The Leadership Star: Qualities in Action. For internal use only. Not for use with customers.

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1 The Leadership Star: Qualities in Action» For internal use only. Not for use with customers.

2 2 A Guide to Qualities in Action 3 A Guide to Qualities in Action» Use this guide to help you, or the people you manage, to recognise and develop the behaviours that lead to great performance. The Star Qualities outline the behaviours and attributes that will help us to deliver the results that we want and work in a way that we all enjoy. They are closely aligned with our long term objectives of:» Delivering sustainable, profitable growth» Making NFU Mutual a great company to do business with» Making NFU Mutual a great place to work There are two Stars the Personal Star and the Leadership Star. Personal Star Qualities Business Focus Delivers Results Executes Successfully Customer Focus Personal Effectiveness (typically roles at level 1-4*) The two sets of Star Qualities are closely matched, with the Leadership Star building on the Personal Star to reflect the increased levels of accountability in more senior roles. * The appropriate Star is determined by role accountabilities and is outlined in your Role Profile. Star Qualities and Roles Leadership Star Qualities Sets Direction Drives Results Executes Successfully Customer Focus Energises Others (typically roles at levels 4-8*) Each Star Quality has three ascending sets of behavioural descriptions or Tiers, which provide examples of the Star Quality in action. Role Profiles outline the appropriate Tier for that role in each of the five Star Qualities. This helps to provide a clear focus for development, be this within or beyond the current role. Working with Strengths The Star Qualities can be used to help you identify and work with your strengths. There will be some things you find easy and enjoyable in work these are likely to be strengths. Playing to your strengths is highly engaging and a really effective way to achieve great performance. Having said that, you can t avoid or neglect the things you find more difficult, especially if they impact on the overall performance of your role. Strengths-based working is about finding ways to play to your strengths more, whilst identifying and managing your weaknesses so that they don t impact on your performance. Star Qualities, Your Performance and Development As part of your MA discussions, use the Star Quality Tiers listed in your role profile, together with the extra detail in this booklet to discuss your performance with your People Manager. It is important that you regularly discuss your results (Objectives) and your behaviours (Star Qualities) with your People Manager, so that you are clear about your current performance and joint expectations going forward. The Star Quality Tiers describe the behaviours role holders should demonstrate to deliver a great performance.

3 4 SETS DIRECTION 5 SETS DIRECTION» SETS DIRECTION Tier 2 Working in a complex environment, leaders are astute in anticipating developments and interpreting strategy and will translate this into an inspirational vision, appropriately stretching targets and priorities for their people or area of responsibility. Tier 1 Tier One Interprets and translates organisational vision and strategy into relevant, stretching targets and actions for their team or area of responsibility. Initiates and generates useful and appropriately targeted and quality assured activity within own team or area of responsibility Confidently seizes the initiative and makes clear decisions to guide own work and the work of others (e.g. team members or individuals within business area) in line with the organisational vision Co-ordinates activities at a team level, ensuring that everyone s roles are clearly defined and everyone knows what is expected of them Maintains high ethical standards in line with the Guiding Principles of NFU Mutual, and ensures that they are not compromised by self or others for personal, team, departmental or organisational gain Gains commitment from others to the organisational direction, and persuades them of its relevance and benefits at a team and individual level Aligns, constantly realigns and quality assures the objectives of own team or area of responsibility to reflect any changes in organisational direction and plans Identifies future possibilities for own working area and beyond, and passes these ideas to key stakeholders Seeks and proposes new opportunities in line with their understanding of market trends and the underlying factors affecting them Interprets and translates organisational vision and strategy into relevant, stretching objectives, actions and strategies for their business area. Initiates and generates useful and appropriately targeted and quality assured activity within own business area Demonstrates confidence in own decisions and actions, which guide the work of people in wider business area in line with the organisational vision Co-ordinates activities at the level of own department, ensuring that teams and individuals roles are clearly defined and everyone knows what is expected of them Openly demonstrates and shares high ethical standards in line with the Guiding Principles of NFU Mutual, and ensures that they are not compromised by self or others for personal, team, departmental or organisational gain Gains emotional commitment and support from others to the organisational direction, and persuades them of its relevance and benefits at a departmental, team and individual level Works with an orientation to the future, aligning and constantly realigning the organisational strategies and holistic planning of own department to reflect any changes in organisational direction and long-term organisational strategy Explores with appropriate stakeholders a range of future possibilities that the department or entire organisation could aspire to achieve Constantly seeks new opportunities, seizing upon possibilities opened up by changes in market trends and their underlying factors, as well as consideration of relevant wider changes (e.g. in technology or legislation)

4 6 SETS DIRECTION DRIVES RESULTS 7 Tier 3 Tier Three Defines a coherent organisational vision and organisational strategies, and communicates them to the business in terms that are relevant, targeted and measurable to their intended audience.» DRIVES RESULTS Leaders take responsibility and are holding others and themselves accountable for delivering services and results to agreed quality standards, timescales and budgets. Leaders encourage and enable their people to make a real difference, rise to challenges and perform to the best of their abilities in all circumstances. Initiates and generates useful and appropriately targeted and quality assured activity across the organisation Projects a strong air of confidence in own decisions and actions, which guide the organisational direction and vision Provides teams and departments with clear directions that are translated from the organisational strategy Champions the Guiding Principles of NFU Mutual, living them through all aspects of own behaviours and ensuring others to do likewise Gains emotional commitment, support and agreement from others to the organisational direction, changing other people s mindsets if they originally opposed it, and persuading them of its benefits to them personally as well as to their teams and departments and to the organisation as a whole Works with an orientation to the future; setting, developing and revising organisational strategy in line with the organisational vision to ensure it remains coherent and relevant Constantly explores future possibilities for NFU Mutual and inspires others to achieve this vision of the organisation s potential future Constantly seeks to be ahead of the competition regarding new business opportunities, by anticipating and actively monitoring long term market developments, as well as considering relevant wider trends (e.g. in technology or legislation) Tier 1 Tier One Takes personal responsibility and also holds team accountable for delivering to agreed standards, challenging self and others to rise to challenges and perform to the best of their abilities. Delegates work to others in own team or department appropriately, taking into account others abilities, workload and preferences, and balancing routine and more interesting tasks Builds, maintains and makes effective use of relationships with other people at all levels, and uses people networks to the advantage of own team or own area of responsibility Contributes innovative approaches, ideas and insights to overcome obstacles and meet or exceed goals Challenges self and own team or organisational area to achieve high levels of quality and productivity and acts as critical friend to others Introduces and uses formal quality management techniques to ensure quality procedures are followed. Emphasises productivity and efficiency and monitors the volume of own and others output Drives projects along by ensuring that team or department s goals relating to wider projects are consistently achieved Supports others in adapting to ambiguity and changing circumstances Remains positive and upbeat under challenging conditions where definite information or direction may not be available Enthusiastically welcomes demanding goals, working through tough challenges to achieve success

5 8 DRIVES RESULTS DRIVES RESULTS 9 Tier 2 Tier 3 Tier Three Takes personal responsibility for defining appropriate standards for delivery by self and department, challenging self and others to rise to challenges and to seek to exceed expectations. Defines and lives by appropriate organisational standards, challenging self and others to rise to ever increasing challenges and to seek to exceed expectations in all they do. Decides which team or department is best placed to deliver which aspects of the overall project or business as usual work, taking into account departments resources and an appropriate balancing of routine and challenging tasks Builds, maintains and makes effective use of relationships with other people at all levels, and extends an effective network of links with individuals across organisational departments Contributes a range of innovative ideas, approaches and insights that may challenge traditional assumptions in order to overcome obstacles, meet or exceed goals or create wider performance improvements Constantly revises quality and productivity targets for own department in line with or exceeding demanding organisational standards and acts as critical friend to others Challenges quality assurance programmes and productivity management systems to ensure they add the greatest value to organisational outputs Consistently achieves high-level results from inter-departmental project teams, managing and delivering projects on-time and onbudget to agreed quality standards Supports others in adapting to ambiguity and embracing changes Remains positive and upbeat under challenging conditions where definite information or direction may not be available and seeking to take advantage of such settings Enthusiastically sets self demanding goals and targets, then challenges self to meet or exceed them, persevering through all obstacles and difficulties Decides which team or department is best placed to deliver which aspects of the overall project, considering setting up new team or organisational structures where appropriate, taking into account departments resources and an appropriate balancing of routine and challenging tasks Builds, maintains and makes effective use of relationships with other people at all levels, and extends an effective network of links with individuals in and outside the organisation, building and maintaining strategic partnerships with a range of key stakeholders Contributes a range of ideas, approaches and insights that may lead to a complete change of thinking, seeking to overcome obstacles and constantly improve the efficiency, effectiveness and overall performance of the whole organisation Constantly reviews quality and productivity, revising targets to set demanding cross-organisational standards Benchmarks the organisation s quality and productivity standards against internal targets and external sector leaders Drives an organisational culture that focuses on results, inspiring others to achieve and exceed goals and expectations Remains constantly alert for changing economic or organisational conditions and alters the organisation s overall approach to incorporate them Sees ambiguity and uncertainty in the sector as an opportunity for the organisation to strengthen its overall position, and searches for opportunities for growth wherever there is doubt or lack of clarity Enthusiastically sets self increasingly demanding goals and targets, then challenges self to exceed them, persevering through all obstacles and difficulties

6 10 EXECUTES SUCCESSFULLY» EXECUTES SUCCESSFULLY Leaders regard implementing change as an opportunity and enjoy being creative and challenging to make things happen. Leaders often take calculated risks and when appropriate take radical action. They also use a range of styles which challenge traditional organisational boundaries and ways of working. Leaders consider themselves facilitators of others, encouraging people to take responsibility for making changes, whilst retaining ultimate accountability. Leaders make service improvements in line with Risk Strategy and Risk and Governance framework. Tier 2 EXECUTES SUCCESSFULLY Makes things happen at a departmental or divisional level by challenging conventional thinking, managing moderate risks, involving key stakeholders and seizing the opportunities offered by change. Acts decisively in managing risks and issues associated with the operation of wider team or department and the delivery of objectives. May involve insufficient information, ethical choices and changing situations 11 Tier 1 Tier One Makes things happen at a team or individual work area level by challenging conventional thinking, managing minor risks, involving others and seizing the opportunities offered by change. Acts decisively in managing own work area taking account of operational risks and other factors Empowers appropriate people to take responsibility for smallmedium scale changes and manage minor risks in line with Risk Management Strategy and associated frameworks. Provides, communicates, monitors and addresses measurable standards of behaviour in the context of change and risk management Communicates proactively with others and encourages them to share their views also, involving them in consultation when decisions need to be made Analyses and integrates potentially conflicting numerical, verbal and other forms of information in order to measure individual and team progress against goals Challenges traditional approaches, ways of working and organisational boundaries in order to create improvements in a number of organisational areas Adapts own interpersonal style to challenge groups and individuals to make things happen and to take responsibility for making changes Empowers appropriate people to take responsibility for mediumlarge scale changes and manage moderate risks in line with Risk Management Strategy and associated frameworks. Defining standards for appropriate behaviour in the context of change and risk management, and addresses behaviour that fails to meet those standards Proactively consults with key stakeholders during all aspects of decision making Analyses and integrates diverse, complex and potentially contradictory qualitative and quantitative data from a wide variety of sources in order to measure and maintain progress of teams and departments against goals Challenges traditional approaches, ways of working and organisational boundaries in order to create improvements that will simultaneously or consecutively benefit a number of organisational areas Adapts own interpersonal style to challenge groups and individuals to make things happen and to take responsibility for making changes I empower and involve people, set high standards and focus on delivery to make things happen

7 12 EXECUTES SUCCESSFULLY 15 ENERGISES OTHERS Tier 3 Tier Three Makes things happen at an organisational level by challenging conventional thinking, managing major risks, involving a broad cross-section of stakeholders and seizing the opportunities offered by change.» ENERGISES OTHERS Leaders believe that people have different strengths and therefore have the potential to contribute in different ways to the performance of the team, function, department or the company as a whole. Leaders engage, motivate and develop others to work collaboratively in teams to achieve results. Leaders display confidence and passion and are a role model for others. Leaders create a great place to work. Acts decisively to manage risks and issues affecting the whole organisation and the delivery of its objectives. May involve disaster recovery and difficult ethical and political choices Tier 1 Tier One Empowers appropriate people to take responsibility for large scale changes and manage major risks in line with Risk Management Strategy and associated frameworks Identifies trends of unacceptable behaviour around change and risk management in groups and individuals. Puts corrective actions in place to address unacceptable behaviours and their causes across the organisation Proactively consults with a broad cross-section of stakeholders during all aspects of decision making Analyses and integrates diverse, complex and potentially contradictory qualitative and quantitative data from a wide variety of sources in order to measure and maintain organisational progress against strategic goals Challenges traditional approaches, ways of working and organisational boundaries in order to make integrated improvements across multiple areas for the overall benefit of the organisation Adapts own interpersonal style to challenge groups and individuals to make things happen and to take responsibility for making changes Recognises the different ways that different people contribute to team performance. Engages, motivates and develops others to work effectively and collaboratively to achieve both results and their own potential. Acts as a role-model for others. Emphasises the impact and importance of people s work for achieving team targets and goals Recognises strengths in others, encourages their development and ensures they are aware of the resources available for their learning and development Creates a sense of team spirit by encouraging harmony, cooperation and communication, dealing with issues to maintain fairness and acting as a visible role-model of the Star Qualities and Guiding Principles Ensures that the contribution of others is recognised through formal reward processes and gestures of informal recognition Presents self effectively and credibly to others in one-to-one and group settings, using business appropriate language Appropriately adapts their own behaviour, approach and interpersonal style to fit in with the situation and engage with the characteristics of groups and individuals they are dealing with Channels potentially negative emotions in a helpful and positive manner, even in highly emotive or emotionally challenging environments Displays confidence about success to others, remaining positive in the face of adversity, quickly recovering from setbacks and keeping problems in perspective

8 14 ENERGISES OTHERS 15 ENERGISES OTHERS Tier 2 Tier 3 Tier Three Recognises the different ways that different people and teams contribute to organisational performance. Works to provide a climate of autonomy and empowerment that encourages engagement, motivation and development of others in order that they may work effectively and collaboratively to achieve both results and their own potential. Acts as a role model for others. Pushes autonomy and empowerment downwards through the department or division. Inspires enthusiasm and a positive attitude in people about their work and their contribution to the department and the organisation s success Provides honest feedback and encourages others to recognise their strengths and pursue development opportunities, creating genuine learning opportunities for them Creates and encourages a climate of team-working and collaboration across boundaries, acting as a visible role-model of the Star Qualities and Guiding Principles. Ensures that the contribution of others is recognised across the department or division, both through formal reward processes and personal gestures of informal recognition Quickly creates a credible and lasting impression on others in one-toone, team and large group settings. Appropriately adapts their own behaviour, approach and interpersonal style to fit in with the situation and engage with the characteristics of groups and individuals they are dealing with Channels potentially negative emotions in a helpful and positive manner, even in highly emotive or emotionally challenging environments Displays confidence about success and passion for it to others, maintaining visibly high levels of morale in the face of difficulties. Remains upbeat about the future at all times, demonstrating to others a firm belief that obstacles and adversity will be overcome Recognises the different ways that different people, teams and departments contribute to overall organisational performance. Creates and champions a climate of autonomy and empowerment that encourages engagement, motivation and development of others in order that they may work effectively and collaboratively to achieve both results and their own potential. Pushes autonomy and empowerment downwards through the organisation. Inspires enthusiasm and a positive attitude in people about their work and their contribution to the organisation s success Facilitates the development of high potential individuals and the concept of a learning organisation Creates and encourages a climate of team-working and collaboration across the organisation, acting as a visible role-model of the Star Qualities and Guiding Principles Ensures that outstanding performance is recognised throughout the organisation, and personally invests time to recognise and support those who contribute to organisational success Creates a positive, credible and lasting impression on others in oneto-one, team and large group settings Appropriately adapts their own behaviour, approach and interpersonal style to fit in with the situation and engage with the characteristics of groups and individuals they are dealing with Channels potentially negative emotions in a helpful and positive manner, even in highly emotive or emotionally challenging environments Displays confidence about success and passion for it to others, rolemodelling visibly high levels of morale in the face of difficulties. Remains upbeat about the future at all times, demonstrating to others a firm and unshakable belief that obstacles and adversity will be conquered

9 16 CUSTOMER FOCUS CUSTOMER FOCUS 17» CUSTOMER FOCUS Tier 2 Leaders demonstrate commitment to meeting the expectations and requirements of internal and external customers and always act with them in mind. Leaders communicate and demonstrate the need to work with and support NFU Mutual s partners and tied agents. Leaders understand the importance of consistently providing a high-quality service and appreciate that in NFU Mutual they are ultimately accountable to our members. Meets the expectations and requirements of internal and external customers at both a group and individual level. Demonstrates a clear understanding of customers, their issues and their market and ensures they receive a high quality service at all levels of their organisation from NFU Mutual. Defines standards for appropriate behaviour with customers, with particular emphasis on service quality Tier 1 Tier One Meets the expectations and requirements of internal and external customers. Demonstrates an understanding of customers and their issues and ensures they receive a high quality service from NFU Mutual. Communicates and monitors measurable standards for customer service quality, which the behaviour of others must meet Addresses behaviours which fail to meet customer service quality standards Demonstrates that NFU Mutual is a great company to do business with by treating customers fairly, demonstrating straightforwardness, openness, honesty and high ethical standards in dealing with them Quickly builds rapport with different types of customers Establishes good long-term working relationships with customers Proactively engages with customers to seek their feedback Addresses inappropriate behaviour towards or relating to customers Demonstrates that NFU Mutual is a great company to do business with by treating customers fairly, committing to straightforwardness, openness, honesty and high ethical standards in all dealings with them Quickly builds rapport with different types of customer at both the group and individual level Actively nurtures and grows good long-term working relationships with customers across all organisational levels and boundaries Anticipates customer needs Champions initiatives to increase customer satisfaction Anticipates and actively monitors market developments in relation to their potential impact on customers I enthuse others and actively seek to make NFU Mutual a great company for our customers to do business with. Acts to remove obstacles to customer service Remains informed about customers wider operating environment, proactively building a broad understanding of the key factors driving local markets and beyond

10 16 CUSTOMER FOCUS Tier 3 Tier Three Meets the expectations and requirements of internal and external customers at both a group and individual level. Demonstrates a clear understanding of customers, their issues and the long-term developments in their market, and ensures they receive a high quality service at all levels of their organisation from all levels in NFU Mutual. Demonstrates that NFU Mutual is a great company to do business with by championing the organisational values and guiding principles in all dealings with customers, and by role-modelling straightforwardness, openness, honesty and high ethical standards to all Quickly builds rapport with all types of customers at both the group and individual level Actively nurtures and grows good long-term working relationships with people across all organisational levels and boundaries within own organisation, customer groups, tied agents and other relevant organisations, for the benefit of those who buy our products Drives an organisational culture of open, two-way communication to ensure complete understanding of customer needs Identifies trends of unacceptable behaviour, in groups and in individuals, towards customers or relating to customer service quality Puts actions in place to address unacceptable behaviours and standards relating to customers, and to address their causes across the organisation Facilitates partnerships with customers to deliver maximum and lasting satisfaction Anticipates and actively monitors long term market developments in relation to their potential impact on customers NFU Mutual is The National Farmers Union Mutual Insurance Society Limited (No ). Registered in England. Registered Office: Tiddlington Road, Stratford upon Avon, Warwickshire CV37 7BJ. Authorised and regulated by the appropriate regulatory authority.

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