JA_Development Toolkit 050522

JA_Development Toolkit 050522

Development Toolkit

Table of Contents The Purpose Of This Guide....................................................................................................................................................3 How To Use This Guide............................................................................................................................................................3 Understand The Leadership Framework..........................................................................................................................4 Understand The Leadership Capabilities.........................................................................................................................5 Understand The Competencies...........................................................................................................................................6 Understand Competency Development..........................................................................................................................7 Build Your Development Plan...............................................................................................................................................8 Build Your Development Plan Continued........................................................................................................................9 Self-Development......................................................................................................................................................................10 Listening. .......................................................................................................................................................................................11 Peer Relationships.....................................................................................................................................................................12 Drive For Results........................................................................................................................................................................13 Integrity & Trust.........................................................................................................................................................................14 Developing Direct Reports....................................................................................................................................................15 Hiring & Staffing .........................................................................................................................................................................16 Managing And Measuring Work..........................................................................................................................................17 Priority Setting............................................................................................................................................................................18 Sizing Up People.........................................................................................................................................................................19 Approachability..........................................................................................................................................................................20 Building Effective Teams.........................................................................................................................................................21 Business Acumen.......................................................................................................................................................................22 Learning On The Fly..................................................................................................................................................................23 Motivating Others.....................................................................................................................................................................24 Dealing With Ambiguity..........................................................................................................................................................25 Decision Quality.........................................................................................................................................................................26 Problem Solving..........................................................................................................................................................................27 Managing Vision And Purpose.............................................................................................................................................28 Standing Alone............................................................................................................................................................................29 Organizational Agility..............................................................................................................................................................30 Perspective...................................................................................................................................................................................31 Strategic Agility..........................................................................................................................................................................32

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“The truest success is but the development of self.” -Charles Atlas-

The Purpose Of This Guide

This guide provides a common way to select and develop talent. Use this guide as a collaboration tool for regular talent and feedback conversations, and as a framework to help focus team member behavior on things that matter most to 24 Hour Fitness and to help drive success.

How To Use This Guide

Understand: • The Leadership Framework and how it is broken down. • The Leadership Capabilities and the corresponding Behavioral Anchors. • The Competencies and how to develop each.

Build and Review: • Your development plan.

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Understand The Leadership Framework This Leadership Framework ensures an integrated talent management process for how we attract, hire, assess, develop and retain leaders.

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The Leadership Framework is a structure that sets out and defines Leadership Capabilities and each supporting competency required by all leaders at 24 Hour Fitness. Here is a breakdown on how to further understand and apply the Leadership Framework (reference the numbers below to the corresponding numbers in the above model).

Leadership Roles, in the top section, can be seen as 5 growth steps, moving from left to right, from learning how to Lead Self all the way to learning how to Lead the Organization. Competencies, in the bottom section, are behaviors that leaders must have or must acquire to perform effectively in their role. Developing proficiency in the competencies supports the development of the corresponding leadership capability.

Leadership Capabilities, in the middle section, are the knowledge and skills acquired through experience. They develop, change over time, and reflect what a leader can do. You will learn more about Leadership Capabilities on the next page. To further understand the Leadership Framework model, here is a breakdown of the Leading Managers(middle pillar) Leadership Role. The Leadership Capability is Engages Team Members, and under that are five supporting competencies: Approachability, Building Effective Teams, Learning on the Fly, Business Acumen, and Motivating Others.

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Understand The Leadership Capabilities A Leadership Capability is a capability that is fundamental to the 24 Hour Fitness culture and can be demonstrated by proficiency in specific supporting competencies. Leadership Capabilities are at the heart of our approach to hiring, assessing, and developing talent. As a vital part of our drive towards sustained business performance and prosperity, these capabilities allow us to: • Attract and recruit the best people • Develop the best leaders • Engage our great talent with our business The below table outlines each Leadership Capability and the supporting behavioral anchors. The behavioral anchors are guidelines for evaluating core competency ratings. The anchors provide a connection between the demonstration of the competency and the definition.

Manages and Grows Self

• Learns from mistakes and seeks and applies solutions to those mistakes. • Is personally committed and actively works to continuously improve themselves. • Can accurately assess their strengths and opportunities.

Cultivates Talent

• Skilled at assessing performance of their team members. • Does not compromise on talent. • Holds frequent development discussions and candid, two-way conversations with others about their performance, career aspirations, and potential. • Creates an environment where team members are involved in, enthusiastic about, and committed to their work and workplace. • Treats others fairly with trust, dignity, and respect. • Builds high performing, inclusive teams. Engages Team Members

Leads & Navigates Complexity

• Recognizes when change is required and deals effectively with ambiguity. • Able to assess the implications of the risks and moves others into action. • Recognized for the quality of their thinking and ideas, sought out by others for advice and solutions.

• Can be counted on when times are tough to do the right thing. • Has the courage to make difficult decisions and act ethically.

• Secures business success and sustainable growth through action orientation. • Creates focus by evaluating and prioritizing the areas with the greatest impact and eliminating less valuable activities. • Focuses on accountability and delivery without blame; pushes and motivates self and others for results. • Faces challenges head on. • Knows how to get things done through formal and informal channels. Builds a Sustainable Business

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Understand The Competencies

Competency Definition: A Competency is a combination of general knowledge, experience, skills, and behaviors required to be successful in your job. Term Definition: • Unskilled: Lacking the skills, knowledge, or experience required to effectively execute work-related tasks for this competency. • Skilled : Effectively using the skills, knowledge, or experience required to execute work-related tasks for this competency. • Causes: Reasons why there may be a need to develop or focus on the competency - some may apply and some may not. Each person will be different.

Competency Setup in this Document: Review the guide below to understand how each competency is set up on pages 10-32.

Competency Name

Leadership Role Icon Identifier

Competency Description - Explaining why and how this competency is needed to be successful in your job. Skilled - Compare yourself to the skilled list. What would you like to be able to do when you’re done working on this need? This could be your “To” to help you create your “From To” statement. Unskilled - Which bullet points describe you the best? This could be your “From” to help you create your “From To” statement. Causes - Check the causes that might apply to you. Many developmental efforts have floundered because the plan addressed the wrong problem. Write down your particular need - what it looks like, what causes it, whom it plays out with and in what situations. If your causes aren’t listed, add them to the list.

Leadership Role and Leadership Capability

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Understand Competency Development To develop a competency, use the 70/20/10 Model below. This illustrates that 70% of what you learn comes from On-the-Job Experiential Training, 20% comes from Informal Training, and 10% comes from Formal Training. Incorporating development strategies from the 70% (learning by doing) is one of the best ways to make the training stick. Use this model to help develop team members with an Individual Development Plan (IDP) or during regular talent and feedback conversations. It’s important to note the main reasons to develop a competency: • You’re average in an area that you want to strengthen. • You have opportunities in an important area. • You’re untested in an important area. • An under-developed area is getting in the way of your success.

70/20/10 Model

Formal Training •

Online courses (eLearnings) Written materials (QRGs, SOPs) Virtual trainings (webinars) Workshops (in-person, classroom) Informal Training • Coaching • Mentoring or role models • Feedback •

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Peer support and collaboration

On-the-job Experiential Training • Challenges • Problem-solving • Projects and daily tasks • Reflections

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Build Your Development Plan

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Using the model above, take the following steps: Identify your Leadership Role.

With the help of your manager, select the Competency or Competencies that you will be developing. Review the Competency Description, Unskilled, Skilled, and Causes information.

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Identify the corresponding Leadership Capability associated with that Leadership Role.

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Build Your Development Plan Continued

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Use the Individual Development Plan (IDP) template, shown above, to complete your development plan. An example is provided above.

From-To: Clearly outline your current and future skill level. This plan is the road map that moves you from where you are now, to where you want to be. Competency: Check box for the competency or competencies you will be developing. Team Member Name, Location, and Date: Fill out your name, work location (club number), and today’s date. Leadership Capability: Check box for the appropriate leadership capability.

70% - Learn by Doing, 20% - Learn From Others, and 10% Formal Learning: Outline the developmental activities you will undertake to improve the knowledge, experience, skills, and behaviors needed to get you to your end goal. Remember that you are developing and building on strengths, as well as addressing areas of weakness. Finally, be specific on the resources needed (i.e. books, memberships, etc.) to achieve your results, and include a Start Date and Due Date .

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Self-Development

Self-development refers to the commitment and actions taken to seek continuous improvement, learning, and growth in regards to our own strengths, weaknesses, and areas for development. It is the ability to have a clear perspective of our own performance and impact on others, and the drive to self-evaluate and make changes accordingly.

• Doesn’t put much, if any, time and effort into improving self, knowledge, or skills. • Satisfied with incremental growth through experience. • May be afraid to fail or to be seen as having acknowledged weaknesses. • Receiving constructive feedback may be difficult or potentially met with defensiveness, aggression, or hurt feelings. • Committed to consistently improving skills, knowledge, and understanding in a variety of areas. • Focuses on how to deploy natural talents to compensate for any weaknesses and find the most effective and efficient path to success. • Seeks out courses, mentors, resources, and other approaches to help with improvement. • May not necessarily believe that people can change, or believe that there is any need to change - others should flex to them. • May be TOO focused on improving self and others, and make constant changes and adjustments to actions.

SKILLED

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CAUSES

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Listening

Listening is the ability to receive, interpret, and respond appropriately to verbal messages as well as non-verbal cues, like body language. The most well-known techniques of listening: withhold judgment, don’t interrupt, be able to paraphrase, listen for underlying meaning, and be accepting of other views. Those who are good listeners have better relationships, make more effective decisions, and encourage stronger performance from others.

• Practices attentive and active listening; has the patience to hear people out. • Can accurately receive, interpret, and restate the opinions of others even when they disagree. • Allows others to finish their thought before responding. • Maintains a neutral or encouraging expression while listening. • Asks questions to better understand what is being said. • Uses verbal and non-verbal behaviors or cues that demonstrate a willingness to listen. • May listen to some groups or individuals and not to others (i.e., may be overly hierarchical or biased towards a particular group). • May have trouble understanding what the other person is feeling. • May find it hard to resist jumping in when there is hesitation or a pause in the conversation. • Can be easily distracted with their own thoughts or by external factors when listening to others. • May interrupt or speak over others, may not see the value in hearing out those they disagree with. • May be too busy constructing their own response to listen effectively. • May not be open to learning much from interactions with others. • May be unable to accurately restate others’ perspectives. • May appear arrogant, impatient, or uninterested in what the other person is saying.

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Peer Relationships Peer relationships refer to the willingness, skill, and drive to connect and collaborate with others. Strong peer relationships maximize work efficiency, promote overall well-being and engagement, and typically produce next-level results across all team members. Having strong peer relationships fosters a more engaging and positive work environment.

• Trusts peers to complete job-related tasks. • Adapts and mirrors communication of others.

SKILLED

• Demonstrates a willingness to go above and beyond job duties to assist peers. • Requests frequent feedback from peers and provides recognition that is specific and constructive. • Organically builds rapport and makes others feel part of the team. • Isn’t afraid to ask for help or share vulnerability. • Trusts some peers and not others. • Struggles to adapt to different ways of thinking, communicating, and working. • May not seek or act on feedback given by peers. • Provides little or no peer recognition. • Goes to the same few peers for help every time without asking others. • May lack trust in peers. • May not know how to adjust communication style. • May not be receptive to feedback or take it personally. • May not provide peer recognition; may be competitive for own benefit vs. the team’s benefit. • May avoid vulnerability. • May try to do everything on their own.

UNSKILLED

CAUSES

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Drive For Results

Driving for results means setting high goals for both personal and group accomplishments. It’s using measurement methods to monitor progress and tenaciously working to meet or exceed goals. It involves consistently meeting or exceeding goals, using time and resources wisely, establishing a team spirit, and sharing successes with others. Those skilled in this competency tend to derive great satisfaction from their achievements and from continuous improvement as a whole.

• Establishes challenging goals for self and others that achieve exceptional business results. • Systematically evaluates business opportunities, targeting those with the greatest potential for producing positive business results. • Remains self-disciplined. • Measures progress and evaluates results. • Re-prioritizes as appropriate. • Prevents irrelevant issues or distractions from interfering with timely completion of important tasks. • Consistently motivates themselves and others to achieve positive outcomes. • Unable to consistently produce successful and timely outcomes. • Focuses time and attention on unimportant details. • Lacks commitment to overcome obstacles. • Allows poor organization and procrastination to interfere with delivering results. • Exhibits the least amount of effort necessary to complete tasks. • May have underdeveloped organizational skills and/or minimal experience. • May be easily overwhelmed by other tasks. • May chase perfection. • May put off important actions until the last minute.

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CAUSES

• May lack confidence and/or creativity. • May be unable to focus on a specific goal. • May feel disengaged or burned out.

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Integrity & Trust

Integrity and trust flourish in a work environment that encourages people to act honorably and treat everyone (and their ideas) with respect. It requires creating and protecting a high-trust environment by setting an example, advocating for others in the face of challenges, removing barriers to trust, and rewarding others for demonstrating behaviors that cultivate trust. Those high in trust are known to keep their promises and are not afraid to take accountability for their mistakes. Teams with high trust are more likely to succeed, pull together when needed, and work through conflict more easily.

• Able to present the truth, even if unpopular, with tact and diplomacy. • Listens and objectively considers others’ ideas and perspectives; encourages others to do the same. • Sets an example by being honest, keeping commitments, and behaving consistently. • Keeps sensitive information confidential. • Adheres to moral, ethical, and professional standards, regulations, and organizational policies. • Shares feelings, intentions, rationale, and experiences so that others understand personal positions and feel comfortable doing the same. • Admits mistakes. • Creates a safe environment for disclosure by asking for others’ thoughts and feelings, empathizing with their concerns, and rewarding them for sharing. • Confronts negative reactions to others’ disclosures that jeopardize open communication. • Communicates confidence in others’ ability to succeed; gives proper credit for others’ contributions. • Stands up for others and their ideas even in the face of resistance or challenge. • Treats people with dignity, respect, and fairness. • Treats others differently or indifferently. • Offers assurances they can’t support. • Conveys information that others shared in confidence. • Perceived as self-centered and only interested in personal gain. • Shifts the blame for their own mistakes to others. • May over promise and under deliver. • May be averse to conflict. • May be overly ambitious and want to win “at all costs” or may have an “end justifies means” mentality. • May fear stating a firm position on a topic. May prefer to ‘fly under the radar’ rather than take a stand for what is right. • May be inconsistent or not align their words and actions. • Over commits to various requests because they fear disappointing others.

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Developing Direct Reports

A primary responsibility of a people leader is to cultivate talent, providing direct reports the resources and opportunities to grow personally and professionally. It is about developing a relationship with direct reports that creates an effective and engaging work environment. Leaders with this competency allow and encourage their team members to move out of their comfort zones and take on new tasks that offer the chance to learn and grow. As a result, they tend to have a pipeline of talent.

• Recognizes development of existing talent as a priority. • Creates space to listen to team members and knows their career aspirations. • Seeks information and opinions about an individual’s current performance as well as long-term development needs. • Gives timely, specific, and appropriate feedback about performance, development needs, and development progress. • Reinforces efforts and progress. • Diagnoses gaps in knowledge, experience, skills, and behavior that underlie current and future performance. • Continually modifies evaluation based on new information. • Demonstrates vulnerability to others by sharing their developmental goals. • Helps people feel valued and included in coaching and development discussions by expressing confidence in their ability to excel, maintaining their self-esteem, empathizing, and disclosing own position. • Helps people feel valued and included in coaching and development discussions by expressing confidence in their ability to excel, maintaining their self-esteem, empathizing, and disclosing own position. • Lacks awareness of available development resources and opportunities. • Narrow and excessive focus on developing only a few select team members. • Overestimates or underestimates individuals’ raw developmental ability. • Lacks awareness of team member’s career goals or aspirations. • Does not make developing others a priority. • Overly results-driven and tactical. • Does not take time for long-term development. • May lack courage to assert feedback on development progress. • May assume current performance of direct reports is all that is possible. • May not involve the team member or get their input on decisions about their development. • May be unable to see long-term development as their job. • May lack the courage to share tough feedback. • May not be a people builder. • May not have a track record of promoting talent.

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Hiring & Staffing

Hiring and staffing appropriately and proactively is essential to the success of every business. Hiring talented team members requires the ability to assess and lead talent successfully.

• Always recruits the best next team member for the team. • Places the right person in the right role whether they’re from an external or internal source. • Has the confidence to bring top talent onto the team (i.e. is not insecure about the value they bring). • Is thoughtful about how and where they source for talent. • Takes steps to ensure they are including a diverse roster of candidates to select from. • Has a good sense of when to take a risk on high potential talent. • Knows how to create a talented team and adjusts when necessary. • May have a history of unsuccessful staffing. • Hires team members that are just like them instead of meeting the needs of the business. • Fills roles as quickly as possible even if the candidate is not the right fit. • May lack confidence in hiring criteria. • May lack confidence in leveraging hiring tools. • May inaccurately assesses talent of candidates and current team members. • May be unable to create and execute a successful staffing vision. • May be unable to develop current team members related to their career goals and the needs of the business.

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Managing And Measuring Work

The ability of managers to manage and measure work provides direction, purpose, and motivation to team members. Managers must clearly set goals and responsibilities for tasks while empowering their team members to make decisions. Organization and feedback are essential elements to managing work effectively. Effectively measuring work requires managers to examine results using previously established objectives and measures to determine success. Managers must also communicate with their team members through pre-established feedback loops and resist the urge to micromanage people’s work.

• Sets goals using the S.M.A.R.T. system: specific, measurable, attainable, realistic, and time-bound. • Tracks goal progress and communicates often to keep tasks moving forward and to motivate team members. • Demonstrates high organizational skills, such as using a project plan and managing time effectively. • Proactively follows-up. • Provides due dates when leading projects or asks for dues dates when part of projects. • Meets deadlines or communicates when something changes. • Reflects on completed projects or tasks using a system such as Stop, Start, Continue. • Celebrates goal achievement with team. • Sets goals without a system. • Tracks goal progress but provides very little, if any, communication. • May lack organizational skills or experience. • May not set personal goals. • May be averse to the conflict that arises when setting challenging goals. • May have poor time management skills. • May procrastinates on work tasks. • May dictates every aspect of work, is the final say in all decisions. • Has some organizational skills, such as managing time. • Follows up occasionally and with only some team members. • Sets clear deadlines and milestones but demonstrates little accountability to meeting them. • Does not take time to reflect on completed projects or tasks. • Does not celebrate goal achievement.

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Priority Setting

Priority setting is managing work and organizing tasks based on their importance. Those skilled in this competency know how to establish action plans for themselves and others to complete work efficiently and on time by setting priorities, establishing timelines, and leveraging resources.

• Spends own time and the time of others on what’s important. • Quickly zeros in on the critical few and puts the trivial many aside. • Can quickly sense what will help or hinder accomplishing a goal. • Eliminates roadblocks. • Creates focus. • Has little sense of what’s mission critical and what’s just ‘nice’ to do. • Doesn’t identify the critical few • May believe that everything’s equally important causing others to be overwhelmed with unfocused activities. • May be addicted to action, doing a little bit of everything quickly. • May be a poor time manager. • May not say no; wants to do everything. • Struggles to eliminate roadblocks.

SKILLED

UNSKILLED

• Always on the move. • May have difficulty saying no.

CAUSES

• May have ego issues - overestimates capacity and ability. • May struggle with perfectionism; needs to do everything. • May have a short attention span; wants to do a little bit of everything. • May have time management issues - too busy to set priorities

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Sizing Up People

Sizing Up People refers to the ability to effectively and accurately evaluate the strengths and opportunities of others. It requires patience, good listening and observation skills, and the willingness to study people in a variety of settings before making a judgment.

• Can accurately identify people’s talents and abilities. • Takes sufficient time to observe people’s actions before judging their strengths and limitations. • Foresees people’s potential actions in a variety of circumstances. • Genuinely cares for and listens to others. • Is able to recognize their own unconscious biases and how that impacts their lens. • Assumes people’s talents and abilities. • Is a poor predictor at, or can’t accurately read, what other’s value. • Struggles with seeing beyond the “Now”. • Does not ask other’s questions.

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• May focus on self more than others. • May struggle reading others. • May lack empathy. • May be a poor listener. • May lack a strategic mindset.

CAUSES

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Approachability

Approachability refers to the ability to build rapport and put others at ease. People with this competency are good listeners and are sensitive to others’ needs. Approachability helps to build trust and fosters a strong, confident team. Those with high Approachability are also highly empathetic and can put themselves in others’ shoes.

• Demonstrates an understanding of own emotional triggers, strengths, and development needs as well as the impact of own behavior on others. • Makes the effort to put people at ease. • Helps others feel respected and appreciated by sincerely and specifically acknowledging their ideas, contributions, and achievements. • Offers positive feedback. • Focuses on facts and intentions to maintain another’s self-esteem when things don’t go well. • Shows sensitivity and patience with others’ anxieties. • Listens and build rapport well. • Creates a sense of psychological safety for their team and colleagues. • Modifies behavior based on self-awareness to improve impact and build relationships. • Demonstrates an understanding of the other person’s situation by acknowledging both the facts and the feelings (positive or negative) they express. • Distant and cold, difficult to be around.

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• Uncomfortable with initial contact. • Shares little about their true self.

• Demonstrates tension or disinterest during interactions. • Not a good listener, may interrupt or cut people off. • Doesn’t recognize common social cues or “read the room”.

• May be arrogant or insensitive. • May lack interpersonal skills or self-confidence.

CAUSES

• May have difficulty relaxing. • May be shy or overly busy.

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Building Effective Teams

NEEDS DEFINITION Like a well-oiled machine, teamwork is at its finest when productivity is high, collaboration is organic, and there’s a collective passion towards a common goal. Oh, and one important factor – dream teams usually have strong peer relationships, meaning they actually like each other. Sounds easy right? Well, there is no “I” in “team”, but it does take an eye for talent to build a great team. Building an effective team is an art, knowing when and how a diverse group of people with different skills and perspectives can come together to make magic.

• Identifies and hires diverse talent who bring different perspectives and skills that will fit in well to the company/team culture. • Brings the team along for major projects, objectives, or goals. • Has a one team mentality, “we win together, we lose together”mindset. • Encourages participation, question asking, and delegation. • Provides specific and direct feedback and recognition. • Does not have an understanding of the company/team culture and hires new staff that are just like them. • Tries to complete tasks alone with very little involvement from team. • Takes all the credit when a “win” comes their way. • Avoids asking for help and rarely asks for team’s insight on projects. • Provides feedback inconsistently and that is often discouraging for team. • May not be inspired by company nor aware of personal biases. • May prefer to work alone. • May view personal achievement as a success above team’s achievement. • May be a “Doer” and feel the need to get stuff done. • May not take feedback well.

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Business Acumen

Business Acumen refers to having a thorough understanding of how all aspects of a business and industry work together. It’s about knowing how money is made, studying the competition, being customer centric, applying the necessary skills and abilities, and understanding the company processes.

• Uses understanding of business functions, the industry, and own organization’s performance to maximize results, limit risk, and effectively contribute to own department, team, and/or broader organization results. • Understands the nature and interdependencies of organization functions and supporting processes. • Uses economic, financial, market, and industry information to identify trends, assess current business strategies and results, and/or evaluate specific business opportunities. • Identifies trends and anticipates their impact. • Makes business decisions based on customer needs and want. • Has walked a mile in their shoes.

SKILLED

• Does not apply necessary skills or company processes. • Lacks strategic thinking on how to grow the business.

UNSKILLED

• Does not do, or does not know how to perform, competitive market research. • Makes business decisions without thinking about the impact to the customer. • May not understand the business holistically, and may not know how to im- prove understanding. • May be a new team member to the company or may be new to the industry. • May struggle with future thinking and only thinks about immediate impact. • May be reliable or successful in their immediate position, but lacks passion for the company or industry. • May have a narrow focus, such as how it will impact them or the business only.

CAUSES

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Learning On The Fly

Learning can happen anywhere and most often occurs in the moment, as a result of your or another’s actions, questions or sharing. In fact ,you’re more likely to retain the information you learn from an experience versus in a classroom. Those skilled in learning on the fly seek and use feedback and other sources of information to identify learning gaps.

• Views every situation as an opportunity to learn or teach someone else something new. • Asks engaging questions during the activity to better understand and learn. • Reflects on the situation later and questions what they learned from the situation, how they would potentially manage the situation again if it were repeated. • Puts self in unfamiliar or uncomfortable situations in order to learn. • Asks questions at the risk of appearing foolish; takes on challenging or unfamiliar assignments. • Isn’t present during new situations. • Doesn’t commit to understanding thoroughly through note taking or the asking of questions. • Does not seek to retain what they have learned or share with others the knowledge they have gained. • May be distracted by other priorities. • May not see value in learning in the moment. • May be overconfident in their current knowledge or abilities.

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Motivating Others

Motivating others starts with identifying what makes individuals or teams tick, and then inspiring them to maximize their performance. This is not done through dictation; instead, lead by example using coaching, guiding, or mentorship to create an environment where team members feel empowered and want to do their best.

• Able to build rapport and relate to a diverse team. • Listens to varying perspectives and opinions.

SKILLED

• Asks open-ended questions and able to keep the conversation going. • Identifies the important motivation factors for individuals or teams (what’s in it for them). • Maps out a clear plan of how to reach goals or objectives. • Possesses a genuine care for others. • Struggles with relating to others or building relationships. • Thinks of an idea and goes with that idea without getting other’s insights and opinions. • Talks over others with statements instead of questions; tells others what to do. • Does not try to understand how others are feeling.

UNSKILLED

• Provides a vision without a roadmap. • Cares primarily about self achievement. • May have poor communication skills or lack charisma. • May believe others should be self-motivated. • May work best when alone vs with a team. • May struggle relating with diverse people or groups. • May be unorganized. • May be perceived as fake.

CAUSES

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Dealing With Ambiguity

“Change is the only constant in life.” - Heraclitus, Greek Philosopher With constant change, there is often an unclear or uncertain path forward. Those who handle change well can be found encouraging others to implement innovative approaches to address problems and opportunities. They lead the implementation and acceptance of change within the workplace. Technology evolving, dealing with other humans, leadership changes, etc. are just some of the reasons strengthening our ability to thrive in times of ambiguity is so critical.

• Seeks and uses others’ ideas when implementing changes to increase collaboration, leverage their expertise, and ensure commitment to a successful implementation. • Avoids making assumptions. • Uses a highly agile way of working. • Handles change management well. • Able to move forward without a clear picture or end in sight. • Struggles with relating to others. • Takes a one-size-fits-all approach to projects or tasks. • Makes assumptions. • Has an, “it’s my way or the highway” mentality. • Gets raddled with changes. • Needs a clear vision before moving forward; needs all the details. • May be more robotic in work related habits and processes. • May get overwhelmed. • May be a perfectionist. • May tend to over-analyze. • May require structure.

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Decision Quality

Decisions, decisions, decisions... The ability to identify and understand problems and opportunities by gathering, analyzing, and interpreting quantitative and qualitative information leads to the best decisions. Those skilled in this choose the best course of action by establishing clear decision criteria, generating and evaluating alternatives, and making timely decisions. Quality decisions can be dependent on timing (rushed or researched), experience (new or familiar territory), impact (low or high), desired outcome (realistic or too stretched).

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