Gilbane s Leadership Competency Model

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1 Version 5.0 October 2013 These thirteen leadership competencies were developed to identify the specific skills, knowledge, and behaviors expected of high performing leaders at Gilbane now and in the future.

2 Leadership Competencies: Business Acumen Developing Others including Self Business Development/Doer Seller Drive for Results Champion Change Coaching Leading Through Mission and Values Collaboration and Teamwork Problem Solving Communication Serving the Community Customer Focus (Internal and External) Review of Model definitions: Competency: A cluster of behaviors that a Gilbane employee must demonstrate to be effective in a job, role, function, task, duty, organizational level. Each competency is comprised of two sections: definition and key actions. There are thirteen Gilbane Leadership Competencies. Definition: The brief paragraph provides a clear statement of what is and is not included within the scope of the competency. Four Levels of Key Actions: These statements are components or descriptions of behaviors that, if performed effectively, will lead to leadership and business success. There are anywhere from two to ten specific key actions depending on which leadership level or competency. They are cumulative behaviors: first individual contributor, second developing leader, third mid-level, fourth executive. As the leader takes on an expanded leadership role, the expectation is they have mastered the prior set of key actions. The levels were segmented to reflect more complex leadership skills as the employee increases leadership responsibility. The four levels coincide with specific job titles. However, in developing stretch assignments, other factors should be considered more than job title. The employee, with their manager, should agree on which level most accurately reflects their leadership capabilities in their current role. Because they are phrased in specific behavioral terms, these key actions will play an important role in evaluating performance, providing feedback, and planning development and training. Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

3 Business Acumen Maintains awareness of industry trends, financial knowledge, market and economic conditions 1. Displays awareness of how Company makes a profit 2. Demonstrates knowledge of Company operations, policies, and procedures 3. Displays understanding of success metrics and risks associated with one s program, business unit or portfolio of projects 4. Demonstrates basic awareness of industry including recognition of major competitors, industry organizations and trends 1. Demonstrates financial knowledge and customer satisfaction awareness of how Company makes a profit 2. Ensures team understanding of success metrics and risks associated with one s program, business unit or portfolio of projects 3. Demonstrates knowledge of industry trends and competition 4. Ensures accountability of team adherence to Company operations, policies and procedures 5. Displays awareness of financial and market information to accurately provide suggestions and solutions 6. Proactively reports data-based project statuses 1. Educates team on budget-how to maximize profit and minimize net expense 2. Makes projections on how risk factors impact business performance and profitability 3. Demonstrates use of analytical tools to diagnose business risk 4. Leverages multiple resources to stay on the cutting edge within the industry and with competitors 5. Displays understanding of how to incorporate contingency planning into strategies 6. Utilizes market, economic, financial, and industry data to accurately direct teams in both sales and operations 7. Provides direction through mentoring and instruction to develop workforce and supplier diversity and minority marketplace growth 1. Demonstrates strategic planning and execution capability using economic, market, financial, and industry data 2. Manages risk and controls expenses to ensure overall profitability in alignment with objectives 3. Articulates understanding of the broad impact of decisions within the business and effectively directs own department, team, or organization 4. Acquires and shares competitive intelligence in order to effectively identify Company s differentiators 5. Demonstrates understanding of mergers and acquisitions 6. Demonstrates a priority for diversity and inclusion in business strategies to ensure alignment with workforce and supplier engagement 7. Displays global awareness capabilities to effectively plan for profitable growth in global markets Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

4 Business Development /Doer Seller Develops business and personal relationships that generate new opportunities and contribute to winning existing pursuits 1. Represents the Company in events within the community 2. Participates in professional associations as appropriate 1. Targets and relates with influencers and decision-makers across Customers and Prospects 2. Engages in relationship development outside of the work environment that generates new opportunities 3. Contributes to professional associations which expands the network of relationships 1. Identifies client needs and opportunities through Doer-Seller team planning sessions 2. Communicates the value and differentiation of Company (written and verbal) 3. Critically analyzes opportunities and matches them to the Company Ideal Prospect profile, buyer requirements, and urgency to buy 1. Builds relationships with decision makers (Owners, A/E, subs) as an advisor and partner 2. Forms pursuit strategies and action steps that achieve business development goals 3. Provides thought leadership to clients through questioning/listening, problem solving, and providing recommendations Champion Change Embraces change and innovation by actively looking for ways to improve 1. Consistently remains open to ideas offered by others 2. Demonstrates a positive attitude towards new Company initiatives 3. Suggests ideas in area of own influence to change or improve work 4. Adjusts effectively to work within new structure, processes, requirements, and culture 1. Consistently remains open to new and different approaches 2. Embraces the Company s change initiatives 3. Supports and uses good ideas to solve problems or address issues 4. Helps others overcome resistance to change 5. Provides practical approaches to execute changes within your team 1. Demonstrates openness and flexibility to new and different approaches 2. Mobilizes employees to support change initiatives 3. Encourages others to seek opportunities for different and innovative approaches to addressing problems and opportunities 4. Minimizes complexities, contradictions, ambiguity of change; clarifies direction and ensures smooth process to change 5. Proactively models and supports identified organizational changes with others 1. Creates and maintains an environment of high trust and innovation that promotes and facilitates organizational change 2. Communicates ongoing, accurate, complete, and clear information to all employees regarding the reason for change and the implementation process of change 3. Embraces change even if not invented here with enthusiasm and encourages others to be receptive to change 4. Successfully sells the change to leaders and organization 5. Champions entry into new markets and develops models to deliver new products and/or services to new locations Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

5 Coaching Provides timely guidance and feedback to help others strengthen specific knowledge/ skill areas needed to accomplish a task or solve a problem 1. Gives constructive feedback when requested 2. Maintains positive relations with co-workers through clear communication 3. Listens attentively to the needs of others 1. Provides ongoing, constructive feedback 2. Maintains positive relations with others by making them feel valued, appreciated, and included 3. Solicits others opinions in discussions 4. Enhances others self-esteem: (listens, empathizes, involves, discloses, and supports) 5. Shares knowledge and skills with team through positive coaching 6. Clarifies expected behaviors and knowledge to accomplish a task or solve a problem 1. Listens, provides feedback and constructive critique on performance that is timely and appropriate 2. Demonstrates positive, instructive approach to sharing knowledge and skills with others 3. Observes and offers opportunities to others for mentoring and job shadowing in order to help others develop skills 4. Sets roles, goals and responsibilities needed to accomplish actions 5. Deals promptly with performance problems and lends support toward their resolution 6. Addresses and works to resolve conflict 7. Identifies opportunities to effectively delegate situations with ongoing support 1. Listens, provides ongoing feedback, critique, and ideas to peers and subordinates 2. Identifies high potentials for succession planning and supports their ongoing development to reach their full potential 3. Drives and sustains positive personal and staff performance under the most challenging situations and business conditions 4. Continuously motivates and engages employees 5. Is frequently sought out for advice by other managers on how to develop employees specific knowledge areas 6. Provides peer coaching through sharing information and insights on both successes and failures 7. Reinforces and supports coaching practices with leaders and their teams Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

6 Collaboration and Teamwork Effectively uses appropriate interpersonal styles and methods in facilitating the involvement of others 1. Uses versatile interpersonal skills and techniques to gain acceptance of ideas or plans 2. Works cooperatively in a team environment 3. Applies appropriate behaviors to accommodate various interpersonal styles in peer interactions 4. Contributes fair share of effort to a team s work 1. Seeks input and encourages involvement from others 2. Builds team trust through a variety of methods 3. Recognizes different interpersonal styles and modifies behaviors to accommodate tasks, situations, and individuals involved 4. Leads team efforts through cooperation 5. Resolves conflicts within the team 1. Proactively initiates, solicits, and facilitates different perspectives from others 2. Encourages active involvement from all team members in a way that models inclusive behavior 3. Models behaviors that build team trust to strengthen positive interactions 4. Acknowledges and celebrates efforts and successes 5. Selects team members considering interpersonal and technical talents for effective project success 1. Fosters cooperation across the organization and with particular functions 2. Removes barriers to partnerships and teamwork that inhibit fulfillment of One Company goals and priorities 3. Anticipates and works to resolve potential or emerging organizational conflicts 4. Values, seeks out, and promotes diverse perspectives 5. Instills passion and commitment toward a common goal that is built upon an established foundation of trust Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

7 Communication Clearly and honestly listens to and conveys information and ideas through oral and written media with individuals or groups that ensures shared meaning of the message 1. Practices open and effective communication 2. Demonstrates ability to interpret and respond to messages appropriately 3. Actively participates in meetings 4. Writes with correct grammar and punctuation 5. Writes notes, instructions, or minutes from meetings that clearly communicate discussion agreements, decisions, and actions 6. Practices active listening skills through questioning, paraphrasing, summarizing, and use of non-verbal actions 1. Demonstrates ability to convey a persuasive case and provides substantial evidence 2. Provides needed information ahead of time that is organized and developed in a logical, systematic fashion 3. Effectively facilitates meetings, both internal and external 4. Interprets messages from others and responds in an appropriate manner 5. Writes clearly, concisely and persuasively 6. Actively listens and responds thoughtfully during one-on-one and group discussions 7. Responds to messages in a timely fashion 8. Conducts presentations that engage the audience 1. Ensures understanding through paraphrasing and use of relevant examples 2. Creates an environment where employees can openly share opinions 3. Effectively facilitates meetings that involve the audience and ensure shared understanding 4. Writes clearly, concisely and persuasively about complex, technical or sensitive topics 5. Presents in a highly effective manner - clear, crisp, concise 6. Effectively uses active listening skills and two-way communication to prevent misunderstandings 7. Adapts personal communication style and level of message to suit the target audience 1. Effectively conveys Company s vision through a variety of appropriate communication methods 2. Inspires the organization through both written and verbal messages 3. Conveys public information appropriately in a positive manner 4. Communicates as effectively in spontaneous or unrehearsed settings as in prepared ones 5. Aligns leaders around strategy, objectives, and plans 6. Models active listening skills 7. Creates and maintains influential relationships through effective communication 8. Periodically conducts formal employee meetings for visual presence and to promote feedback 9. Maintains accessibility to all levels of employees 10. Frequently articulates the benefits of an inclusive workplace culture with employees and other leaders Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

8 Customer Focus (Internal and External) Makes raving fans out of customers - including both external and internal - by putting their needs in the forefront of one s actions and demonstrating value added actions (Internal and External) 1. Actively determines scope of customer needs 2. Responds attentively to customer requests 3. Partners with team to execute more complex customer goals and requests 4. Proactively acts or engages others to meet customer needs and requirements (Internal and External) 1. Proactively seeks to understand customer goals and needs and consistently looks for ways to support them 2. Effectively uses interpersonal skills with customers, network, and business relationships to identify needs, solutions, and business opportunities 3. Establishes cooperation and rapport, and acts with empathy to maintain effective customer relationships 4. Acts with a sense of urgency in meeting customer needs and demonstrating value 5. Educates and shares information with customers to build their understanding of issues, capabilities and demonstrate value added actions 6. Confidently handles problems, unpredictable events, and other potentially negative situations while maintaining positive customer outcomes (Internal and External) 1. Proactively reviews customer feedback (including customer satisfaction survey) and acts on improvement opportunities in a timely fashion 2. Builds customer-centric mentality with team(s) in seeking to understand and better meet customer needs 3. Considers how actions or plans will affect multiple customer groups 4. Demonstrates ability to build zippered (top-down), value added customer relationships 5. Holds others accountable for highest customer satisfaction results 6. Addresses volatile customer issues and successfully resolves conflicts 7. Demonstrates knowledge of different market sectors and delivery systems to ensure positive customer relations while protecting profits (Internal and External) 1. Fosters a culture where customers are a priority 2. Proactively seeks information to anticipate customer circumstances, problems, expectations, and needs 3. Demonstrates active leadership participation with outside network, customers, partners, vendors, and suppliers that strengthen Company s reputation and stimulates growth 4. Holds leaders accountable for Client Advocacy and the Client Relationship and takes necessary action that sets an example for others 5. Identifies ways that diversity and inclusion can position Company for increased growth opportunities Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

9 Develop People Including Self Practices self improvement; champions employee growth and education 1. Completes core learning requirements 2. Seeks out opportunities for personal development and continuous learning 3. Actively participates in the performance appraisal process as an employee and matrix reviewer 4. Sets individual learning and development goals and takes action to attain them 5. Pursues appropriate activities outside of standard development, including mentoring, on the job training and stretch assignments 1. Seeks out opportunities outside of work to further self-development 2. Asks for constructive feedback from others and acts on it for selfimprovement 3. Writes fair, thorough and timely annual performance appraisals; conducts meaningful appraisal discussion 4. Delegates work to grow team members skills 5. Actively supports education, training, and growth assignments for employee development 6. Encourages and mentors employees 1. Demonstrates focus on selfdevelopment of interpersonal, relationship, and leadership skills 2. Uses feedback to define selfdevelopment opportunities 3. Writes fair, thorough and timely annual performance appraisals; conducts meaningful appraisal discussions 4. Conducts follow-up discussions on employee performance goals 5. Proactively and fairly encourages and mentors employees with skill improvement and career development 6. Co-creates relevant, measureable learning and development plans; monitors progress with employees 7. Volunteers to deliver instruction and facilitate the education of others 8. Actively supports internal/external education, training, and growth assignments that meet employee and organizational goals 1. Role-models self-improvement by actively and publicly participating in development activities 2. Ensures that every employee has an annual performance appraisal discussion with their manager and a fair assessment for performance improvement 3. Works with leaders to jointly determine professional growth activities and development plans 4. Continuously feeds the talent pipeline by meeting college and other hiring goals 5. Promotes a talent management culture through oversight, participation and follow-through 6. Mentors others for career progression and success 7. Ensures concentrated career progression and support for underrepresented groups 8. Determines and addresses developmental needs that support business strategy 9. Fosters a learning environment where employees are encouraged to take acceptable risks Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

10 Drive for Results Shows passion, commitment, and ability to focus on and execute results 1. Develops specific, measurable, attainable, realistic and time-bound (SMART) individual goals that are aligned with group goals and priorities 2. Sets high personal standards of performance 3. Follows-through on own commitments 4. Plans/manages time effectively 5. Identifies priority work and prioritizes day-to-day activities 1. Develops goals that are aligned with company, region, department, project, group goals and priorities 2. Makes decisions that produce and achieve quality results 3. Meets organizational goals and delivers results to a standard of excellence 4. Uses metrics to measure results 5. Plans/manages time effectively using action-oriented milestones 6. Obtains commitment from others and follows-up to ensure results 7. Monitors team progress against goals 1. Establishes specific, measurable, attainable, realistic and timebound (SMART) performance goals and holds others accountable for achieving them 2. Makes decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure 3. Creates a climate committed to excellence by continually raising expectations 4. Deals effectively with changing priorities, unexpected events, increasing demands while focusing on results 5. Actively applies technical skills, tools, and new systems to analyze, interpret, and accomplish goals 6. Inspires and recognizes performance that exceeds expectations 1. Translates strategy into operational reality with identified accountabilities to successfully achieve desired goals and results 2. Communicates a clear and compelling vision and shows a strong sense of purpose 3. Establishes challenging but realistic goals with leaders to achieve high productivity 4. Ensures alignment of communication, processes, resources and systems across business units with vision and direction 5. Encourages responsible risk taking to achieve results 6. Builds a culture of action and accountability by role modeling a high level of energy in meeting deadlines and targets 7. Formulates clear decision criteria; evaluates options by considering implications and consequences; chooses an effective option Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

11 Demonstrates outward support for embracing Safety, Sustainability, Inclusion, and Wellness both personally and professionally 1. Supports the Safety aspect of 2. Supports the Sustainability aspect of 3. Supports the Inclusion aspect of 4. Supports the Wellness aspect of 5. Behaves at all times with high commitment to safety policies and performance 6. Stops unsafe acts 1. Models the Safety aspect of 2. Models the Sustainability aspect of 3. Models the Inclusion aspect of 4. Models the Wellness aspect of 5. Role models safety behavior and holds others accountable for conforming to safety policies and performance 6. Initiates and demonstrates support for safety activities and programs 1. Leads the Safety aspect of 2. Leads the Sustainability aspect of 3. Leads the Inclusion aspect of 4. Leads the Wellness aspect of 5. Communicates personal commitment to safety; sets goals for team and others and then follows-through to ensure accountabilities 6. Engages employees by promoting an inclusive, fair and respectful workplace culture 1. Drives the Safety aspect of 2. Drives the Sustainability aspect of 3. Drives the Inclusion aspect of 4. Drives the Wellness aspect of 5. Leads and actively participates in company Safety, Sustainability, Inclusion and Wellness activities 6. Recognizes efforts of teams and individuals for Gilbane Cares behaviors 7. Proactively leads and implements action plans to continuously improve employee engagement Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

12 Lead Through Mission and Values Demonstrates Company s core values 1. Adheres to moral, ethical, and professional standards, regulations, and organizational policies 2. Behaves consistently with the core values 3. Keeps commitments to promised actions 4. Models Company values outside the workplace 1. Adheres to moral, ethical, and professional standards, regulations, and organizational policies 2. Models the core values by incorporating them into daily behaviors and interactions 3. Holds others accountable to behave consistently with the core values 4. Keeps commitments to promised actions 1. Adheres to moral, ethical, and professional standards, regulations, and Company policies and values 2. Leads through the core values by incorporating them into all actions, plans, strategies, and interactions 3. Keeps commitments to promised actions 4. Creates an environment that encourages others to demonstrate the core values 5. Holds others accountable for embodying the core values 6. Mentors others in applying core values to improve their day-to-day performance 1. Adheres to moral, ethical, and professional standards, regulations, and Company policies and values 2. Generates enthusiasm and commitment to the mission and values across the Company 3. Role models Company s core values through words and actions 4. Keeps commitments to promised actions Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

13 Problem Solving Solves problems proactively and gains others commitment to solutions and decisions 1. Participates in continuous improvement processes 2. Solves problems independently 3. Works collaboratively with others to solve problems 1. Distinguish root causes from symptoms when problem solving 2. Supports and participates in continuous improvement processes 3. Identifies and resolves issues and successfully gains others commitment to implement solutions 4. Shares lessons learned and best practices with others and team 1. Proactively identifies issues or problems 2. Applies tools and process analysis to identify root cause of issues or problems 3. Works collaboratively across functions to gain acceptance of problem resolution 4. Clearly communicates proposed solutions 5. Implements new solutions with successful metrics 6. Coaches others to use problem solving tools and processes to resolve own problems 7. Uses leading indicators to anticipate problems, identify root cause and resolve accordingly 1. Drives process improvement into the culture by recognizing teams and leaders for successful problem solving 2. Shares lessons learned and best practices with organization and peers 3. Leads activities to implement standards for improvement in value to client and efficiencies Serving the Community Is active as community volunteer and contributes to local needs of community 1. Commits to and participates in Company sponsored activities 1. Actively looks for and participates in local community initiatives 2. Makes an extra effort to donate time, talent, or other contributions to the local needs of the community 3. Models and promotes community involvement with team 1. Openly shares the benefits, both personally and professionally, of community involvement with colleagues and team 2. Leads team in volunteer actions to respond to community needs 3. Serves as leader on boards and community organizations that expose Company to market opportunities 4. Leverages personal network (including community based contacts) to build relationships with key influencers 1. Sustains and renews Company presence in community volunteerism as a conspicuous brand 2. Sponsors community events and activities that align with Company goals and values 3. Prioritizes social responsibility and provides organizational guidance and direction Leadership_Competency_Model_Ver5-0_ Revision 5-0, October 15, 2013

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