Leadership Framework Behavioral Worksheet FIRST LEVEL LEADER. How to Use the Leadership Framework Behavioral Worksheet

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1 How to Use the Leadership Framework Behavioral Worksheet Purpose: This worksheet takes the competencies from the Leadership Framework and turns them into concrete behaviors. This will help you understand what good behavior looks like for each competency. To use the worksheet: 1. Check your version: Make sure you have the right version of the worksheet for your level. There is a different worksheet (and different expectations) for Individual Contributors, First- Level Leaders and for Directors and above. The level is specified at the top of the page. 2. Read the competencies: Scan the list of competencies (left column) to get a feel for what is in the worksheet. Individual Contributors have 10 competencies; First-Level Leaders have 15 competencies and Directors and above have 16 competencies. 3. Read the behaviors: For each competency, there are three columns of behaviors. Each level has a different number of behaviors and different expectations for behaviors. 4. Rate the behaviors: The worksheet has five columns for each competency three of the columns have behaviors written in them. The columns: First column describes behaviors Third column describes behaviors Fifth column describes behaviors If the person you are rating falls between two behaviors, you can rate the competency as between using the second Below Target column or the fourth Above Target column. 5 Point Rating Scale Competency Behaviors Five Point Rating Scale: Below Target (between SBT and OT) Above Target (between OT and SAT) Version July Sysco Talent Management

2 Integrity & Accountability Flexibility & Adaptability Proactive Learning CORE QUALITIES Prerequisites for being a member of the Sysco team Fails to gain trust of team; may Is seen as an honest and not walk the talk and viewed truthful individual; keeps as inconsistent. word Makes promises he/she Maintains confidences doesn t or can t keep Admits mistakes and takes Avoids responsibilities outside corrective steps that deliver of his/her general role scope results Does not do well with fuzzy problems that have no clear solution or outcome Less efficient and productive under ambiguous situations or times of change Often stuck in historical, tried and true methods Does not make personal development a priority and does not see a need to learn, improve and grow Can act and decide without having the total picture and strategy in place Adapts well to change and views new experiences as growth opportunities Adapts well to feedback and incorporates new experiences as learning opportunities. Understands own strengths and limitations, and takes an active role in personal learning and career development Is widely trusted; treats others with respect Consistently produces results that exceed expectations Assumes full accountability, ensuring others get high visibility and credit Demonstrates understanding of how change impacts people Anticipates resistance to change within the group and works to support change and get others on board Quickly learns new concepts and connects them to other concepts Continuously seeks feedback and improvement opportunities July Sysco Talent Management

3 SHAPING THE FUTURE Identifies future requirements and actively engages in needed changes Innovation Not a good judge of what s Demonstrates good judgment creative or innovative; about which creative ideas encourages people to and suggestions will work continue past practices Can project how potential Often stuck in his/her ideas may play out in the comfort zone of tasks and company methods; avoids risk and fears failure and mistakes Leading Change Fails to support needed changes Undermines needed changes through failure to implement or execute strategies with direct reports; fails to engage team in changes Actively supports changes through actions and words Engages direct reports as changes are introduced and implemented Identifies needs and solutions beyond scope of department or area Makes the connection for the team about how their work affects overall results, and gets them excited and passionate about striving for more Serves as a role model for outstanding execution of company changes Demonstrates understanding of how change impacts people when implementing operational plans Building Alignment Does not work to build understanding about processes, procedures or change with direct reports or peers Builds strong relationships to ensure direct reports and peers understand change and their impact of the change Consistently includes direct reports and peers in designing and implementing change initiatives July Sysco Talent Management

4 Understanding Your Customers Problem Solving & Decision Making DELIVERING BUSINESS RESULTS Consistently achieves needed business results Doesn t think of the customer Consistently makes decisions first; focuses on internal focused on customer needs operations and is blindsided Analyzes delivery of services by customer issues and provides solutions to Unwilling to handle criticism, problems complaints and special Seeks customer feedback to requests investigate ways to improve Is insensitive to customer the customer experience concerns and carries out (internal and external) tasks without thought of the impact on the customer Reacts to problems instead of proactively planning for predictable events Ineffective at gathering, analyzing and evaluating information to reach sound decisions May force fit a past solution or a known strategy Delays decisions; problem may grow before solved Reads the environment for potential issues Consistently uses sound analysis and reasoning to make decisions Looks beyond the obvious and doesn t stop at the easy answer Addresses issues in a timely manner Acts as a role model in personal approach to customer focus Takes time to understand the underlying needs of the customers beyond those initially expressed Shares customer feedback with others in the company to help identify trends Anticipates and identifies hidden problems Excellent at honest analysis Likely to come up with a second and better solution and asks good questions Addresses issues immediately before problem out of control July Sysco Talent Management

5 Driving Results Doesn t deliver results consistently; executes poorly Fails to set priorities and deploy resources Inconsistent in communicating key messages, results and performance to team Fails to hold direct reports accountable for poor results and performance Developing Talent Below Target (between SBT and On Target) Can be counted on to meet goals regularly Clearly sets priorities for self and team Clearly and consistently communicates goals, status and results to direct reports Accountable for the performance - self and direct reports LEADING PEOPLE Effectively leads people to perform at their best Makes questionable hiring Makes strong hiring decisions decisions, often putting the by following the standard wrong people in the wrong hiring process roles Provides useful, timely Provides little feedback or feedback and coaching (both coaching - for performance positive and negative) in a issues or for development constructive way Fails to develop others for Uses various techniques for future roles at Sysco providing coaching, feedback, May hang on to poor support, recognition and performers by avoiding tough encouragement conversations and decisions Has regular performance conversations with direct reports so performance status is clear Above Target (between and SAT) Is consistently one of the top performers Bottom line oriented Effectively balances results with concern for company, people, customers and processes Steadfastly pushes self and others for results Has a strong track record of hiring, assessing, and retaining talented people with long term potential Skilled at coaching and constructing rigorous development assignments appropriate for each individual Known as a manager who gets people ready for the next level Proactively addresses performance issues before they become a problem July Sysco Talent Management

6 Valuing & Leveraging Diversity Building Effective Relationships May be uncomfortable with people not like him/herself; may act inappropriately with those different than him/herself Fails to create an environment that welcomes differing backgrounds, experiences and groups Does not work to build relationships or understand differences Rarely seeks input or dialogue with others Does not take initiative to develop teams or partnerships Actively demonstrates an interest in different experiences and backgrounds Seeks out, recognizes and uses what people from different backgrounds and groups experience have to offer Sets a personal example of good equalities practice at all times Creates connections with others Effectively engages in dialogue to resolve issues, solve problems and enhance the organization Establishes team work and partnerships to accomplish the work of the business Supports a culture of opportunity, equality and diversity Encourages people to achieve best practice in this area Ensures team members value the diversity of all they work with and effectively integrates people of different backgrounds and experiences into teams Is a role model for maintaining constructive and effective relationships with others across departments and other boundaries Role models effective communication techniques and skills Is seen as a team player and is cooperative July Sysco Talent Management

7 Motivation and Empowerment Doesn t know what motivates others or how to do it; doesn t back them up Not empowering and not a person many people want to work for, around or with; offers little or no acknowledgment or recognition Understands what motivates each person; makes each person feel his/her work is important Empowers others; invites input from each person and shares ownership and visibility Creates an environment where people want to do their best Encourages people to work as a team for the success of the organization Communication & Listening Written and/or oral communications are unclear; often directive and fail to engage in two-way communication Inconsistent in communicating key messages to direct report team; seldom communicates important information May communicate in a disrespectful, abrupt or demeaning manner Written and/or oral communications are clear and easy to understand Offers communication of key messages and important information Engages in two-way communication and listens to input and information from others Exceptional communication skills - writes and speaks clearly in a variety of communication settings and styles Gets messages across that have the desired effect Teambuilding Doesn t have the skills or interest to build a team Doesn t manage in a way that builds team morale or energy Blends people into teams when needed; team members achieve goals and results Fosters open dialogue among team and encourages team interaction Is a role model for building the entire team into a cohesive, collective unit Lets people finish and be responsible for their work; celebrates team successes July Sysco Talent Management