportunities to provide insights, support and peer coaching to others in order to raise the overall performance level of the team Demonstrates respect and ownership of company resources, particularly those things used on a day-to-day basis Uses mistakes and or others experiences as learning opportunities and incorporates ideas for stronger personal performance Seeks out opportunities to assist and partner with team members to accomplish team goals

MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES

MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection

More information

UC Core Competency Model

UC Core Competency Model UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication

More information

ICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017

ICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017 Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following

More information

CGMA Competency Framework

CGMA Competency Framework CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes

More information

Core Competencies and Behavioral Indicators

Core Competencies and Behavioral Indicators COMMUNICATION Shares and receives information using clear oral, written and interpersonal communication skills.. Demonstrates effective written and oral communication skills.. Actively listens, provides

More information

NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES

NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to

More information

Internal Management Consulting Competency Model Taxonomy

Internal Management Consulting Competency Model Taxonomy AIMC National Conference April 10-13, 2005 Internal Management Consulting Competency Model Taxonomy Adapted from the ASTD Competency Study: Mapping the Future New Workplace Learning and Performance Competencies.

More information

Performance Leader Navigator Individual Feedback Report For: Chris Anderson

Performance Leader Navigator Individual Feedback Report For: Chris Anderson For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4

More information

Prepared for: Joe Sample 2/2/15

Prepared for: Joe Sample 2/2/15 Leadership Potential Inventory Report Prepared for: Joe Sample 2/2/ Introduction Your Leadership Potential Inventory Report collects feedback about your behavior and performance from you and your supervisor.

More information

Level 1 Frontline Staff

Level 1 Frontline Staff Level 1 Frontline Staff Clearly understands own job requirements and how they link to the roles of others Discusses and agrees on individual objectives in line with team goals Consistently behaves fairly

More information

Team Toyota Competencies and Behaviors by Job Level

Team Toyota Competencies and Behaviors by Job Level Team Toyota Competencies and Behaviors by Job Level The Team Toyota Competencies are rooted in the Toyota Way and enable our cultural priorities. The behaviors listed at each competency level provide insights

More information

PERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators

PERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators PERFORMANCE MANAGEMENT PROCESS For Full-Time Faculty, Staff, and Administrators GOALS & GUIDING PRINCIPLES Philosophy and Purpose of Performance Management Goal of Performance Management at San Jacinto

More information

Wales Millennium Centre Behavioral Competencies Framework 1

Wales Millennium Centre Behavioral Competencies Framework 1 Wales Millennium Centre Behavioural Competencies Framework Be Reflective Ensuring we understand who our customers are Taking time to listen to customers Proactively engaging with customers to find out

More information

Executive Director Profile

Executive Director Profile Executive Director Profile February 2016 Role Summary: Reporting to the Assistant Deputy Minister 1, the primary areas of focus for the Executive Director are: Provide advice and support to the Assistant

More information

WHITEPAPER. Sirota Dynamic Alignment Model Competency Alignment

WHITEPAPER. Sirota Dynamic Alignment Model Competency Alignment WHITEPAPER Sirota Dynamic Alignment Model Competency Alignment Introduction Although competency models invariably differ across organizations, similarities often exist. Hogan developed the Model to capture

More information

Global Competency Model

Global Competency Model Global Competency Model Contents 3 Introduction 4 Competencies reflect the We create chemistry strategy 5 The global competency model comprises eight competencies 6 Drive Innovation 7 Collaborate for Achievement

More information

The Emotional Competence Framework

The Emotional Competence Framework The Emotional Competence Self-Awareness Personal Competence Emotional awareness: Recognising one s emotions and their effects. Know which emotions they are feeling and why Realise the links between their

More information

COURSE CATALOG. vadoinc.net

COURSE CATALOG. vadoinc.net COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as

More information

The below rating scale is used to determine UW-Stevens Point competency proficiency.

The below rating scale is used to determine UW-Stevens Point competency proficiency. Performance Review Guide Competencies are comprised of defined knowledge, skills, and behaviors needed to be effective in one s role, department, and institution. A competency model provides a guide for

More information

COMPETENCY PROFILE FOR THE PROFESSIONALS AND TECHNICAL SPECIALISTS GROUP

COMPETENCY PROFILE FOR THE PROFESSIONALS AND TECHNICAL SPECIALISTS GROUP COMPETENCY PROFILE FOR THE PROFESSIONALS AND TECHNICAL SPECIALISTS GROUP Introduction What is a competency profile? Competencies are specific behavioural manifestations of knowledge, skills and qualities

More information

ADMINISTRATION PERFORMANCE RATING GUIDE

ADMINISTRATION PERFORMANCE RATING GUIDE Analytical Skills: Uses a variety of techniques to analyze Proactive in gathering a large scope of data and identifying impact Identifies issues at the Division or University level with a Consistently

More information

Competency Dictionary

Competency Dictionary HARVARD UNIVERSITY Competency Dictionary ver. FY14 Welcome to the Harvard University Competency Dictionary. Here you will find a list of competencies that Harvard values in their employees. Please click

More information

Sales competencies. Sales questionnaire content

Sales competencies. Sales questionnaire content Sales competencies Mandatory competencies Commercial and financial awareness Communication Customer focus Delivering results Influencing Integrity and Ethical management Resilience Selling Skills Time

More information

PERSONAL COMMUNICATION STYLES INVENTORY

PERSONAL COMMUNICATION STYLES INVENTORY PERSONAL COMMUNICATION STYLES INVENTORY Directing Style Personal Style Summary Strengths *Fast paced, quick thinker *Focused on action to achieve results *Does what is necessary to succeed *Fast decision

More information

Hafan Cymru Job Description

Hafan Cymru Job Description Job title Grade / Salary Scale Location Contract hours Working Pattern Responsible to Responsible for (staff / finance / Service Users /Customers Job Purpose Competency and Level required Project Manager

More information

Highways England People Strategy

Highways England People Strategy Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all

More information

Assessment of: Mr. Sample. 13/545 St Kilda Rd, Melbourne, Vic 3004 Tel: Fax:

Assessment of: Mr. Sample. 13/545 St Kilda Rd, Melbourne, Vic 3004 Tel: Fax: Assessment of: Mr. Sample 13/545 St Kilda Rd, Melbourne, Vic 3004 Tel: 03 95105158 Fax: 03 95298850 www.caliper.com.au Page 1 SCHOOL OF INSPIRED LEADERSHIP Assessment of: Mr. Sample This report has been

More information

H U M A N R E S O U R C E S M A N A G E R

H U M A N R E S O U R C E S M A N A G E R DESCRIPTION OF WORK: H U M A N R E S O U R C E S M A N A G E R Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human

More information

The Disney Approach to Leadership Excellence

The Disney Approach to Leadership Excellence presents The Disney Approach to Leadership Excellence Preprogram Materials Disney Congratulations! You will soon be an alumnus of Disney Institute Programs. Disney Institute Post Office Box 10093 Lake

More information

Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London

Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London About Wolters Kluwer Financial Services Wolters Kluwer

More information

ebook Series 10 Ways Coaching Can Help Your Leaders and Organization nextsteppartners.com Next Step Partners. All rights reserved.

ebook Series 10 Ways Coaching Can Help Your Leaders and Organization nextsteppartners.com Next Step Partners. All rights reserved. 10 Ways Coaching Can Help Your Leaders and Organization ebook Series Page 1 . Table of Contents Introduction 1. Help leaders focus on the highest impact work 2. Help leaders deliver on ambitious and high

More information

HRIS TECHNICAL ARCHITECT ST VINCENT S HEALTH AUSTRALIA POSITION DESCRIPTION

HRIS TECHNICAL ARCHITECT ST VINCENT S HEALTH AUSTRALIA POSITION DESCRIPTION HRIS TECHNICAL ARCHITECT ST VINCENT S HEALTH AUSTRALIA POSITION DESCRIPTION POSITION TITLE: REPORTS TO: HRIS Technical Architect HRIS Project Director KEY RELATIONSHIPS (INTERNAL): KEY RELATIONSHIPS (EXTERNAL):

More information

Achieving Results Through Genuine Leadership

Achieving Results Through Genuine Leadership Achieving Results Through Genuine Leadership T R A I N I N G Facing tough issues and aggressive goals, top organizations win by preparing genuine leaders who live out the mission and values of the organization.

More information

Non- Executive Director:

Non- Executive Director: Non- Executive Director: role descriptions Non-Executive Finance & Risk Director: role description The London Football Association (LFA) is on a mission to help more people play football in London. We

More information

ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR

ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR ABOUT THE ORGANIZATION: Rocky Mountain Performance Excellence (RMPEx) is a Colorado nonprofit corporation

More information

President and Chief Executive Officer Seattle, Washington

President and Chief Executive Officer Seattle, Washington President and Chief Executive Officer Seattle, Washington EXECUTIVE SUMMARY Group Health Foundation, a new, groundbreaking 501(c)(4) philanthropic organization committed to shaping and advancing the work

More information

Bendigo Health Organisational Development. Staff Capability Statement

Bendigo Health Organisational Development. Staff Capability Statement Bendigo Health Organisational Development Staff Capability Statement 2017 Contents 1. Introduction... 2 2. Purpose... 2 3. Using the Statement... 3 3.1 Using the Statement to support development... 3 3.2

More information

CAMPUS ADVANTAGE INC. Job Description. JOB TITLE: Corporate Intern

CAMPUS ADVANTAGE INC. Job Description. JOB TITLE: Corporate Intern CAMPUS ADVANTAGE INC. Job Description JOB TITLE: Corporate Intern Reports To: Director of Employee Engagement & Training Prepared by: ADP TotalSource January 30, 2016 SUMMARY This position is primarily

More information

Ethics & Compliance Professional Competency Model

Ethics & Compliance Professional Competency Model Ethics & Compliance Professional Competency Model Update and Outlook Eva Gardyan-Eisenlohr, Andy Gascard, Katalin Pungor, Tamara Tubin, Sue Egan Relevant and preferred competencies of a compliance professional

More information

OPPORTUNITY PROFILE Area Vice President (Canada)

OPPORTUNITY PROFILE Area Vice President (Canada) www.eriks.ca OPPORTUNITY PROFILE Area Vice President (Canada) ABOUT ERIKS Founded in 1940, ERIKS is a leading international industrial service provider offering a wide range of innovative, high-quality

More information

A. OVERVIEW OF THE COMPETENCIES BY CLUSTER

A. OVERVIEW OF THE COMPETENCIES BY CLUSTER A. OVERVIEW OF THE COMPETENCIES BY CLUSTER Marketing Representative Competency Model I. Communication and Influence II. Task Management III. Self Management 1. Interpersonal Awareness: The ability to notice,

More information

Non- Executive Director:

Non- Executive Director: Non- Executive Director: role descriptions Non-Executive Independent Directors: role description The London Football Association (LFA) is on a mission to help more people play football in London. We are

More information

NSW INSTITUTE OF SPORT ROLE DESCRIPTION

NSW INSTITUTE OF SPORT ROLE DESCRIPTION NSW INSTITUTE OF SPORT ROLE DESCRIPTION Role title: Senior Coordinator Sport Reports to: Manager High Performance Sport and Excellence Area: Sport and Excellence Organisation: NSW Institute of Sport Location:

More information

LEADERSHIP POTENTIAL INDICATOR

LEADERSHIP POTENTIAL INDICATOR LEADERSHIP POTENTIAL INDICATOR Personal Report John Smith 2017 MySkillsProfile. All rights reserved. Introduction The (LPI) measures aspects of your leadership style by asking you questions about your

More information

Most Likely to Lead: Predicting, Developing and Measuring Leadership Effectiveness in the Human Age

Most Likely to Lead: Predicting, Developing and Measuring Leadership Effectiveness in the Human Age Alignment. Positivity. Engagement. Most Likely to Lead: Predicting, Developing and Measuring Leadership Effectiveness in the Human Age Presented by: Dr. Lisa Gunther VP- Talent Management Florida/Caribbean

More information

Role Description Financial Accounting Manager

Role Description Financial Accounting Manager Role Description Financial Accounting Manager Cluster Agency Division/Branch/Unit Location Department of Planning & Environment Office of Environment and Heritage Taronga Conservation Society Australia

More information

Demonstrates understanding of the key factors within HE impacting upon their own and interfacing areas* and/or specialisms+

Demonstrates understanding of the key factors within HE impacting upon their own and interfacing areas* and/or specialisms+ Strategic Thinking & Perspective Is able to think strategically, envisioning the future of their area* and/or in and beyond the context of College/Division strategy and the strategy Demonstrates understanding

More information

6 KEY HABITS TO SUCCESS

6 KEY HABITS TO SUCCESS 6 KEY HABITS TO SUCCESS TABLE OF CONTENTS Introduction Honor Commitments & Workbook Add Value & Workbook Be Adaptable & Workbook Innovate & Workbook Think Relationships & Workbook Show Transparency & Workbook

More information

Position Description: Mentor, I CAN Network

Position Description: Mentor, I CAN Network Position Description: Mentor, I CAN Network Purpose of the Mentor role The Mentor will build the confidence and enable young people on the Autism Spectrum through empowering mentoring relationships. The

More information

Learning Center Key Message Guide. 3M Company

Learning Center Key Message Guide. 3M Company Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC

More information

Strength-Based Mentoring: Nurturing the social capacity of children and youth to thrive

Strength-Based Mentoring: Nurturing the social capacity of children and youth to thrive Strength-Based Mentoring: Nurturing the social capacity of children and youth to thrive Introduction What enables some children and youth to do well in life, to successfully navigate life s challenges

More information

These are, quite simply, the blueprint for why we are successful at ICE. These competencies tell you what I looked for in

These are, quite simply, the blueprint for why we are successful at ICE. These competencies tell you what I looked for in FROM THE CEO When I founded ICE in 2000, there were nine of us working around the clock and practically living together. We laughed together, struggled together, learned together and ultimately succeeded

More information

Building a Culture for Success

Building a Culture for Success Building a Culture for Success A guide for staff at the University of Nottingham on our expectations and behaviours for success If you have any questions, please contact the HR Department: t: +44 (0)115

More information

Section 1: Background and Objective of this Policy. Section 2: Primary Aim for Mizuho s HR Management

Section 1: Background and Objective of this Policy. Section 2: Primary Aim for Mizuho s HR Management Section 1: Background and Objective of this Policy Article 1 - Background and objective of this Policy 1) This Policy stipulates guiding principles for Mizuho s HR management under the HR Vision (refer

More information

LE MOYNE COLLEGE PERFORMANCE ASSESSMENT PROCESS

LE MOYNE COLLEGE PERFORMANCE ASSESSMENT PROCESS LE MOYNE COLLEGE PERFORMANCE ASSESSMENT PROCESS The Le Moyne College Performance Assessment Process is intended to support a culture of work and achievement based on the core values of Cura Personalis

More information

PARTICIPANT REPORT. Legacy Leadership Competency Inventory. HRDQ Sample Report. Legacy Leadership Competency Inventory, Self-Rated Version

PARTICIPANT REPORT. Legacy Leadership Competency Inventory. HRDQ Sample Report. Legacy Leadership Competency Inventory, Self-Rated Version HRDQ Sample Report Legacy Leadership Competency Inventory, Self-Rated Version December 2010 PARTICIPANT REPORT Legacy Leadership Competency Inventory Sample Report, 12/7/2010 Table of Contents Introduction

More information

Values-based Competencies

Values-based Competencies Values-based Competencies Introduction The connection between people, place and purpose has created a vibrant working and learning community at Royal Roads University. We are committed to appreciating

More information

Expert Report Chris Park

Expert Report Chris Park Expert Report Chris Park Performance 0 Report for Chris Park Comparison Group: Professionals & Managers (20) Generated on: -Jan-20 Page 2 20 Willis Towers Watson. All rights reserved. Contents Introduction

More information

When it comes to competing for the CFO position, controllers. Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative

When it comes to competing for the CFO position, controllers. Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative KORN/FERRY INTERNATIONAL Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative By Charles B. Eldridge and Kenneth R. Brousseau, Ph.D. As organizations of all sizes struggle to

More information

Interim Head of Internal Communications (Fixed Term)

Interim Head of Internal Communications (Fixed Term) About The Job. Department of Corporate Affairs Professional Services Interim Head of Internal Communications (Fixed Term) Pursue the extraordinary Overview About the Department Corporate Affairs is a key

More information

The Personal Star: Qualities in Action. For internal use only. Not for use with customers.

The Personal Star: Qualities in Action. For internal use only. Not for use with customers. The Personal Star: Qualities in Action» For internal use only. Not for use with customers. 2 3» Use this guide to help you, or the people you manage, to recognise and develop the behaviours that lead to

More information

Management Skills and Styles Assessment Summary Statistics

Management Skills and Styles Assessment Summary Statistics Summary Statistics Number of Subjects: 821 Copyright 2012 PsychTests AIM, Inc Table of Contents Descriptives Overall Cronbach s Alpha, Means, Standard Deviations...3 Descriptives Graphs...9 Percentile

More information

Management of the business outcomes of the Design Centre to aligned to the Australia business plan.

Management of the business outcomes of the Design Centre to aligned to the Australia business plan. Position: General Manager Design Centre Australia Career progression level: 8/9 (TBC) Location Reports to: Australia Managing Director Geography Purpose Development of Geography Design Centre Business

More information

Credit Union Leaders of Tomorrow. Portfolio of Leadership Competencies

Credit Union Leaders of Tomorrow. Portfolio of Leadership Competencies Credit Union Leaders of Tomorrow Portfolio of Leadership Competencies This Competency Portfolio was prepared by Korn Ferry Hay Group for use by the credit unions of British Columbia. This document may

More information

Talent Review and Development Process: A Step-by-Step Guide

Talent Review and Development Process: A Step-by-Step Guide Talent Review and Development Process: A Step-by-Step Guide Context and introduction Developing leadership in the home office is one of the most important and valuable things you do as an organization.

More information

Job title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role:

Job title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role: Job title: Diversity & Inclusion Manager Grade: PO 5 Role code: EBC0470 Status: Police Staff Main purpose of the role: Develop, co-ordinate and implement the Forces Diversity & Inclusion Strategy, ensuring

More information

» Kienbaum 360 Degree Feedback

» Kienbaum 360 Degree Feedback » Kienbaum 360 Degree Feedback Develop leaders. Improve leadership quality. What we offer 2» The Challenge 3 Self-reflected, authentic, confident Why leadership quality is so important good leaders make

More information

POLYNESIA MICRONESIA CLUSTER COUNTRY DIRECTOR JOB DESCRIPTION

POLYNESIA MICRONESIA CLUSTER COUNTRY DIRECTOR JOB DESCRIPTION POLYNESIA MICRONESIA CLUSTER COUNTRY DIRECTOR JOB DESCRIPTION Oxfam 2020 Polynesia/Micronesia Cluster Country Director Job Description COUNTRY DIRECTOR JOB DESCRIPTION Reporting to Location Staff reporting

More information

Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks

Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks Building and Leading Teams Work/Life Balance Career Development Problem Solving and Decision Making Setting and Priorities Leader as Motivator WORK/LIFE BALANCE BUILDING EFFECTIVE TEAMS SELFKNOWLEDGE Upward

More information

Assessment of Your Knowledge of Principles in Organizational Consulting

Assessment of Your Knowledge of Principles in Organizational Consulting Assessment of Your Knowledge of Principles in Organizational Consulting Description A consultant is anyone in a role to help a person, process, team or organization to change, but who has no direct authority

More information

COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO GOVERNANCE PROCESS MANUAL

COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO GOVERNANCE PROCESS MANUAL COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO GOVERNANCE PROCESS MANUAL December 2016 Table of Contents Governance Roles and Responsibilities Table of Contents OVERVIEW OF GOVERNANCE... 3 GOVERNANCE ROLES

More information

How to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives

How to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the

More information

This is all echoed in our Māori identity Hikina Whakatutuki which broadly means lifting to make successful.

This is all echoed in our Māori identity Hikina Whakatutuki which broadly means lifting to make successful. POSITION DESCRIPTION Position details Position Title Team/Branch/Group Location Senior Policy Advisor By Placement Wellington Date June 2015 Our purpose grow New Zealand for all Our purpose is to grow

More information

Strategic Communications

Strategic Communications Strategic Communications Manager Job description Job title Location Group Business unit / Team Grade and salary range Reports to Strategic Communications Manager Wellington Organisation Direction Strategic

More information

CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action

CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action CELONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 200 Principles of action Principles of action LONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 2003. ..BARCELONA APRIL 2003...BARCELONA

More information

HIGH PERFORMANCE TEAMS

HIGH PERFORMANCE TEAMS HIGH PERFORMANCE TEAMS Tri-State Consortium of Opportunity Programs in Higher Education Leadership institute April 11-15, 2015 Glenn B. Lang, EdD doctorg96@gmail.com None of us is smart as all of us Ken

More information

Fitch Ratings, Inc Annual Form F1. Item 11. Certain information regarding Fitch s credit analysts and credit analyst supervisors.

Fitch Ratings, Inc Annual Form F1. Item 11. Certain information regarding Fitch s credit analysts and credit analyst supervisors. Fitch Ratings, Inc. 2017 Annual Form 25-101F1 Item 11. Certain information regarding Fitch s credit analysts and credit analyst supervisors. The total number of credit analysts (including supervisors):

More information

ACHSM MASTER HEALTH SERVICE MANAGEMENT COMPETENCY FRAMEWORK Draft Version 1.7

ACHSM MASTER HEALTH SERVICE MANAGEMENT COMPETENCY FRAMEWORK Draft Version 1.7 ACHSM MASTER HEALTH SERVICE MANAGEMENT COMPETENCY FRAMEWORK Draft Version 1.7 Introduction This version of the draft ACHSM Master Health Service Management Competency Framework has been developed by an

More information

The 10 Core Values of Zappos

The 10 Core Values of Zappos The 10 Core Values of Zappos Core values are what support the vision, shape the culture and reflect what the company values. They are the essence of the company s identity the principles, beliefs or philosophy

More information

Nelson Mandela s Influence Using Organizational Behaviour Techniques

Nelson Mandela s Influence Using Organizational Behaviour Techniques Nelson Mandela s Influence Using Organizational Behaviour Techniques Leadership and Motivation Megan Latzkowski A leader is like a shepherd. He stays behind the flock, letting them go out ahead, not realizing

More information

Prepared for. Pat Sample. 15 March In addition to your self ratings, this report includes your ratings from: Boss Peers Direct Reports Others

Prepared for. Pat Sample. 15 March In addition to your self ratings, this report includes your ratings from: Boss Peers Direct Reports Others Prepared for Pat Sample 15 March 2017 In addition to your self ratings, this report includes your ratings from: 1 5 5 4 15 Boss All Raters 2016 Center for Creative Leadership. All Rights Reserved. Center

More information

Leadership and Management programs

Leadership and Management programs Leadership and Management programs Think like others don t. Look where others won t. Work like others can t. swinburne.edu.au/professional Leadership and Management programs Developing and managing your

More information

THE LEADERSHIP ASSESSMENT THAT ILLUMINATES LEADER EFFECTIVENESS

THE LEADERSHIP ASSESSMENT THAT ILLUMINATES LEADER EFFECTIVENESS THE LEADERSHIP ASSESSMENT THAT ILLUMINATES LEADER EFFECTIVENESS CONNECTING PATTERNS OF ACTION WITH HABITS OF THOUGHT The Leadership Circle Profile (LCP) is a true breakthrough among 360 degree profiles.

More information

The Leadership Model. Executives v2.0

The Leadership Model. Executives v2.0 The Leadership Model Executives v2.0 Our Cultural Levers The activators of our Purpose We share a passion for tasty, healthy and well-sourced food. Throughout our customer experience, we proactively share

More information

Core Competencies Project: Competency Dictionary

Core Competencies Project: Competency Dictionary October 1, 2009 Core Competencies Project: Competency Dictionary A Collaborative Initiative Between the Provincial Network on Developmental Services and the Ministry of Community and Social Services 2009

More information

EMERGING LEADER JANUARY 2018-DECEMBER 2018 CALENDAR DATE COURSE INSTRUCTOR

EMERGING LEADER JANUARY 2018-DECEMBER 2018 CALENDAR DATE COURSE INSTRUCTOR JANUARY 2018-DECEMBER 2018 CALENDAR DATE COURSE INSTRUCTOR 1/18 1/24 Orientation: Using Personality Type and Styles to Foster Leadership Executive Communication I: Building Business Etiquette to Outlast

More information

Botswana Power Corporation (BPC)

Botswana Power Corporation (BPC) Botswana Power Corporation (BPC) Operations Job Specification Position: Template: Transmission & Distribution Management: Manager, Call Centre Business Unit: Print Date: 20 Oct 2017 Page 1 of 8 Position

More information

SMPS Chicago Mentoring Program

SMPS Chicago Mentoring Program VP / Elect SMPS Chicago Mentoring Program I. A Statement of Purpose Mentors offer protection, exposure, and visibility. Most important, they can be your champion when things go wrong. True mentors make

More information

PLAN TEGIC TRA S

PLAN TEGIC TRA S STRATEGIC PLAN 2017 2019 GOALS PROMOTE INCLUSION AND EXPAND INFLUENCE AFP reflects a diverse and inclusive community, evolving and enhancing our global influence and mission impact. Engage diverse nonprofit

More information

Personal Listening Profile

Personal Listening Profile Personal Profile The Personal Profile helps individuals identify their preferred listening style and understand how they can adopt other approaches when appropriate. Personal Profile Personal Profile The

More information

INSPIRING TEAM GREATNESS!

INSPIRING TEAM GREATNESS! W O R K F O R C E F O C U S Let s Achieve Your Excellence! INSPIRING TEAM GREATNESS! DAWN GARCIA, MS, RN, CMQ-OE 4227 Oak Knoll Drive Eau Claire, WI telephone:715.828.7390 fax: 800-352-4200 www.pursuit-excellence.com

More information

Fundamentals of Project Management Bill Coda

Fundamentals of Project Management Bill Coda Fundamentals of Project Management Bill Coda The P in PM is as much about People Management as it is about Project Management. Agenda Introduction and Overview Objectives Project Management Frameworks

More information

MANAGEMENT AND LEADERSHIP QUESTIONNAIRE

MANAGEMENT AND LEADERSHIP QUESTIONNAIRE MANAGEMENT AND LEADERSHIP QUESTIONNAIRE Personal Report JOHN SMITH 2017 MySkillsProfile. All rights reserved. Introduction The MLQ30 leadership assessment test measures your management and leadership competencies

More information

Day of Learning for Next-Generation HR Leaders

Day of Learning for Next-Generation HR Leaders Day of Learning for Next-Generation HR Leaders Don t Bother if You Can t Commit What leaders need to do to make change happen Anne Beutler and Daniel Imbeault Discussion outline Why is change so difficult?

More information

UVA Key Competency Definition

UVA Key Competency Definition Note: To prepare for a transition to the new Workday system later in 2018, some changes have been made to the performance templates in an effort to simplify the form and focus attention on performance

More information

The Coaching Playbook. Your Must-Have Game Plan for Maximizing Employee Performance

The Coaching Playbook. Your Must-Have Game Plan for Maximizing Employee Performance The Coaching Playbook Your Must-Have Game Plan for Maximizing Employee Performance CONTENTS Coaching Overview What is Coaching? Coaching Categories Coaching Relationships Who Can Be a Coach? Coaching Personas

More information

Job Description. PA, Admin Support

Job Description. PA, Admin Support Job Description Job Title : Head of Retail Services (6mth FTC) Department : Product Development and Supply Job Reference : Job Section : Reporting to (Job Title) : Onboard Revenue Director, Carnival UK

More information

BE RESPONSIVE. Meets Expectations (3) Acknowledges and addresses all forms of communication in a timely and considerate manner.

BE RESPONSIVE. Meets Expectations (3) Acknowledges and addresses all forms of communication in a timely and considerate manner. BE RESPONSIVE Fails to acknowledge and/or address all forms of communication in a timely and considerate manner. Acknowledges and addresses all forms of communication in a timely and considerate manner.

More information

Job Description. Beervana Manager Permanent Full-time. Updated: November Wellington Culinary Events Trust:

Job Description. Beervana Manager Permanent Full-time. Updated: November Wellington Culinary Events Trust: Job Description Role Title: Beervana Manager Permanent Full-time Updated: November 2017 Wellington Culinary Events Trust: The Wellington Culinary Events Trust (WCET) was formed in 2014 principally for

More information