360 By Design Library of Competencies and Derailment Factors

360 By Design Library of Competencies and Derailment Factors Version 3

360 By Design At-a-Glance Leading Others Communication p.1 Communicates Communicating effectively Communicating information, ideas Listens Participative management Conflict p.2 Confronting problem employees Managing conflict; negotiation Diversity p.3 Adapts to diverse cultures Leveraging differences Respect for differences Values diversity Employee Development p.4 Delegates Developing and empowering Develops employees Gives feedback Leading employees Mentors others Selecting, developing, accepting people Global Perspective p.6 Adapts to cultural differences Global awareness Understands international business Motivation p.7 Inspiring commitment Motivates others Relationships p.7 Building collaborative relationships Compassion and sensitivity Putting people at ease Relationships Work Groups p.9 Brings out the best in people Forging synergy Leading the Organization Business Acumen p.10 Business perspective Seeks broad business knowledge Shows business knowledge Change p.11 Change management Leading change Courage p.11 Courage Has the courage to take risks Decision Making p.12 Decisiveness Makes decisions Taking action, making decisions, following through Influence p.13 Influencing, leadership, power Strategic perspective Innovation p.14 Risk-taking, innovation Occupational Skills p.14 Demonstrates customer/vendor relations skills Demonstrates financial management skills Demonstrates human resources skills Demonstrates marketing skills Demonstrates sales skills Problem Solving p.15 Getting information, making sense of it; problem identification Insightful: sees things from new angles Recognizes trade-offs Sound judgment Project Management p.16 Administrative/organizational ability Organizes System Thinking p.17 Acts systemically Vision and Strategy p.17 Demonstrates vision Plans and sets goals Strategic planning Leading Yourself Adaptability p.19 Adapts Embraces flexibility Interpersonal savvy Openness to influence; flexibility Composure p.20 Composure Coping with pressure and adversity; integrity Handles disequilibrium Image p.21 Demonstrates leadership stature Demonstrates self-confidence Executive image Initiative p.22 Committed to making a difference Energy, drive, ambition Leads with purpose Motivates self Results orientation Taking initiative Integrity p.23 Acts ethically Acts with integrity Builds relationships Credibility Learning Capacity p.24 Being a quick study Knowledge of job, business Learning from experience Learns from mistakes Learns through others Seeks opportunities to learn Self-Awareness p.26 Open to criticism Seeks and uses feedback Self-awareness Self-management, self-insight, self-development Self-Management p.27 Balance between personal and work life Career management Sets leadership goals Time management Derailment Factors p.29 Difficulty building and leading a team Failure to meet business objectives Too narrow a functional orientation Difficulty changing or adapting Problems with interpersonal relationships

How to Use the 360 By Design Library Use the 360 By Design Library to review and select the competencies and derailment factors you want to include in your customized assessment. All 91 competencies and 5 derailment factors have been rigorously tested to ensure valid and reliable feedback results. In order to provide this level of accuracy, the items (individual questions) within each competency cannot be modified. Consider these best practices as you select competencies for your assessment: 1. Familiarize yourself with the content of the 360 By Design Library. Read the competency names and descriptions under the Leading Others, Leading the Organization, and Leading Yourself sections. 2. Identify competencies that are most important for your target audience. 3. Read the behavioral items listed under each of the competencies you identified. 4. Pinpoint competencies in which most or all of the items apply to or represent the behaviors important for your target audience. 5. Review the five derailment factors and decide if you want to include any in your 360 By Design survey. It is optional. Select one or more of these factors if you want your participants to receive feedback on these problems that can stall a career. 6. Review the competencies and derailment factors that you identified. The minimum number of competencies for a survey is 6. The derailment factors are optional and appear in a separate section of the survey and feedback report. We recommend that your survey include no more than 150 items. Library Key Example Conceptual Category Leading Others Competency Cluster Does not appear in the survey or feedback report Competency Name (number of items) Competency Description Communication 1. Communicates (5) Effectively communicates organization goals and is able to inspire through presentation of information. Behavioral Items The fixed set of items that belong to the competency or derailment factor Lets people know the direction of the organization. Makes specific organization goals and plans clear. Is clear about his/her expectations. Inspires enthusiasm when speaking. Commands the attention of others when speaking.

P a g e 1 Leading Others Communication 1. Communicates (5) Effectively communicates organization goals and is able to inspire through presentation of information. Lets people know the direction of the organization. Makes specific organization goals and plans clear. Is clear about his/her expectations. Inspires enthusiasm when speaking. Commands the attention of others when speaking. 2. Communicating effectively (6) Expresses ideas clearly and concisely; disseminates information about decisions, plans, and activities. Expresses ideas fluently and eloquently. Prevents unpleasant surprises by communicating important information. Encourages direct and open discussions about important issues. Writes clearly and concisely. Conveys ideas through lively examples and images. Clearly articulates even the most complex concepts. 3. Communicating information, ideas (5) Communicates effectively both verbally and in writing. Is adept at disseminating information to others. Is crisp, clear, articulate. Is a good public speaker; skilled at performing, being on stage. Makes his or her point effectively to resistant audience. Is a strong communicator on paper; good writing skills. 4. Listens (4) Is a willing and patient listener and is open to feedback. Listens carefully to others' ideas and suggestions. Makes people feel they are truly heard. Shows a willingness to listen and be open to input. Is open to constructive feedback.

P a g e 2 5. Participative management (9) Involves others, listens, and builds commitment. Uses effective listening skills to gain clarification from others. Is open to input of others. Encourages direct reports to share. Involves others in the beginning stages of an initiative. Gains commitment of others before implementing changes. Listens to individuals at all levels in the organization. Keeps individuals informed of future changes that may impact them. Listens to employees both when things are going well and when they are not. Involves others before developing plan of action. Conflict 6. Confronting problem employees (6) Acts decisively and with fairness when dealing with problem employees. Can deal effectively with resistant employees. Acts decisively when faced with a tough decision such as laying off workers, even though it hurts him/her personally. Moves quickly in confronting a problem employee. Is able to fire or deal firmly with loyal but incompetent people without procrastinating. Correctly identifies potential performance problems early. Appropriately documents employee performance problems. 7. Managing conflict; negotiation (3) Negotiates adeptly with individuals and groups; effective at managing conflict and confrontations skillfully. Is effective at managing conflict. Confronts others skillfully. Negotiates adeptly with individuals and groups over roles and resources.

P a g e 3 Diversity 8. Adapts to diverse cultures (5) The ability to adapt to meet cultural expectations. Effectively selects and develops people in multiple cultural settings. Can evaluate the work of others in a culturally neutral way. Can motivate multicultural teams effectively. Can inspire information sharing among individuals who do not know/see each other and who may represent different cultures. Can adapt management style to meet cultural expectations. 9. Leveraging differences (5) Works effectively with people who differ in race, gender, culture, age, or background; leverages the unique talents of others to enhance organizational effectiveness. Promotes policies that are sensitive to the needs of a diverse workforce. Works well with people who differ in race, gender, culture, or age. Leverages the unique talents and viewpoints of others. Hires people with a diversity of skills and backgrounds. Respects employees regardless of their position or background. 10. Respect for differences (4) Values people of different backgrounds, cultures, or demographics. Understands and respects cultural, religious, gender, and racial differences. Treats people of all backgrounds fairly. Values working with a diverse group of people. Is comfortable managing people from different racial or cultural backgrounds. 11. Values diversity (6) Avoids prejudging or making assumptions when dealing with others who differ by gender, race, or culture. Avoids prejudging others based on gender. Tries not to make assumptions about others based on race. Keeps own cultural viewpoints in check when interacting with a person from another culture. Effectively communicates with others who differ by gender, ethnic background, or nationality. Avoids prejudging others based on nationality. Is flexible when dealing with others.

P a g e 4 Employee Development 12. Delegates (4) Effectively delegates responsibility and allows employees the freedom to learn through their experiences. Gradually increases responsibility if appropriate. Gives employees control when they are ready. Allows talented people to do their jobs. Is willing to allow others to make learning mistakes. 13. Developing and empowering (6) Offers constructive feedback and encouragement; delegates work and encourages individual initiative. Delegates work that provides substantial responsibility and visibility. Acts as a mentor, helping others to develop and advance in their careers. Supports the decisions and actions of direct reports. Utilizes others' capabilities appropriately. Develops staff through constructive feedback and encouragement. Encourages individual initiative in determining how to achieve broad goals. 14. Develops employees (4) Coaches and encourages employees to develop in their careers. Coaches employees to improve performance. Provides employees with guidance when needed. Encourages employees to develop careers. Makes sure employees understand their roles. 15. Gives feedback (5) Can provide effective feedback at the appropriate moment. Gives appropriate feedback to others. Recognizes the importance of giving feedback to others. Gives feedback to others at the appropriate moment. Gives feedback to others in the appropriate manner. Gives specific, behavioral, and helpful feedback.

P a g e 5 16. Leading employees (13) Attracts, motivates, and develops employees. Is willing to delegate important tasks, not just things he/she doesn't want to do. Provides prompt feedback, both positive and negative. Pushes decision making to the lowest appropriate level and develops employees' confidence in their ability to make those decisions. Acts fairly and does not play favorites. Uses his/her knowledge base to broaden the range of problem-solving options for direct reports to take. In implementing a change, explains, answers questions, and patiently listens to concerns. Interacts with staff in a way that results in the staff feeling motivated. Actively promotes his/her direct reports to senior management. Develops employees by providing challenge and opportunity. Sets a challenging climate to encourage individual growth. Rewards hard work and dedication to excellence. Surrounds him/herself with the best people. Finds and attracts highly talented and productive people. 17. Mentors others (3) Provides a climate that supports growth of others. Provides ongoing feedback to direct reports. Is open with others about what he/she has learned from his/her mistakes. Becomes a coach or mentor to others. 18. Selecting, developing, accepting people (7) Sizes up people well; tolerant of idiosyncrasies and patient with others; good counselor and mentor; brings out the best in people; offers others appropriately challenging assignments and the opportunity to grow. Sizes up people well; has a nose for talent. Attracts talented people. Considers personalities when dealing with people. Is tolerant of the foibles, idiosyncrasies of others. Is a good coach, counselor, mentor; patient with people as they learn. Brings out the best in people. Gives direct reports appropriately challenging assignments and the opportunity to grow.

P a g e 6 Global Perspective 19. Adapts to cultural differences (5) Enjoys the challenge of working in and experiencing cultures different from his/her own; is sensitive to cultural differences. Is sensitive to differences between cultures. When working with people from other cultures, works hard to understand their perspectives. Likes to experience different cultures. Is quick to change his/her behavior to fit with a new environment; for example, when he/she is assigned to a foreign country. Enjoys the challenge of working in countries other than his/her own. 20. Global awareness (5) Leads the organization in understanding international issues; tracks global trends and world events. Leads the organization in understanding international issues. Monitors global trends that may affect the organization. Understands how world events might affect the organization's plans. Seeks opportunities to learn about different cultures and customs. Adapts behavior to fit different cultural norms. 21. Understands international business (7) Knows how to conduct business throughout the world. Can integrate local and global information for multi-site decision making. Discerns and manages cultural influences on business practices and marketing. Can create innovative corporate culture to leverage unique cultural based knowledge and information for new product and service development. Discerns and manages cultural influences on business practices. Can apply knowledge of public regulatory framework in multiple countries. Is able to make deliberate choices about how to conduct business successfully in a given part of the world. Can negotiate effectively in different business environments, even with jet lag and through translation.

P a g e 7 Motivation 22. Inspiring commitment (5) Motivates others to perform at their best. Rallies support throughout the organization to get things done. Publicly praises others for their performance. Infuses the organization with a sense of purpose. Understands what motivates other people to perform at their best. Provides tangible rewards for significant organizational achievements. 23. Motivates others (4) Recognizes and rewards the contributions of others. Shares rewards when goals are met. Recognizes individual contributions. Recognizes group contribution. Is a good cheerleader when people need a boost. Relationships 24. Building collaborative relationships (7) Builds productive working relationships with co-workers and external parties. Gets things done without creating unnecessary adversarial relationships. Uses good timing and common sense in negotiating; makes his/her points when the time is ripe and does it diplomatically. When working with a group over whom he/she has no control, gets things done by finding common ground. When working with peers from other functions or units, gains their cooperation and support. Tries to understand what other people think before making judgments about them. Quickly gains trust and respect from his/her customers. Can settle problems with external groups without alienating them.

P a g e 8 25. Compassion and sensitivity (6) Shows genuine interest in others and sensitivity to employees' needs. Is sensitive to signs of overwork in others. Is willing to help an employee with personal problems. Is calm and patient when other people have to miss work due to sick days. Allows new people in a job sufficient time to learn. Helps people learn from their mistakes. Conveys compassion toward them when other people disclose a personal loss. 26. Putting people at ease (3) Displays warmth and a good sense of humor. Has a good sense of humor. Has personal warmth. Has a pleasant disposition. 27. Relationships (10) Builds cooperative relationships; skilled at relating to many different types of people including direct reports, superiors, peers and outsiders. Builds warm, cooperative relationships. Isn't abrasive; doesn't usually antagonize people. Makes good use of people; doesn't exploit. Has good relationships with direct reports. Has good relationships with superiors. Has good relationships with peers. Has good relationships with outsiders. Is skilled at relating to many different types of people. Is readily available to others. Is competent at dealing with people's feelings.

P a g e 9 Work Groups 28. Brings out the best in people (5) Has a special talent with people that is evident in his/her ability to pull people together into highly effective teams. Is able to pull people together around a common goal. Is able to draw out the best in people. Can turn a group into a high-performing team. Is able to achieve consensus even when people disagree on the best course of action. Has a special talent for dealing with people. 29. Forging synergy (6) Maintains smooth, effective working relationships; promotes effective teamwork. Focuses others' energy on common goals, priorities, and problems. Helps direct reports resolve their conflicts constructively. Seeks common ground in an effort to resolve conflicts. Works harmoniously with key stakeholders. Identifies and removes barriers to effective teamwork. Maintains smooth, effective working relationships.

P a g e 10 Leading the Organization Business Acumen 30. Business perspective (5) Understands the perspectives of different functional areas in the organization; has a firm grasp of external conditions affecting the organization. Understands the perspectives of different functional areas in the organization. Understands the strengths and weaknesses of major competitors. Has a firm grasp of external conditions affecting the organization. Stays informed about the strategic moves of major competitors. Regularly seeks data about customer satisfaction. 31. Seeks broad business knowledge (4) Has an understanding of the business that goes beyond his/her own limited area; seeks to understand both the products/services and the financial aspects of the business. Has a solid understanding of our products and services. Knows how the various parts of the organization fit together. Knows the business. Understands the financial side of the business. 32. Shows business knowledge (4) Has technical and business knowledge for this industry. Has a good understanding of the industry. Stays current on new trends in the market. Has the technical skills necessary for this industry. Understands this organization's products/services.

P a g e 11 Change 33. Change management (9) Uses effective strategies to facilitate organizational change initiatives and overcome resistance to change. Leads change by example. Accepts change as positive. Adapts plans as necessary. Takes into account people s concerns during change. Effectively involves key people in the design and implementation of change. Adjusts management style to changing situations. Effectively manages others' resistance to organizational change. Adapts to the changing external pressures facing the organization. Is straightforward with individuals about consequences of an expected action or decision. 34. Leading change (5) Supports activities that position the business for the future; offers novel ideas and perspectives. Correctly judges which creative ideas will pay off. Supports activities that position the business for the future. Pushes the organization to adopt new initiatives. Offers novel ideas and perspectives. Fosters a climate of experimentation. Courage 35. Courage (5) Acts decisively to tackle difficult problems; perseveres in the face of problems; takes the lead on unpopular though necessary actions. Takes the lead on unpopular though necessary actions. Acts decisively to tackle difficult problems. Perseveres in the face of problems and difficulties. Confronts conflicts promptly so they do not escalate. Has the courage to confront others when necessary.

P a g e 12 36. Has the courage to take risks (4) Will take a stand when others disagree, go against the status quo, persevere in the face of opposition. Will persevere in the face of obstacles or criticism when he/she believes what he/she is doing is right. Acts when others hesitate or just talk. Is willing to go against the grain. Takes personal as well as business risks. Decision Making 37. Decisiveness (3) Prefers quick and approximate actions in many management situations. Does not hesitate when making decisions. Does not become paralyzed or overwhelmed when facing action. Is action-oriented. 38. Makes decisions (4) Is skilled at analyzing problems and making clear decisions. Gathers information necessary to make decisions. Understands the issues quickly. Shows good judgment in decision making. Thinks through problems clearly and logically. 39. Taking action, making decisions, following through (5) Action-oriented and decisive; follows through. Is action-oriented; presses for immediate results. Is decisive; doesn't procrastinate on decisions. Is a troubleshooter; enjoys solving problems. Implements decisions, follows through, and follows up well; an expediter. Carefully weighs consequences of contemplated action.

P a g e 13 Influence 40. Influencing, leadership, power (9) Good at inspiring and promoting a vision; able to persuade and motivate others; skilled at influencing superiors; delegates effectively. Is inspirational; helps people to see the importance of what they are doing. Is good at promoting an idea or vision; persuading. Possesses extensive network of contacts necessary to do the job. Has an astute sense of "politics". Is able to inspire, motivate people; sparks others to take action. Is comfortable with the power of the managerial role. Is skilled at selling upward, influencing superiors. Delegates effectively. Works effectively with other people over whom he or she has no direct authority. 41. Strategic perspective (8) Understands the viewpoint of higher management and effectively analyzes complex problems. Does his/her homework before making a proposal to top management. Works effectively with higher management (e.g., presents to them, persuades them, and stands up to them if necessary). Links his/her responsibilities with the mission of the whole organization. Once the more glaring problems in an assignment are solved, can see the underlying problems and patterns that were obscured before. Understands higher management values, how higher management operates, and how they see things. Analyzes a complex situation carefully, then reduces it to its simplest terms in searching for a solution. Learns from the mistakes of higher management (i.e., does not repeat them him/herself). Has solid working relationships with higher management.

P a g e 14 Innovation 42. Risk-taking, innovation (5) Visionary; seizes new opportunities and consistently generates new ideas; introduces and creates needed change even in the face of opposition. Has vision; often brings up ideas about potentials and possibilities for the future. Is entrepreneurial; seizes new opportunities. Consistently generates new ideas. Creates significant organizational change. Introduces needed change even in the face of opposition. Occupational Skills 43. Demonstrates customer/vendor relations skills (4) Builds and maintains strong relationships with key contacts outside of the organization. Maintains contact with suppliers and customers. Listens carefully to customers' needs. Builds strong relationships with key customers. Creates loyal customers. 44. Demonstrates financial management skills (6) Has the skills necessary to manage budget and capital responsibilities. Prepares sound operating budgets. Is effective at raising capital. Maintains good banking relationships. Maintains cash flow carefully. Is good at controlling expenses. Is good at finding and raising capital resources. 45. Demonstrates human resources skills (4) Hires qualified people, tracks their progress, gives corrective action when necessary. Hires qualified people and places them correctly. Knows how to pick the right people for the job. Does what it takes to get good people. Carefully records information on employee behavior.

P a g e 15 46. Demonstrates marketing skills (4) Understands marketing strategy, research, and planning. Understands marketing strategy. Conducts careful market research. Creates effective marketing plans. Changes marketing plans when needed to adapt. 47. Demonstrates sales skills (4) Maintains necessary client and customer relations and is good at selling organization's products/services. Is good at selling our products/services to customers. Maintains close client relations. Provides direction and support to sales staff. Guides customers through the sales process. Problem Solving 48. Getting information, making sense of it; problem identification (7) Seeks information and can create order out of large quantities of information. Gets to the heart of a problem. Seeks information energetically. Probes, digs beneath the surface, tests the validity of information. Creates order out of large quantities of information. Is a keen observer of people, events, things. Defines problems effectively, gets to the heart of a problem. Spots problems, opportunities, threats, trends early. Is logical, data-based, rational. 49. Insightful: sees things from new angles (4) Other people admire this person's intelligence, particularly his/her ability to ask insightful questions. Is good at identifying the most important part of a complex problem or issue. Is admired by others for his/her intelligence. Shows impressive mental agility. Is good at asking insightful questions.

P a g e 16 50. Recognizes trade-offs (7) Recognizes that every decision has conflicting interests and constituencies and balances shortterm pay-offs with long-term improvement. Recognizes that every decision has conflicting interests and constituencies. Balances what will pay off in the short run with what will provide long-term improvements. Is aware of their own deeply held beliefs when dealing with others. Knows when to hold fast to personal values and when to consider others values. Makes conscious choices. Effectively surfaces their and others deeply held assumptions, values, or beliefs before making important decisions. Recognizes ethical dilemmas when they occur. 51. Sound judgment (6) Makes timely decisions; readily understands complex issues; develops solutions that effectively address problems. Sees underlying concepts and patterns in complex situations. Gives appropriate weight to the concerns of key stakeholders. Readily grasps the crux of an issue despite having ambiguous information. Makes effective decisions in a timely manner. Accurately differentiates between important and unimportant issues. Develops solutions that effectively address underlying problems. Project Management 52. Administrative/organizational ability (9) Can organize and manage projects and people well; can easily handle situations where there is no prescribed method of proceeding. Establishes and conveys a sense of purpose. Is a team builder; brings people together successfully around tasks. Structures direct reports' work appropriately. Is resourceful; can marshal people, funds, space required for projects. Can organize and manage big, long-term projects; good shepherding skills. Recognizes and rewards people for their work. Manages the process of decision making effectively; knows who to involve on what issue. Can easily handle situations where there is no pat answer, no prescribed method for proceeding. Can translate strategy into action over the long haul.

P a g e 17 53. Organizes (4) Sets priorities, is able to help employees do the same. Organizes tasks and projects effectively. Prioritizes projects and tasks logically. Is good at helping employees prioritize tasks. Is a good coordinator of employees and projects. System Thinking 54. Acts systemically (5) Understands the political nature of the organization and works appropriately within it; effectively establishes collaborative relationships and alliances throughout the organization. Understands the political nature of the organization and works appropriately within it. Considers the impact of his/her actions on the entire system. Establishes strong collaborative relationships. Deals effectively with contradictory requirements or inconsistencies in the organization. Effectively creates alliances throughout the organization. Vision and Strategy 55. Demonstrates vision (4) Understands, communicates and stays focused on the organization's vision. Has a clear direction for the organization's future. Clearly communicates the organization's vision. Is good at selling the organization's vision to employees. Stays focused on the organization's vision, keeps it clear. 56. Plans and sets goals (4) Can translate vision into action. Translates the organization vision into clear plans. Produces good long-range plans. Formulates effective and clear business plans. Translates the organization vision into clear actions.

P a g e 18 57. Strategic planning (7) Develops long-term objectives and strategies; translates vision into realistic business strategies. Regularly updates plans to reflect changing circumstances. Translates his or her vision into realistic business strategies. Weighs the concerns of all relevant business functions when developing plans. Develops plans that contain contingencies for future changes. Successfully integrates strategic and tactical planning. Articulates wise, long-term objectives and strategies. Develops plans that balance long-term goals with immediate organizational needs.

P a g e 19 Leading Yourself Adaptability 58. Adapts (5) Can adapt to changing business conditions and is open to new ideas and new methods. Adapts to changing conditions. Anticipates problems and takes preventive action. Handles multiple priorities and tasks well. Is open to new ideas and trying new methods. Sees the value in others' unique differences. 59. Embraces flexibility (6) Thinks "out of the box" and adjusts to changes easily. Forms novel associations and ideas that create new and different ways of solving problems. Departs from accepted group norms of thinking and behaving when necessary. Tries new approaches. Adjusts to changes in circumstances easily. Is eager to learn and grow. Seeks out new and diverse work experiences. 60. Interpersonal savvy (7) Understands own impact on situations and people; accurately senses when to give and take when negotiating. Tailors communication based on other's needs, motivations and agendas. Understands own impact on situations and people. Influences others without using formal authority. Knows when and with whom to build alliances. Wins concessions from others without harming relationships. Adjusts leadership style according to the demands of the situation. Accurately senses when to give and take when negotiating.

P a g e 20 61. Openness to influence; flexibility (9) Takes ideas different from own seriously; shares responsibility and collaborates with others; accepts criticism well; doesn't assume a single best way. Listens well. Takes ideas different from own seriously, and from time to time changes mind. Accepts criticism well; easy to give feedback on his/her performance. Is a participative manager; shares responsibility and influence with direct reports. Collaborates well with others. Is flexible; good at varying his or her approach with the situation. Thinks in terms of trade-offs; doesn't assume a single best way. Creates good give-and-take with others in conversations, meetings. Doesn't let power or status go to his/her head. Composure 62. Composure (4) Demonstrates self-control in difficult situations. Does not become hostile or moody when things are not going his/her way. Does not blame others or situations for his/her mistakes. Contributes more to solving organizational problems than to complaining about them. Remains calm when crises occur. 63. Coping with pressure and adversity; integrity (8) Capable in high-pressure situations; resilient, optimistic, trustworthy. Is capable, cool in high pressure situations. Can deal well with setbacks; resilient; bounces back from failure, defeat. Is willing to admit ignorance. Is optimistic; takes the attitude that most problems can be solved. Doesn't hide mistakes. Has integrity; trustworthy. Doesn't put own ambitions ahead of the organization's objectives. Strikes a reasonable balance between his/her work life and private life.

P a g e 21 64. Handles disequilibrium (9) Can put stressful experiences into perspective and can handle mistakes, stress, and ambiguity with poise. Puts stressful experiences into perspective and does not dwell on them. Has the personal support necessary to cope with emotional overload. When upset, is careful not to agitate others by spreading tension and anxiety. Balances life in a way that allows him/her to maintain emotional equilibrium. Is comfortable depending on others over whom he/she has no control. Anticipates the kinds of situations that cause him/her excessive stress. Tolerates ambiguity or uncertainty well. Handles mistakes or setbacks with poise and grace. Maintains composure under stress. Image 65. Demonstrates leadership stature (4) Provides a good role model for employees and keeps a positive attitude. Leads by example -- "Walks the talk." Provides a good role model for employees. Sets the pace for employees to follow. Is optimistic -- Displays a positive attitude. 66. Demonstrates self-confidence (3) Believes and appreciates one s own ability and contribution to the organization. Is self-assured. Believes he/she can make valuable contributions to the organization. Recognizes and appreciates his/her talents and abilities. 67. Executive image (5) Communicates confidence and steadiness during difficult times; adapts readily to new situations. Communicates confidence and steadiness during difficult times. Projects confidence and poise. Adapts readily to new situations. Commands attention and respect. Accepts setbacks with grace.

P a g e 22 Initiative 68. Committed to making a difference (4) Demonstrates a strong commitment to the success of the organization and is willing to make personal sacrifices to contribute to that success. Clearly demonstrates his/her commitment to seeing the organization succeed. Tries very hard to have a positive impact on business. Is passionate about seeing the business succeed. Is willing to make substantial personal sacrifices for the sake of the business. 69. Energy, drive, ambition (4) Good initiative; high energy level; goal-directed; driven to achieve objectives. Good initiative; continually reaches for more responsibility. High energy level. Is ambitious; highly motivated to advance his/her career. Is goal-directed, persistent; driven to achieve objectives. 70. Leads with purpose (10) Has personal direction and is not easily sidetracked by details or workload. Has a personal direction or focus. Acts purposefully over time; has a clear driving force. Understands that major organizational changes have short and long-term implications. Sees his/her own leadership role as that of an orchestrator of activities. Exudes a sense of passion or urgency about the work. Keeps striving for a sense of direction in the midst of organizational change and turbulence. Leads by example. Easily moves back and forth from looking at the big picture to looking at finer details. Is not easily sidetracked. Deals with a sense of work overload without becoming paralyzed. 71. Motivates self (5) Is focused and self-disciplined. Is self-disciplined -- stays on task even if difficult. Has a strong work ethic -- creates a productive atmosphere. Is energetic -- stays active, moving, productive. Is determined -- committed to success. Is involved -- is there when needed.

P a g e 23 72. Results orientation (6) Aligns resources to accomplish key objectives; assigns clear accountability for important objectives. Assigns clear accountability for important objectives. Pushes the organization to address the concerns of key stakeholders. Clearly conveys objectives, deadlines, and expectations. Holds self accountable for meeting commitments. Aligns organizational resources to accomplish key objectives. Acts with a sense of urgency. 73. Taking initiative (5) Takes charge and capitalizes on opportunities. Is prepared to seize opportunities when they arise. Would respond to a boss who provided autonomy by working hard to develop his/her skills. Takes charge when trouble comes. Is creative or innovative. Can effectively lead an operation from its inception through to completion. Integrity 74. Acts ethically (4) Is honest, ethical, and values openness and trust. Is honest and ethical in all dealings. Values honesty and integrity. Values openness and trust. Applies core values of the organization. 75. Acts with integrity (4) Tells the truth and is described by others as honest; consistently takes responsibility for his/her actions. Can be depended on to tell the truth regardless of the circumstances. Takes responsibility for his/her actions -- Does not blame others. Is seen by others as an honest person. Is not self-promoting or arrogant.

P a g e 24 76. Builds relationships (4) Has credibility and is trustworthy in the eyes of co-workers. Is trustworthy -- Produces trust in employees. Has credibility in the eyes of employees. Keeps relationships with employees strong. Treats people fairly and with consistency. 77. Credibility (8) Acts in accordance with stated values; follows through on promises; uses ethical considerations to guide decisions and actions. Uses ethical considerations to guide decisions. Through words and deeds encourages honesty throughout the organization. Speaks candidly about tough issues facing the organization. Tells the truth, not just what important constituents want to hear. Can be trusted to maintain confidentiality. Places ethical behavior above personal gain. Follows through on promises. Acts in accordance with his or her stated values. Learning Capacity 78. Being a quick study (3) Quickly masters new technical and business knowledge. Quickly masters new technical knowledge necessary to do the job. Quickly masters new vocabulary and operating rules needed to understand how the business works. Learns a new skill quickly. 79. Knowledge of job, business (6) Excels at his/her professional function; is a quick study; understands financial information. Is a good general manager. Is effective in a job with a big scope. In a new assignment, picks up knowledge and expertise easily, a quick study. Is at home with graphs, charts, statistics, budgets. Understands cash flows, financial reports, corporate annual reports. Shows mastery of job content; excels at his or her function or professional specialty.

P a g e 25 80. Learning from experience (5) Reflects on and learns from experience; understands own weaknesses and how to compensate for them. Reflects on and learns from experience. Accepts responsibility for his or her problems. Understands own weaknesses and how to compensate for them. Seeks candid feedback on his or her performance. Changes behavior in response to feedback. 81. Learns from mistakes (5) Able to learn from mistakes; changes direction when the current path is not working. Can make mid-course corrections. Deals well with failure. Is able to change ineffective behavior without being defensive. Learns from mistakes. Is able to start over after setbacks. 82. Learns through others (11) Values other people's perspectives and input and recognizes limits of own point of view. Is open to others perspectives. Values others perspectives as much as his/her own. Learns from other people s experience. Treats everyone as a unique individual. Listens well to others before moving ahead with a decision. Seeks to learn from people and events. Is open to requests for changes in his/her leadership actions. Takes into account people s concerns when trying to affect change. Succeeds in viewing a situation through other people s eyes. Recognizes the limits of his/her point of view. Gets along with all kinds of people.

P a g e 26 83. Seeks opportunities to learn (5) Seeks out experiences that may change perspective or provide an opportunity to learn new things. Has grown over time. Takes advantage of opportunities to do new things. Treats all situations as an opportunity to learn something. Has developed significant new skills over time. Seeks experiences that will change his/her perspective. Self-Awareness 84. Open to criticism (3) Handles criticism effectively; does not act threatened or get overly defensive when others (especially superiors) are critical. Is not threatened by criticism. Does not appear brittle--as if criticism might cause him/her to break. Takes criticism well. 85. Seeks and uses feedback (5) Pursues, responds to and uses feedback. Learns from experience. Pursues feedback even when others are reluctant to give it. Is not afraid to ask others about his/her impact on them. Responds effectively when given feedback. Has changed as a result of feedback. 86. Self-awareness (4) Has an accurate picture of strengths and weaknesses and is willing to improve. Admits personal mistakes, learns from them, and moves on to correct the situation. Does an honest self-assessment. Seeks corrective feedback to improve him/herself. Sorts out his/her strengths and weaknesses fairly accurately (i.e., knows him/herself).

P a g e 27 87. Self-management, self-insight, self-development (7) Compensates for own weaknesses, capitalizes on own strengths; learns from own experiences and makes needed adjustments in own behavior; takes care of self and is aware of his/her feelings. Compensates for own weaknesses. Capitalizes on own strengths. Responds well to new situations that require him or her to stretch and grow. Learns from own experience; not set in his/her ways. Takes good care of self; uses constructive outlets for tension and frustrations. Makes needed adjustments in own behavior. Is aware of his/her feelings. Self-Management 88. Balance between personal and work life (3) Balances work priorities with personal life. Acts as if there is more to life than just having a career. Has activities and interests outside of career. Does not take career so seriously that his/her personal life suffers. 89. Career management (7) Uses effective career management tactics, including mentoring, professional relationships, and feedback channels. Understands the value of a good mentoring relationship. Effectively builds and maintains feedback channels. Responds to feedback from direct reports. Actively cultivates a good relationship with superior. Uses mentoring relationships effectively. Actively seeks opportunities to develop professional relationships with others. Responds effectively to constructive criticism from others. 90. Sets leadership goals (3) Sets and achieves leadership improvement goals as necessary. Sets leadership improvement goals. Carries out leadership improvement goals. Evolves his/her goals over time, as necessary.

P a g e 28 91. Time management (4) Sets priorities well; extremely productive; deals with interruptions appropriately; avoids spreading self too thin. Sets priorities well; distinguishes clearly between important and unimportant tasks. Makes the most of the time available; extremely productive. Deals with interruptions appropriately; knows when to admit interruptions and when to screen them out. Avoids spreading self too thin.

P a g e 29 Derailment Factors Problems That Can Stall a Career 92. Difficulty building and leading a team (7) Difficulties in selecting and building a team. Does not resolve conflict among direct reports. Hires people with good technical skills but poor ability to work with others. Does not motivate team members to do the best for the team. Selects people for a team who don't work well together. Is not good at building a team. Does not help individuals understand how their work fits into the goals of the organization. Fails to encourage and involve team members. 93. Difficulty changing or adapting (10) Resistant to change, learning from mistakes, and developing. Cannot adapt to a new boss with a more participative management style. Has not adapted to the culture of the organization. Is unprofessional about his/her disagreement with upper management. Has an unresolved interpersonal conflict with boss. Is not adaptable to many different types of people. Resists learning from his/her mistakes. Does not use feedback to make necessary changes in his/her behaviors. Does not handle pressure well. Has not adapted to the management culture. Can't make the mental transition from technical manager to general manager. 94. Failure to meet business objectives (6) Difficulties in following up on promises and completing a job. Neglects necessary work to concentrate on high-profile work. Is overwhelmed by complex tasks. May have exceeded his or her current level of competence. Overestimates his/her own abilities. Has difficulty meeting the expectations of his/her current position. Is self-promoting without the results to support it.

P a g e 30 95. Problems with interpersonal relationships (8) Difficulties in developing good working relationships with others. Is arrogant (e.g., devalues the contribution of others). Is dictatorial in his/her approach. Makes direct reports or peers feel stupid or unintelligent. Has left a trail of bruised people. Is emotionally volatile and unpredictable. Is reluctant to share decision making with others. Adopts a bullying style under stress. Orders people around rather than working to get them on board. 96. Too narrow a functional orientation (5) Lacks depth to manage outside of one's current function. A promotion would cause him or her to go beyond their current level of competence. Is not ready for more responsibility. Would not be able to manage in a different department. Could not handle management outside of current function. Doesn't understand how other departments function in the organization.