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| Leadership Competence Model |
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Operation Excellence
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| Execution & Performance |
Ensures employees understand the company vision and how own department contributes to the vision; ensures company goals are cascaded to departmental level and clarifies plans, roles and resources to ensure goals can be met; conveys clear expectations to others; drives completion of projects and initiatives and follows up on progress; acts decisively to address performance shortfalls, including holding others accountable for under performance; effectively balances multiple demands.
A manager who lacks this competence:
· Offers a high-level vision without clarifying the strategies necessary to realize the vision;
· fails to align policies, plans and processes to the vision;
· fails to follow up on goals;
· tolerates under performance;
· does the minimum that is required.
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| Process & Quality |
Always searches ways to improve customer service, frequently requests feedback from customers; questions the way things are done currently, looks for better ways; systematically reviews key tasks to capture lessons to be learned; builds cross-functional relations to improve information flows and maximize effectiveness; encourages idea generation and experimentation; removes unnecessary organizational controls and bureaucracy.
A manager who lacks this competence:
· Fails to meet customer commitment;
· lives in the past;
· is complacent about current status;
· dismisses ideas, practices from outside the organization.
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| Culture & Value |
Fosters a healthy culture by building sound relationship day to day and at critical moments; clarifies how people are expected to live up to the values, demonstrates the behaviors, and takes appropriate action when there is a failure to do so.
A manager who lacks this competence:
· Surrenders to or fosters an unsound culture;
· undermines values when confronted with a difficult dilemma;
· looks only at what has been achieved without taking account of how it was achieved.
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