PROJECT
APPROACH
Focuses on innovative or creative solutions to continuing business
needs; sees improvement goals as a project or series of projects,
each with distinctive beginning and ending points; demonstrates
interest in growth or a turnaround situation over ongoing maintenance
or process refinement; concentrates on the planning and design of
an idea or project, leaving the execution, refinement, and details
to others while moving on to new challenges; works to secure agreement
and buy-in from colleagues impacted by an immediate or impending
project so that the near-term implementation is accepted and effective;
committed to minimizing others' discomfort or allaying concerns
created by an evolving design plan
HIGHS
- Performs best in a start-up environment or true project capacity
where there exist discrete beginnings and endings
- Chooses involvement in the design or invention of a new technology,
or a new application of an existing technology, over the routinization
or fine-tuning of an established system
- Embraces innovation and creativity in exploring new business
functions or capacities within the general parameters of a specified
goal
- Creates by instinct or insight, preferring to test new solutions
by trial and error
- Seeks input and tactical buy-in from colleagues in an effort
to minimize potential stress or conflict created by the implementation
of an unknown design or new technology
- Sensitive to others’ apprehension or uncertainty regarding
a start-up project or cutting edge technology and takes steps
to reassure them or increase their comfort level
LOWS
- Can resist change when the organization refocuses and needs
to readdress major change or expansion
- Prefers to update existing systems with incremental adjustments
to enhance their value and leverage their development costs
- Is more dedicated to preventing negative outcomes or controlling
risk than to the exploration or innovation of a unique and untested
solution or system
- Plays up the need to pay attention to routine details, stable
management methods, and sustained systems
- Solicits minimal or no input from others in a trial and error
approach to testing solutions or enhancing creative capacity
- May fail to take into consideration how someone else will be
affected by a new design or invention
PROFIT CONSCIOUS IN A MANAGEMENT ROLE
Manages the allocated resources to produce optimum bottom-line
results; works to understand and control the key factors that influence
profit production; balances the priorities and skills of self and
others to generate profitable results; won’t become distracted
by issues that don’t influence the bottom-line; protects the
interests of investors, employees, customers, and others who depend
upon the success and survival of the company as a result of its
ability to generate profits
HIGHS
- Sees primary role as generating profit for the business
- Entrepreneurial with a bottom-line versus administrative orientation
- Has a realistic grasp of the financial aspects of the organization,
shows responsiveness to the need for economies and cost control,
and is able to draw meaningful implications from financial data
- Places other business concerns as secondary to profit generation
- Focuses on approaches and techniques designed to increase production
or decrease costs, enhancing overall organizational profitability
- Has little time or patience for ideas or programs that do not
impact the bottom line
- Does not become distracted by or waste time on trivial problems,
unnecessary paperwork, or personality issues that don't affect
profitable results
- Sees the big picture beyond departmental or single function
concerns that on their own will not positively impact overall
profitability
LOWS
- Does not see the production of profit as the organization’s
primary objective
- Focuses on accomplishing process steps and administrative tasks
to tie up loose ends and deal with immediate demands regardless
of their overall impact on the bottom-line
- Cannot find the time or justify the effort to establish and
review financial controls
- Bases evaluations of an outcome on the effort extended or the
elegance of the result rather than the profitability of the result
- Has a strong concern for personality issues and having people
feel good about their results as the true measure of success
- Does not consistently implement steps to monitor key financial
or customer data that can potentially impact bottom-line profitability
- Becomes distracted from the primary goal of corporate profitability
by ‘squeaky wheel’ situations or single function demands
that offer a short-term appearance of increased efficiency or
reduced costs
TAKES INITIATIVE IN A BUSINESS UNIT
Demonstrates a willingness to take action on problems or opportunities
without prompting; possesses the intrinsic desire and willingness
to push toward achieving a desired goal or end-state without suggestion
from others; prepares alternatives so the outcome is not jeopardized
by unexpected barriers; exhibits the desire to blaze new trails
as a means to an end
HIGHS
- Champions new initiatives and identifies opportunities or issues
requiring change without prompting
- When barriers to goal accomplishment are encountered, is willing
to introduce and implement a solution throughout his sphere of
influence
- Is willing to take the lead, even if others don’t initially
understand or approve
- Focuses effort and resources on initiatives or solutions that
will positively contribute to the desired result; does not simply
try to ‘build a better mousetrap’
- Changes the present status in order to improve the position
of the group or organization in meeting its objectives
- Installs targeted, selective changes that provide real added
value to the organization
- More than simply overcoming a negative or preventing a loss,
the solutions or changes he initiates leave the job (task, project)
with something gained
LOWS
- Is uncomfortable developing a solution to a problem or trying
a different approach without positive directives from a higher
authority
- Hesitates to push own ideas or drive new goals
- May be too willing to leave well enough alone and conforms to
established rules and principles
- Uncomfortable pushing beyond easy or traditional responses to
creative or original thinking
- Tends to wait patiently for situations to settle over time or
to correct themselves in a more natural fashion
DEVELOPS TECHNICAL COMPETENCE
Seeks to stay abreast of new developments in his core competencies
and to learn enough about related fields to apply knowledge effectively
in the business; enjoys learning and is intellectually curious;
has a strong desire to continuously improve knowledge, skills, and
abilities; sees learning and knowledge as the keys to building the
skills and abilities essential to job and career success
HIGHS
- Stays abreast of technical developments in his field in order
to effectively apply his knowledge
- Reviews professional publications, newsletters, and other current
information in his own and related fields
- Routinely collects and reviews key data and information to track
progress on all important functions
- Applies technical principles effectively to goals, plans and
new situations
- Uses technology to enhance productivity
- Incorporates professional expertise into projects and new initiatives
LOWS
- Tends to rely on others' expertise in areas in which he doesn't
understand the technology or basic principles
- Applies an existing body of technical principles to objectives
and problems without taking the steps to expand and update it
- Interest in exploring new technical developments may be cursory
and driven by business demands rather than by personal curiosity
- May spend insufficient time tracking all key business information
sources
TAKES RESPONSIBILITY FOR RESULTS AS AN ENTREPRENEURIAL
MANAGER
Commits to taking personal responsibility for results, even when
those results are achieved indirectly through others; is vigilant
in soliciting feedback on progress and detecting possible problems
before they can derail the process; maintains control and ultimate
accountability but does not step in to take over ownership of others’
tasks and responsibilities; typically has some expertise in subordinates’
tasks, and provides assistance to ensure the outcome rather than
allow them to struggle and miss the mark on the end result; stays
focused on the result and when shortfalls occur, admits to the problem
and takes action to rectify the situation without becoming defensive
or shifting the blame to associates
HIGHS
- Focuses on the results, not the effort; measures success by
what is accomplished, not by how hard people tried
- Does not give or accept excuses for failure, or participate
in finger pointing when results fall short of expectations
- Makes optimal use of resources and personnel available to him
- Recognizes the personal strengths, weaknesses, and biases of
direct or indirect reports, and controls for, or compensates for,
significant vulnerabilities
- Patiently develops others’ potential for effective performance
and future growth
- Is capable of and willing to help out when necessary to salvage
the result, but resists the temptation to just step in and take
over to avoid association with a potentially negative outcome
- Is disciplined in collecting and analyzing key performance measures
and responds quickly with action steps when needed
- Establishes appropriate procedures to be kept informed of others’
work progress
LOWS
- May not be as personally committed to end results as he is to
established administrative or bureaucratic procedures
- Makes excuses for a lack of performance or publicly blames others
for a lack of performance
- Lacks trust in others’ commitment or talent and keeps
control by stepping in to take over their tasks or responsibilities
- Is uncomfortable giving responsibility to others and allowing
them to grow
- Lacks planning to support subordinate weaknesses with additional
development or outside resources
- Fails to track key areas or concerns about subordinates’
responsibilities and may not follow up on status or actions taken
- Relies on others’ input without being vigilant in his
own effort to solicit feedback on progress and possible obstacles
ABILITY TO LEARN THE BUSINESS
Demonstrates knowledge of current and possible future policies,
practices, trends, and information that is critical to his business
or organization; understands the financial impact of developments
on the industry and company; knows the competition; identifies issues,
secures relevant information, and identifies relationships to develop
sound conclusions for adding value/business results; becomes relatively
expert in critical areas when the luxury of multiple players with
multiple areas of expertise is not afforded; sets up controls and
monitors to provide feedback in these areas for effective, ongoing
management
HIGHS
- Achieves and maintains business and professional proficiency
related to his industry and organization to be able to clearly
identify the critical success factors that require attention
- Applies knowledge of company strategy, customer trends, and
competitor strengths/weaknesses to create or implement value-added
solutions
- Remains attentive to, and tracks, all critical success factors
of the organization, not just to areas of familiarity or personal
interest and expertise
- Learns whatever is necessary in unrelated areas to maximize
effectiveness
LOWS
- May focus on superfluous aspects of the business
- Tends to adopt a role of specialist rather than generalist,
focusing on select business elements and excluding what he does
not understand or appreciate
- Too willing to rely on others for a superficial understanding
of the aspects of the business with which he has limited familiarity
which could prevent him from setting up formal tracking mechanisms
- May stay too focused on his primary area of expertise and not
acquire knowledge in critical, but unrelated, disciplines
DIRECTS AND CONTROLS OTHERS IN A BUSINESS UNIT
Possesses a span of control that allows direct access to all of
the key staff people in the group or organization; practices a hands-on,
face-to-face coaching style and seeks personal involvement in day-to-day
tasks; utilizes a walk-around style to follow up and ensure that
delegated tasks are effectively completed
HIGHS
- Provides full and complete information in making assignments,
including timelines and results expectations
- Ensures that subordinates understand the measurements that monitor
progress toward goals and results
- Consistently follows up to track results and understands the
need for occasional repetition or reinforcement of guidelines
- Does not abdicate in delegation, but stays personally involved,
using first-hand knowledge of the steps for achieving the goal
to coach less experienced individuals
- Broadens his control by giving subordinates a chance to develop
their skills and contribute to the organization, but remains a
presence so that deviations from the goal can be quickly identified
LOWS
- Gives insufficient information or explanation when assigning
tasks
- Does not expect to repeat himself or find it necessary to restate
objectives or performance criteria
- Assumes subordinates can do what he can do without intervention,
and experiences frustration when results do not meet expectations
- Prefers to direct others through more formal processes and expects
them to perform as agreed without reminding or coaching
- Resists personal involvement in monitoring or assisting with
subordinate efforts and results, expecting them to be self-motivated
and self-directed
- Assigns tasks but abdicates responsibility
PRACTICAL INTELLIGENCE
Absorbs new information quickly and is comfortable dealing with
abstract concepts and relationships; relates new information to
previously acquired knowledge to expand and refine his frame of
reference; enjoys learning and expanding the breadth and depth of
his understanding on a variety of subjects
HIGHS
- Enjoys learning and broadening his depth of learning and insight
in a wide array of topics
- Absorbs, stores and recalls new information quickly
- Deals comfortably with abstract concepts and relationships
- Pursues academic, theoretical or research-based information
LOWS
- Needs repetition to process new information and requires additional
time to integrate it into his repertoire
- Prefers concrete tasks
- Learns best through one-on-one instruction and improves his
base skill level through experience and hard work
- Uses practice opportunities or trial runs to become completely
knowledgeable of and comfortable with methods or techniques he
needs to use
ANALYTIC ABILITY
Systematically applies a combination of inductive and deductive
reasoning to arrive at a well-founded, logical conclusion; remains
objective in analyzing information and data so as not to make false
assumptions or reach judgments without full knowledge and information;
recognizes and neutralizes personal biases that can influence his
thought process; effectively weighs the accuracy of different types
of information in order to define a problem and reach a valid conclusion
HIGHS
- Possesses strong deductive reasoning skills and is capable of
thinking through problems in a systematic and logical manner
- Draws sound conclusions from the information presented
- Effectively weighs the accuracy of different types of information,
including inferences, abstractions, or generalizations
- Maintains a detached/objective demeanor in the gathering and
analysis of information
LOWS
- Allows biases to prevent him from seeing all sides of an issue
and influence his perception
- Quickly draws conclusions or makes assumptions without full
knowledge and information
- Makes decisions according to clearly defined rules and depends
upon an existing frame of reference in unfamiliar situations
- A penchant for action versus analysis leads him to move forward
with minimal review of critical input or weighing of alternatives
- Relies on previously acquired information and like-minded people
for input into decisions
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