LINE
ORIENTATION
Accepts accountability for bottom-line results; seeks control and
the final authority to make decisions impacting bottom-line results;
focuses on incremental but significant improvements in the efficiency,
quality, and profitability of short-term results; takes an authoritative
approach to enlisting the necessary support to implement decisions,
using logic to address any opposition; seeks a course that softens
the negative impact on others without being diverted from his objective
HIGHS
- Uses his authority to make key decisions that determine profitability
- Prefers a directive management approach in communicating standards
and expectations, and is only participative when dealing with
those individuals who don't require direction
- Bases his decisions upon input from informed players, then works
to guarantee results by taking charge, making clear the rationale
behind his decision, and working around or influencing dissenters
- Focuses on improving the organization’s competitive advantage
through continuous refinement of relevant business systems, building
solutions gradually and looking toward concrete and realistic
goals
- Develops general management skills and a broad-based knowledge
rather than draw upon a specific discipline or selected expertise
to impact the bottom-line
- Demonstrates a valid concern for how others may respond to his
decisions or course of action without being diverted from his
commitment to the identified optimum course of action
LOWS
- Prefers to employ indirect influence techniques rather than
take charge to make key decisions and then sell them to the organization
- Believes in the synergy of teams and tends to support and/or
succumb to group decisions
- Sponsors collaboration and may concede his own judgment to achieve
consensus
- Tends to disregard critical incremental refinements accomplished
through repetition and look for major improvement breakthroughs,
even though these may not increase bottom-line profitability
- Prefers to operate as a specialist who can be true to a specific
discipline
- Lacks an awareness of or sensitivity to how peers, subordinates,
or superiors may react to his directives or course of action and
does not anticipate or prepare for the impact he can have on others
POLITICALLY ASTUTE
Understands and effectively uses the organization's political power
structure; is sensitive to others’ agendas and recognizes
that there can be different views of priorities or objectives; tries
to lay a groundwork of cooperation by helping others to look good
before soliciting their support; cultivates relationships with those
who most influence job success; incorporates the extra steps needed
to satisfy political issues that can slow or halt progress toward
a desired objective
HIGHS
- Understands and aligns actions and strategies with the values
and beliefs of those in authority, as a means to winning approval/support
and of achieving job and career success
- Recognizes that people can view the same objective or priority
differently, and is careful not to blindly push his own agenda
- Works to make his allies look good by providing what they need
to accomplish their responsibilities before requesting support
of his own program or agenda
- Builds cooperative and supportive relationships with appropriate
influencers both internal and external to the organization
- Consciously positions himself favorably with colleagues and
customers, recognizing that his words or actions have the potential
to generate positive support or create a negative bias
LOWS
- May fail to understand that it is important to help allies and
others on whom he is dependent for help or cooperation to look
good and to be recognized before approaching them with requests
- Can undermine a cooperative relationship by emphasizing his
own accomplishment or contribution
- Underestimates the need for political savvy in meshing his own
objectives or agenda with those of an individual or group of individuals
who disagree or have developed their own strategies and plans
- Prefers to push his own solution or course of action and may
try to oversell those who have a different approach or agenda
without taking care to positively position himself and his position
with them
EMBRACES THE STRATEGIC VISION
Aligns himself closely with the organization’s mission; devises
and sets in motion plans to bring the corporate vision to reality;
is able to think outside the box to formulate ideas and does not
feel compelled to conform to organizational norms; understands the
need to communicate and sell ideas to gain support and commitment
from others; identifies with the long-term success of the organization
so independent and forward thinking is seen as positive change rather
than resistance or rebellion
HIGHS
- Shares the corporate vision and develops the mindset and processes
to accomplish appropriate objectives
- Sets priorities to maximize his contribution toward corporate
mandates
- Keeps his focus on the goals and objectives set forth in the
company directive, resisting distractions created by setbacks
or a different personal agenda
- Helps to sell others on the strategic directives and expectations
set forth by the organization through his own commitment to and
willingness to follow through on corporate objectives
LOWS
- May not personally embrace or actively generate a team following
of a corporate mission inconsistent with his personal agenda
- Focuses on short-term goals and accomplishments, and loses sight
of the big picture as drawn by corporate initiatives
- Allows his commitment level and follow through on corporate
objectives to be influenced or dictated by the distractions of
external circumstances or an internal frame of mind
- Does not feel obligated or duty-bound to inspire or otherwise
engage others in a shared sense of purpose or commitment to the
desired organizational goals
PROFIT CONSCIOUS IN A MANAGEMENT ROLE
Manages the allocated resources to produce optimum bottom-line
results; works to understand and control the key factors that influence
profit production; balances the priorities and skills of self and
others to generate profitable results; won’t become distracted
by issues that don’t influence the bottom-line; protects the
interests of investors, employees, customers, and others who depend
upon the success and survival of the company as a result of its
ability to generate profits
HIGHS
- Sees primary role as generating profit for the business
- Entrepreneurial with a bottom-line versus administrative orientation
- Has a realistic grasp of the financial aspects of the organization,
shows responsiveness to the need for economies and cost control,
and is able to draw meaningful implications from financial data
- Places other business concerns as secondary to profit generation
- Focuses on approaches and techniques designed to increase production
or decrease costs, enhancing overall organizational profitability
- Has little time or patience for ideas or programs that do not
impact the bottom line
- Does not become distracted by or waste time on trivial problems,
unnecessary paperwork, or personality issues that don't affect
profitable results
- Sees the big picture beyond departmental or single function
concerns that on their own will not positively impact overall
profitability
LOWS
- Does not see the production of profit as the organization’s
primary objective
- Focuses on accomplishing process steps and administrative tasks
to tie up loose ends and deal with immediate demands regardless
of their overall impact on the bottom-line
- Cannot find the time or justify the effort to establish and
review financial controls
- Bases evaluations of an outcome on the effort extended or the
elegance of the result rather than the profitability of the result
- Has a strong concern for personality issues and having people
feel good about their results as the true measure of success
- Does not consistently implement steps to monitor key financial
or customer data that can potentially impact bottom-line profitability
- Becomes distracted from the primary goal of corporate profitability
by ‘squeaky wheel’ situations or single function demands
that offer a short-term appearance of increased efficiency or
reduced costs
PRACTICAL INTELLIGENCE
Absorbs new information quickly and is comfortable dealing with
abstract concepts and relationships; relates new information to
previously acquired knowledge to expand and refine his frame of
reference; enjoys learning and expanding the breadth and depth of
his understanding on a variety of subjects
HIGHS
- Enjoys learning and broadening his depth of learning and insight
in a wide array of topics
- Absorbs, stores, and recalls new information quickly
- Deals comfortably with abstract concepts and relationships
- Pursues academic, theoretical, or research-based information
LOWS
- Needs repetition to process new information and requires additional
time to integrate it into his repertoire
- Prefers concrete tasks
- Learns best through one-on-one instruction and improves his
base skill level through experience and hard work
- Uses practice opportunities or trial runs to become completely
knowledgeable of and comfortable with methods or techniques he
needs to use
ANALYTIC ABILITY
Systematically applies a combination of inductive and deductive
reasoning to arrive at a well-founded, logical conclusion; remains
objective in analyzing information and data so as not to make false
assumptions or reach judgments without full knowledge and information;
recognizes and neutralizes personal biases that can influence his
thought process; effectively weighs the accuracy of different types
of information in order to define a problem and reach a valid conclusion
HIGHS
- Possesses strong deductive reasoning skills and is capable of
thinking through problems in a systematic and logical manner
- Draws sound conclusions from the information presented
- Effectively weighs the accuracy of different types of information,
including inferences, abstractions, or generalizations
- Maintains a detached/objective demeanor in the gathering and
analysis of information
LOWS
- Allows biases to prevent him from seeing all sides of an issue
and influence his perception
- Quickly draws conclusions or makes assumptions without full
knowledge and information
- Makes decisions according to clearly defined rules and depends
upon an existing frame of reference in unfamiliar situations
- A penchant for action versus analysis leads him to move forward
with minimal review of critical input or weighing of alternatives
- Relies on previously acquired information and like-minded people
for input into decisions
EMPATHETIC NEGOTIATION
Seeks to understand any potential barriers to agreement by probing
to get at the essence of the concerns, sees objections or concerns
about the proposed agreement as a sign of interest and does not
take them personally, provides alternatives to address the major
concerns to the agreement, compensates for limited flexibility in
modifying the proposed agreement or solution by looking for ways
to provide added personal service or convenience to offset the perceived
limitations
HIGHS
- Intent on probing for concerns that may prevent acceptance of
the solution
- Listens and restates to be sure that the concern has been clearly
communicated and understood
- Works hard at being responsive to any hint of concern or complaint
that could keep others from coming to agreement
- Does not take resistance personally
- Believes that resistance can be alleviated through education
or communication, and will work to provide workable alternatives
within the constraints of his authority
- Tries to compensate for fixed barriers by finding appropriate
enhancements in areas where there is greater opportunity to negotiate
LOWS
- May believe so strongly in the proposition that there does not
appear to be a need to probe for additional concerns
- Misinterprets unspoken resistance as nonexistent resistance
- Can become defensive if concerns are raised about the proposed
agreement
- Does not believe there is a realistic chance to find a mutually
satisfying resolution to objections at the core of the agreement
- May feel so constrained by limited alternatives that he cannot
find ways to compensate for concerns with a core element of the
offering
DIRECTS AND CONTROLS OTHERS IN A CORPORATE SETTING
Delegates and follows up in order to expand control; effectively
directs through multiple levels or a complex infrastructure; selects
the appropriate individuals for specific tasks or responsibilities
and allows them to operate independently under their own recognizance
as long as they produce results; assigns responsibility for an outcome
and builds in checkpoints to verify expected progress and refine
any differences in the expected outcome with the direct report
HIGHS
- Understands the capacity and limitations of others in making
assignments
- Provides subordinates with the authority to decide and act within
areas of assigned duties
- Ensures that individuals have the necessary resources to complete
assignments
- Clearly states expected results and review points with experienced
subordinates, and includes methods with less capable subordinates
- Gives sufficient explanation and commits to consistent follow-up
to ensure tasks are completed on time and to standard
- Communicates specific evaluation criteria
- Clarifies the priority of the assignment relative to other assignments
the individual may have
- Discusses and establishes appropriate procedures to be kept
informed of subordinates’ work progress
- Identifies deviations from the goal through periodic progress
reports
LOWS
- Is reluctant to engage in activities appropriate to his current
position; wants to continue doing what he was effectively doing
before rather than trust others to carry out the delegated task
- Expects subordinates to approach and complete a task exactly
as he would
- Perceives subordinates as lacking in competence and believes
no one else can be as effective and efficient in completing the
assignment
- Wants to constantly hand-hold to satisfy a desire to be of personal
assistance and to provide personal attention
- Fears a loss of control and prefers a strong hands-on approach
to system-driven control and reliance on a monitoring process
- Once tasks are delegated, tends to abdicate responsibility to
the individual for the final result and assume others will follow
through without a system in place to check progress and results
- Inconsistent or unclear in stating expected results or communicating
timeframes, resources, and positive or negative consequences of
various performance levels
WRITTEN COMMUNICATIONS
Provides written information that is organized and succinct and
leaves no room for misunderstanding or misinterpretation; refrains
from including unnecessary embellishments that can detract from
the message being communicated; commits to accuracy and precision
in written documentation
HIGHS
- Recognizes the need for thoroughness and accuracy in communicating
or documenting information in a written format
- Seeks to make an impact or to influence others through his writing
- Understands and values the power of well-written communications
- Leaves no room for misunderstanding by methodically crafting
and carefully editing his message to clearly convey his intent
LOWS
- Fails to effectively organize written communications in such
a way as to have the desired impact on the reader
- May find it difficult to organize his thoughts on paper
- Lacks interest in the techniques and precision required for
written communication
- May seek the immediate reaction provided by oral communication
and prefer the opportunity to edit his message based on audience
response
EFFECTIVE COMMUNICATIONS
Communicates essential points in an informal and conversational
manner; prefers to share information in a one-on-one or small group
situation; varies style and language to ensure listener understanding
and is attentive to closing the loop on communications; seeks feedback
and responds appropriately to listener reactions; makes presentations
that are unrehearsed and adapted to individual situations
HIGHS
- Sensitive to the customer's circumstances and response, adjusting
the communication of information or ideas to accommodate their
need to know or level of understanding
- Encourages questions, comments, feedback from the customer
- Backs an informal presentation with professional tools and company
guarantees
- Gives specific details of how/who/when, promising that the complexity
of delivery and servicing of the product line will be shouldered
by the seller
- Keeps the focus on content and substance, not flash and performance
- Creates a presentation that is informal, low-key, and unrehearsed
- Talks with the customer, creating a team feeling of working
together, versus directing a speech at the customer
LOWS
- May attempt a one-size-fits-all communication style that does
not account for different information needs
- By sticking to a prepared script, he does not leave any room
for customer feedback or reaction and cannot adjust his presentation
in response to that input
- Unwilling to risk personal rejection or judgment, he may create
an image or persona rather than be himself
- Keeps the audience at arm's length, making his presentation
seem less personal to the customer
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