Core Values BEHAVIORAL RATINGS. Unsatisfactory Inconsistent Solid Strong Exceptional

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1 Core Values BEHAVIORAL RATINGS Displays behaviors that are inconsistent with Panduit core values. May meet performance goals but does not adhere to Panduit core values. Attitude and behaviors negatively impact other employees. Adherence to Panduit core values is inconsistent. May behave consistently with some core values but not others. Consistently exhibits Panduit core values in all internal and external interactions. Exceeds expectations in regard to several of the Panduit core values. Meets expectations regarding all of the core values, but serves as a role model in several of them. Lives the Panduit core values in all aspects of his/her role consistently. Sets the example for others to follow. Is a role model for our core values to the internal organization as well as external customers and partners. Inspires others to live the values daily.

2 Thought Leadership BUSINESS ACUMEN Knows how businesses work Knowledgeable in current and possible future policies, practices, trends, technology, and information affecting his/her business and organization Knows the competition Is aware of how strategies and tactics work in the marketplace Does not have sound business knowledge Lacks industry knowledge parallels Is not aware of market competitors Unaware of other departments Narrowly Focused Skills are one dimensional Limited understanding of business issues Lacks understanding of partner ecosystem Lacks knowledge of environmental influencers Limited knowledge outside own area Some understanding of organization strategies Skills are one dimensional Has general business knowledge Knows the competition Understands the key players in the industry Is on top of the market changes Understands the Organization strategy Understands how to achieve goals Stays on top of market trends Is plugged into competitors/partners Knows strengths of major players Knows weaknesses of major players Understands business strategies Understands impact on organization Uses cutting edge business knowledge Knows industry inside and out Knows the market players intimately Full understanding of competitive landscape Thorough understanding of business globally Actions align to organizational strategy

3 Thought Leadership Can effectively cope with change Can shift gears comfortably Can decide and act without having the total picture Is not upset when things are up in the air Does not have to finish things before moving on Can comfortably handle risk and uncertainty DEALING WITH AMBIGUITY Hard time dealing with the unknown Overwhelmed easily Cannot discern what path to take Often takes no action for fear of mistake Gets stuck in the old Rejects unproven value change methods and direction Tries to deal with the unknown Occasionally becomes overwhelmed Needs a lot of data to make a decision Slow to take action if no defined outcome Prefers structure and routine Dislikes unpredictable conditions Deals with several things out of sorts Can handle uncertainty Looks at things from a variety of angles Develops workable solutions Manages with incomplete data Accepts challenges Manages through ambiguity Can set priorities through uncertainty Let s go of the old and adopts new processes Accepts change even through uncertainty Provides focus in uncertain situations Readily accepts challenges Is an outstanding leader in uncertainty Can quickly assess an ambiguous situation Provides direction and clarity in uncertainty Exceptional ability to adapt to change

4 Thought Leadership STRATEGIC AGILITY Sees ahead clearly Can anticipate future consequences and trends accurately Has broad knowledge and perspective Is future oriented Can articulately paint credible pictures and visions of possibilities and likelihoods Can create competitive and breakthrough strategies and plans Is not a strategist; not future focus Cannot contribute to breakthrough strategies Lacks industry knowledge and experience Does not know where the market is going Doesn t have the skills to develop strategic plans Thinks strategizing is a waste of time Too focused on practical day-to-day Little knowledge of industry Uncomfortable with predicting trends Discussions are around here and now Doesn t understand components to include in strategy Doesn t contribute to strategy formulation Is careful not to get ahead of what the organization can do Sufficient industry knowledge for planning Looks for new opportunities to grow Devotes energy to regular planning Has solid skills for anticipating future needs Formulates moveforward strategies Can put forth incremental strategies Has good understanding of industry Knowledge to analyze and adjust to strategy Focused on moving forward Embraces new opportunities Rarely allows the day to inhibit strategy planning Remarkable skill in identifying data to build strategy Superior knowledge of partners, competitors, and customers Anticipates future trends Well design aggressive plans Makes the most of the moment

5 Thought Leadership DECISION QUALITY Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment Most of his/her solutions and suggestions turn out to be correct and accurate when judged over time Sought out by others for advice and solutions Doesn't take enough time to methodically review before crafting a solution Produces a large number of low quality decisions Can't get to the essence of a complex problem Choses a convenient solution when confronted with a problem Does not sort through complexities or apply personal judgment Doesn't collect all needed information or seek out opinions of others Decision making process is inconsistent and quality is spotty Has trouble thinking through complex issues May oversimplify or have disconnected pieces Inconsistently applies past judgment from mistakes Takes a methodical approach to problems Examines situations from a variety of perspectives Consistent approach to decision making Judgment is usually sound Sorts through available facts and opinions Uses experience and judgment to come up with a valid course of action Suggestions usually turn out to be correct and accurate Respected by others for exceptional decision making Gathers all available information together, and past experience to make superior decisions When others need to make difficult decisions they are sought out for guidance Skillfully separates opinion from fact and pinpoints the core causes of a problem. Easily draws lessons from the past and applies accurately to current problems

6 People Leadership INTERPERSONAL SAVVY Relates well to all kinds of people up down, and sideways, inside and outside the organization Builds appropriate rapport Builds constructive and effective relationships Uses diplomacy and tact Can defuse even high-tension situations comfortably Has a dismal record relating to others Generally doesn't know what to say when dealing with people Lacks diplomacy, is abrupt and blunt Is not sensitive to others reactions, does not notice or respond to them Lacks interpersonal skills and interest in building effective work teams Does not take time to build rapport Has trouble interfacing with different styles of people Can be awkward or have trouble adjusting to the situation Can be forceful and blunt in a situation where he/she feels strongly Doesn't always consider how others will react to directness or bluntness Sometimes has trouble building relationships Not always comfortable relating to others and doesn't invest the time Generally competent in relating to others Can usually establish a solid rapport Fairly good at adjusting approach to making others feel comfortable Smooth and diplomatic in interactions Builds good relationships inside and outside the group Establishes rapport and makes others feel comfortable sharing information Consistently good at relating to others Understands where others are coming from and tailors approach Is good at reading and adjusting approach to match other's comfort level Rarely makes missteps, but if does, quickly notices and recovers with ease Initiates contact and builds working relationships that last over time Good at establishing rapport by emphasizing common goals and interest Well respected for building exceptional rapport with people Interacts effectively with a broad spectrum of people Is known for being tactful and diplomatic Confidently establishes comfort level in conversations and makes subtle changes in approach to adjust to different styles Is considered the glue that keeps the network of people connected Excellent at building and maintaining long term business relationships

7 People Leadership LISTENING Practices attentive and active listening Has the patience to hear people out Can accurately restate the opinions of others even when he/she disagrees Does not have good listening skills Appears distracted and disinterested during discussions Does not actively participate in conversations Cannot hold composure during heated conversations Will only consider own side, does not respond well to critiques Neither listens nor tries to understand opposing views Appears disinterested, asks few questions, doesn't build on others ideas Reacts in real time to what others are saying Interjects or interrupts others even in midsentence Interjects viewpoints, or judges what others have said Appears to have little interest in opposing ideas Weakly outlines arguments against to slant information and get agreement Seeks to understand what others are saying Asks questions and clarifies as the conversation progresses Patient listener, remains objective and calm even when things escalate Refrains from reacting or responding too soon Can listen to the views of others even when not in agreement and has an accurate understanding of the key points Can repeat main points of conversations Is an active listener, acknowledges to others they are absorbing the conversation Asks questions and searches for meaning until he/she has it Retains calm, cool demeanor even in heated, negative situations Hears people out tries not to pre-judge Willing to entertain a variety of viewpoints Openly listens to ideas that differ from own Listening skills are excellent regardless of who he/she is talking to Discussions are productive and open, responds intelligently, probes and remains engaged Keeps a cool head even in heated discussions Stays even, hearing all sides, and tries to understand where the loud voices are coming from Hears all sides of an issue, even when own views are different Listening skills are excellent, listens to all perspectives before judging

8 People Leadership MOTIVATING OTHERS Creates a climate in which people want to do their best Can motivate many kinds of direct reports and team or project members Can assess each person's hot button and use it to get the best out of him/her Pushes tasks and decisions down Empowers others Invites input from each person and shares ownership and visibility Makes each individual feel his/her work is important Is someone people like working with and for Doesn't understand what makes people tick Expects everyone to be motivated in the same way by the same things Doesn't notice when people are unmotivated Acts as though no one needs any special motivation, rejects non self-starters Looks down at people that need energizing Tries to keep control, micromanages, requires approval on everything Is not aware of what makes people tick Does not pick up on needs, nor diversify approach Does not spend time or energy helping people excel or building positive work environment Believes if you are good you will motivate yourself, so does not spend time motivating others Over manages, does not empower others to make decisions Makes people hesitant about exercising their skills Knows what motivates people Helps each one work at their best Is a competent delegator Is good at planning work, involving others and providing accountability to complete work People feel motivated and competent Clearly knows what motivates people Treats them differently depending on needs and connects with them on their level Creates a positive work environment Connects people with what they care about and involves them in decision making Delegates well Provides reasonable support, but let s others complete their work Has intuitive feel for what drives others Immediately plugs into what motivates others and uses it to escalate them to higher levels Builds energetic and enthusiastic people making them eager to do more and feel they are contributing to something important People working with him/her feel they can accomplish anything Provides the perfect combination of support, feedback and empowerment

9 People Leadership CONFLICT MANAGEMENT Steps up to conflicts, seeing them as opportunities Reads situations quickly Good at focused listening Can hammer out tough agreements and settle disputes equitably Can find common ground and get cooperation with minimum noise Gets flustered by arguments, can't get refocused Emotions get in the way of being able to judge things fairly Gives up too much at the expense of own or right decisions Will not deal with adversity, situations become worse or go unaddressed Tends to lose focus at times of conflict Can become too emotionally involved and lose objectivity Sometimes takes a passive approach to conflict management Can be too accommodating and occasionally gives in rather than standing up for their point of view Skilled at sorting through complicated situations and actively separates key issues from unimportant details Does not avoid conflict Works to resolve differences Identifies potential areas of compromise Efficiently and accurately analyzes conflicts and problems Evaluates issues and facts without bias Handles conflict effectively Finds common ground to gain cooperation Sorts through various perspectives and gets directly to the core issues Focuses on facts, prevents emotions from dominating the situations Objective approach leads to conflict resolution Makes everyone feel as though they have contributed toward making it work

10 Results Leadership ORGANIZATIONAL AGILITY Knowledgeable about how organizations work Knows how to get things done both through formal channels and the informal network Understands the origin and reasoning behind key policies, practices, and procedures Understands the cultures of organizations Has not recognized opportunities to take advantage of the informal network Uses formal channels even when not working Does no work effectively with other groups Work may flounder because he/she is not able to determine who to go to outside the group Efforts to cooperate did not work Rejects politics as a fact of organizational life Does not make efforts necessary when dealing with people or political situations Personal relationships could help grease the wheel but has not used them Prefers formal channels Goes by the book to get things done Hasn't developed strong working relationships Struggles in cross collaboration Is not politically sensitive Makes little adjustments to get along in the culture Knows how the organization is set up to move projects down the line Follows procedures as required, but knows how to expedite matters Understands where to go in the organization for support and resources Knows who the decision makers are and can get commitments Keeps major projects moving forward Is politically tuned in and knows how the organization works Knows the proper channel and people to go through to get things done Is well versed at organizational structure Knows how to move projects through completion using both formal and informal channels Knows how to work across the organization to get results on cross unit projects Understands the needs and operations of other groups and can get cooperation to complete projects Knows formal and informal systems well Can leverage key relationships to get things done Has developed a real sensitivity to the politics in the organization Is an expert at navigating the organizational maze Knows how to maneuver through informal and formal channels Shows remarkable talent for working across the organization and getting results where others can't Has impressive understanding of political and cultural landscape Knows where the land mines are Knows the gatekeepers and expediters

11 Results Leadership MANAGING & MEASURING WORK Clearly assigns responsibility for tasks and decisions Sets clear objectives and measures Monitors process, progress, and results Designs feedback loops into work Does not communicate to others what they should be doing Leaves people confused and unsure of their role or work because there is no sharable plan Spirits out of the gate without thinking about where people are going The group ends up spending a lot of energy on unproductive direction Fails to provide adequate feedback. People don't know where they stand on goals Pays no attention to process measures Does not provide much guidance on others responsibilities Sometimes charges forward without thinking about the impact Rarely sets goals and objectives and often gets side tracked At times provides feedback but is too negative, too vague or too late Does not measure work adequately Assigns responsibilities to others in a clear manner Communicates what needs to be done Uses objectives to keep everyone moving in the same direction Sets goals and communicates them clearly Uses work processes Collects data to determine progress and make adjustments as necessary Pays attention to assigning responsibilities Provides guidance to each person from the start Sets clear expectations Focuses on what needs to be accomplished and ensures goals are set to align to the overall plan Provides a balance of positive and corrective feedback designed to stimulate midcourse adjustments Sets clear measures and addresses when off track to get things back on course Assigns work explicitly ensuring it is clear Work is done efficiently and effectively and team has no doubt what roles and goals are Sets concrete and specific objectives up front Has excellent sense of providing balanced feedback at the critical times Presents negative feedback constructively and in an inspiring way Uses excellent process measures to stay on top of progress and adjust midcourse as necessary

12 Results Leadership MANAGING VISION & PURPOSE Communicates a compelling and inspired vision or sense of core purpose Talks beyond today Talks about possibilities Is optimistic Creates mileposts and symbols to rally support behind the vision Makes the vision sharable by everyone Can inspire and motivate entire units or organizations Has trouble explaining how the actions we take today move toward the vision Has trouble communicating the vision and core purpose of the organization to others Poor at getting others excited about the vision Will repeat the words but does not understand what it means, or how to get people driving toward the vision No roadmap of how today's action will lead to the future vision of the organization Focus is only on today Skill at communicating the organizations vision and purpose is sometimes lacking Language tends to be vague and the language too complex Has difficulty energizing others about the vision of the organization Can't paint a picture others see themselves in Can put forth the words but can't inspire and motivate others Has trouble explaining how the steps taken today will lead the organization forward Can explain the organization's vision Can lay down a conceptual blueprint of the future Can get people to see the vision, painting a credible picture Optimistic about future projects and tends to break down resistance with enthusiasm and persuasiveness Skilled at taking the vision and drawing a pathway of how to get there People get to see how their work today leads to tomorrow Is competent talking about the vision of the organization and sense of core purpose Language is clear and presentation is thorough Turns complex strategies into images that are clear Gets people motivated about the future Determined and passionate about seeing the future become a reality Can clearly show how the actions of today are the stairs to get us to tomorrow Highly effective at communicating a compelling vision with a sense of purpose Presentation of the organization s vision and mission is optimistic and inspirational People feel excited and motivated about being part of the organization Captures the people's imagination and makes the future come alive Always inspires a positive "we can do it; we can get there attitude" Shows people how they can get here to there in digestible steps

13 Results Leadership DRIVE FOR RESULTS Can be counted on to exceed goals successfully Is constantly and consistently one of the top performers Very bottom-line oriented Steadfastly pushes self and others for results Performance is unpredictable and usually below standard Let s deadlines slip and leaves tasks half-done Doesn't seem committed to tasks Procrastinates as long as possible Is not making the required contribution to meet the overall organizational goals Is an inconsistent performer Meets deadlines and goals at times Procrastinates and lets work pile up until it is too late Doesn't put in enough effort to meet goals Is a dependable performer Completes tasks according to plan Knows results need to be concrete and tangible Looks at the bottom line to determine success Helps others produce results Is a consistent and steady performer Achieves positive, concrete results and can be trusted to do so over time Focuses on bottom line outcomes Encourages others to achieve results Good at helping others preserve under pressure One of the strongest performers in the organization Doesn't just meet challenges, surpasses them Isn't satisfied with achieving results, always focused on raising standards higher to do more, to do better, be the best Sets aggressive goals and pushes others to achieve extraordinary results