This document outlines the skills and competencies for senior leaders at NASA. It describes three key performance dimensions: personal effectiveness, relating to others, and personal capabilities. For each dimension, it lists the relevant competencies such as decision making, communication, and integrity. It also includes a dimension on understanding and leadership in various disciplines, with competencies focused on discipline leadership, safety leadership, and communicating the value of the discipline. In summary, the document provides a framework for the skills, behaviors, and responsibilities expected of senior NASA leaders in areas such as critical thinking, building relationships, self-management, and advocating for their disciplinary expertise.
FiinGroup is pleased to present our intensive report of Vietnam M&A 2019, the 9th issue of this report. This report presents the extensive data mining of M&A deals in Vietnam in the reviewed period, as well as analysis by key investors and industries where we recognize potential investment opportunities in the near future.
The research provides latest information on market activities as well as competition landscape of M&A in Vietnam. Three main segments of M&A categories including (i) Inbound M&A, which is when a foreign company merges with or acquires a domestic company) (ii) Domestic M&A, which is when two domestic companies merge with or acquire other (iii) Outbound, which is when a domestic company merges with or acquires a foreign company. In addition, we provide in-depth review for the 4 outstanding sectors: Real estate, Industrial goods & Services and Food & Beverage and banks and 3 trendy sectors: Health Care, Education and Utilities.
Download pdf here: http://bit.ly/Vietnam_M_A_Research_Report_2019
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
Here is my final project for my product management course. I chose the company Doordash, a third-party food order and delivery platform because of its relevancy during COVID-19. Although this industry has been one of the fastest growing industry, I find the current business and growth model for the aggregation platforms not sustainable. "Cloud" kitchen will be a big segment, but due to the low entry and exit barriers, the competition in that space will be fierce too shortly. To achieve optimization of profitability, restaurants operators will seek for other options unless the third-party food order and delivery platforms truly align their business goals with those of the restaurants.
FiinGroup is pleased to present our intensive report of Vietnam M&A 2019, the 9th issue of this report. This report presents the extensive data mining of M&A deals in Vietnam in the reviewed period, as well as analysis by key investors and industries where we recognize potential investment opportunities in the near future.
The research provides latest information on market activities as well as competition landscape of M&A in Vietnam. Three main segments of M&A categories including (i) Inbound M&A, which is when a foreign company merges with or acquires a domestic company) (ii) Domestic M&A, which is when two domestic companies merge with or acquire other (iii) Outbound, which is when a domestic company merges with or acquires a foreign company. In addition, we provide in-depth review for the 4 outstanding sectors: Real estate, Industrial goods & Services and Food & Beverage and banks and 3 trendy sectors: Health Care, Education and Utilities.
Download pdf here: http://bit.ly/Vietnam_M_A_Research_Report_2019
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
Here is my final project for my product management course. I chose the company Doordash, a third-party food order and delivery platform because of its relevancy during COVID-19. Although this industry has been one of the fastest growing industry, I find the current business and growth model for the aggregation platforms not sustainable. "Cloud" kitchen will be a big segment, but due to the low entry and exit barriers, the competition in that space will be fierce too shortly. To achieve optimization of profitability, restaurants operators will seek for other options unless the third-party food order and delivery platforms truly align their business goals with those of the restaurants.
FREE PREVIEW OF VIETNAM DAIRY MARKET 2018
ACCESS VIA: https://bit.ly/2DUt74i
Download free preview of Vietnam Dairy Market 2018 to have overview of market performance, insight and upcoming trends as well as key players within the market.
34% receives the calls even while movies are on cinema…!? We looked into the real of Vietnamese watching movie behavious.
-20’s go to cinema most often among the age groups.
-As the way to check the latest movie information, friends, web/FB are common in general while 30’s have strong preference in Film forums.
-Facebook is the common website for getting movie information for 10’/20’s, while 30’s rely on 123phim.vn/.
-Lotte Cinema is the common choice for 10’s while 30’s choose Galaxy Cinema.
-More than 80% buy food / snacks when going to see movies.
-34% receives calls even when watching movies.
Vietnam airlines inflight media 2017 - Quảng cáo TVC trên máy bay Vietnam Airlines.
Liên hệ: tuandoanmanh@gmail.com - www.saturnvietnam.com.vn
Tư vấn kế hoạch truyền thông, Marketing chuyên nghiệp.
Quảng cáo vietnam airlines, TVC On Boarding, Quảng cáo trên máy bay.
Digital 2022 Vietnam (February 2022) v01DataReportal
All the data, statistics, and trends you need to make sense of digital in Vietnam in 2022. Includes the latest reported numbers for internet users, social media users, and mobile connections in Vietnam, as well as key indicators of ecommerce use. For more reports, including the latest global trends and individual data for more than 230 countries around the world, visit https://datareportal.com/
Padman: 6 Product Lessons from Bollywood by Zalando Product LeaderProduct School
No one becomes a good Product Manager in a day. But we help you look inside the minds of great PMs to understand the mindset that makes them succeed. Because Product Management isn’t just a role, it’s a worldview, a set of skills that guide the way you think, and most importantly: lead.
This webinar is based on a movie about Arunachalam Muruganantham, a social entrepreneur from Coimbatore in Tamil Nadu, India. He was famously nicknamed "Padman" as he is the inventor of a low-cost sanitary pad-making machine and is credited for innovating grassroots mechanisms for generating awareness about traditional unhygienic practices around menstruation in rural India.
His mini-machines, which can manufacture sanitary pads for less than a third of the cost of commercial pads, have been installed in 23 of the 29 states of India. He is currently planning to expand the production of these machines to 106 nations.
Behind all of this, there are various PM lessons in this story...
Join us for a creative and unique session where you will be able to learn more about life and of course, Product Management!
I conducted this pestel analysis conducted on India and their use of Tinder. Then, I implemented a new e-marketing strategy aimed towards improving the use of Tinder in India in a more relevant way.
Customer journey for gaming demonstrating decision pathways and shopping experience. The one buying the game is not necessarily the one playing it. In store, more can be done to attract potential customers and bring people in. What about games that appeal across the family? Opportunity across devices from console to tablet to mobile increasing and the needs and behaviour of consumers is presenting huge challenges.
People spend more time gaming than any other activity. With the advent of 4G and even more choice on tablets, phones and gaming devices this is set to increase even more.
Interestingly, how people purchase games and content is often overlooked. Traditional shopping is as strong today as it has been when purchasing games but far more complex. Physical need too is another customer need often overlooked - the need to hold a product in your hand.
Play more, buy more, mapping your customer journey and strategies to enhance loyalty among gamers has never been so important.
Digital 2023 Vietnam (February 2023) v01DataReportal
All the data, statistics, and trends you need to make sense of digital in Vietnam in 2023. Includes the latest reported numbers for internet users, social media users, and mobile connections in Vietnam, as well as key indicators of ecommerce use. For more reports, including the latest global trends and individual data for more than 230 countries around the world, visit https://datareportal.com/
FREE PREVIEW OF VIETNAM DAIRY MARKET 2018
ACCESS VIA: https://bit.ly/2DUt74i
Download free preview of Vietnam Dairy Market 2018 to have overview of market performance, insight and upcoming trends as well as key players within the market.
34% receives the calls even while movies are on cinema…!? We looked into the real of Vietnamese watching movie behavious.
-20’s go to cinema most often among the age groups.
-As the way to check the latest movie information, friends, web/FB are common in general while 30’s have strong preference in Film forums.
-Facebook is the common website for getting movie information for 10’/20’s, while 30’s rely on 123phim.vn/.
-Lotte Cinema is the common choice for 10’s while 30’s choose Galaxy Cinema.
-More than 80% buy food / snacks when going to see movies.
-34% receives calls even when watching movies.
Vietnam airlines inflight media 2017 - Quảng cáo TVC trên máy bay Vietnam Airlines.
Liên hệ: tuandoanmanh@gmail.com - www.saturnvietnam.com.vn
Tư vấn kế hoạch truyền thông, Marketing chuyên nghiệp.
Quảng cáo vietnam airlines, TVC On Boarding, Quảng cáo trên máy bay.
Digital 2022 Vietnam (February 2022) v01DataReportal
All the data, statistics, and trends you need to make sense of digital in Vietnam in 2022. Includes the latest reported numbers for internet users, social media users, and mobile connections in Vietnam, as well as key indicators of ecommerce use. For more reports, including the latest global trends and individual data for more than 230 countries around the world, visit https://datareportal.com/
Padman: 6 Product Lessons from Bollywood by Zalando Product LeaderProduct School
No one becomes a good Product Manager in a day. But we help you look inside the minds of great PMs to understand the mindset that makes them succeed. Because Product Management isn’t just a role, it’s a worldview, a set of skills that guide the way you think, and most importantly: lead.
This webinar is based on a movie about Arunachalam Muruganantham, a social entrepreneur from Coimbatore in Tamil Nadu, India. He was famously nicknamed "Padman" as he is the inventor of a low-cost sanitary pad-making machine and is credited for innovating grassroots mechanisms for generating awareness about traditional unhygienic practices around menstruation in rural India.
His mini-machines, which can manufacture sanitary pads for less than a third of the cost of commercial pads, have been installed in 23 of the 29 states of India. He is currently planning to expand the production of these machines to 106 nations.
Behind all of this, there are various PM lessons in this story...
Join us for a creative and unique session where you will be able to learn more about life and of course, Product Management!
I conducted this pestel analysis conducted on India and their use of Tinder. Then, I implemented a new e-marketing strategy aimed towards improving the use of Tinder in India in a more relevant way.
Customer journey for gaming demonstrating decision pathways and shopping experience. The one buying the game is not necessarily the one playing it. In store, more can be done to attract potential customers and bring people in. What about games that appeal across the family? Opportunity across devices from console to tablet to mobile increasing and the needs and behaviour of consumers is presenting huge challenges.
People spend more time gaming than any other activity. With the advent of 4G and even more choice on tablets, phones and gaming devices this is set to increase even more.
Interestingly, how people purchase games and content is often overlooked. Traditional shopping is as strong today as it has been when purchasing games but far more complex. Physical need too is another customer need often overlooked - the need to hold a product in your hand.
Play more, buy more, mapping your customer journey and strategies to enhance loyalty among gamers has never been so important.
Digital 2023 Vietnam (February 2023) v01DataReportal
All the data, statistics, and trends you need to make sense of digital in Vietnam in 2023. Includes the latest reported numbers for internet users, social media users, and mobile connections in Vietnam, as well as key indicators of ecommerce use. For more reports, including the latest global trends and individual data for more than 230 countries around the world, visit https://datareportal.com/
This is the National Competency Based Teachers Standard or NCBTS developed by the Academic Community, and other concerned government agencies to transform teaching into 21st century standards and the teachers as a globally competent individuals.
Our ability to continuously learn and adapt will determine the extent to which we thrive in today’s organizations, in our personal lives, and in these disruptive times. This session will provide tips for learning at the pace of change in the university or the workplace using lynda.com. You will walk away with 9 learning strategies that you can put into practice right away!
Learn more: http://www.lynda.com/Business-Skills-training-tutorials/484-0.html
Essential Leadership Skills - Presentation by AJ Yilmaz, Executive Director, American College of Nutrition & CEO, Target Action presented to Tampa/St Petersburg section of ASQ on Feb 9, 2009.
Presentation to City of Saint Louis Park Professional Development Program on March 9, 2911. Public employees from Saint Louis Park and other communities. Focus on integrating management with leadership perspectives. Emplowering others to improve the world.
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
This session was delivered nationally on behalf of the IIBA Australia Chapter in May 2020 by Haydn Thomas of Mindavation. Haydn's contact details are within the slide pack.
Overview:
Through project lifecycles and iterative releases, we are being asked to interact with various stakeholders and ensure that we collectively come away with the understanding of our next steps and actions. So why is that we are still getting this so wrong.
Stakeholder engagement has increased, as has stakeholder misunderstanding. Stakeholders have defined preferences in sharing and consuming information. These are played out through Social Styles form a model of personality that focuses on our outer behavior, rather than the inner you. In this presentation, Haydn Thomas, will show how we can prepare for these interactions and have the flexibility to apply improvisation techniques based on the verbal and non-verbal feedback we are constantly receiving.
Presentation Value/Learning Points:
Upon completion of this seminar, participants will be able to:
▪ Determine your own engagement preferences
▪ Become aware of the 4 different Social Styles
▪ Recognise situations when you need to adjust your engagement style
▪ Discuss techniques to prepare in collecting and sharing information
Haydn Thomas, Chief Mindavator, Mindavation
Haydn Thomas - Mindavation“Engaging”, “Pragmatic”, and “Passionate” is the resounding feedback from clients of Haydn Thomas and Mindavation. As a very proud Director of Mindavation Pty Ltd in Australia and President of Mindavation, Inc. in the United States, Haydn has been delivering on successful outcomes for more than 25 years.
Business Transformation is his hallmark, based on experience with his innovative training, coaching, consulting and keynote presentation practices across Australia, New Zealand, the Middle East, Asia & North America.
Mindavation’s worldwide success can be categorised into 4 core values:
Holding ourselves and clients to account
Fail fast (First Attempt In Learning)
Don’t shy away from fierce conversations; and
Ensure your Head, Heart & Gut are aligned, or do something about it
In recent years, Haydn is following his passion of sharing his insights and experiences through course facilitation, consulting, coaching, capability maturity and international speaking engagements.
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
The purpose of this presentation is to create an open but critical view of what leadership in higher education is, how it is talked about, and how deans and directors might change their behavior to become more effective in their leadership roles. The presentation also addresses the special features of leadership needed in higher education as we enter troubled times.
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
Az interperszonális „Leary-diagram ”, vagyis a személyközi kapcsolatok köre egy cirkuláris személyiség modell. A modell elméleti alapjait valamikor a 40`s, 50`s évek elején a Kaiser Foundation Research Group-beli kutatásokkal rakták le: Marvin Freedman, Rolfe LaForget és Timothy Leary munkáira támaszkodva.
Az agy – a környezetből származó – információkat feldolgozó folyamatai meghatározzák azt a módot, ahogy az agy asszociációkat dolgoz ki, és emlékeket produkál. Az emlékezet három formája a legfontosabb érzékelési folyamatokon alapul: a vizuális, auditív és kinesztéziás.
Vrindavan, Bangalore, Fatehpour, Juganadah, Nueva dehli, Templo del loto, Memorial a ghandi, Sririangam, Hyderebad, Somanatpour, Undavalli, Madura, Amristar, Agra, Columna de tal majal, Benares, Bombay, Kashemira, Sanchi, Bikaner, Jodhpur, Jodhpur, Jaipur la ciudad rosa, Hantar mantar observatorio, Jaipur birlamandi, Raknapuk, Galta, Kajuraho, Jasailmer, Gadi sagar, Esto es la india!!!!!!, Karnataka, Goa, Orchha, Madras
Music: Tu jahan jagan chalega Por - Lata mangeshkar
:)
MyWorldVentures | Facebook http://on.fb.me/hIv1Mz
SiteTalk Network | Facebook http://on.fb.me/e64Edf
:)
http://www.youtube.com/watch?v=CRqIz6opDkM
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Premium MEAN Stack Development Solutions for Modern Businesses
N A S A Leadership Model
1. NASA Leadership Model Senior Leader
Performance Dimension: Personal Effectiveness
COMPETENCY SKILLS
Cognitive Skills: Applies Decision Making
critical and appropriate • Makes decisions even when solutions may produce unpleasant consequences.
judgment, decision-making • Support decisions other leaders make on their own.
and thinking strategies to
• Obtains relevant information and multiple and diverse opinions before making decisions.
organizational,
interpersonal and • Makes effective decisions during times of ambiguity.
competitive issues. • Creates an environment where complex decisions can be discussed, made and executed.
• Makes decisions in a timely manner.
• Makes decisions based on the long-term health of the Agency.
Strategic Thinking
• Devotes appropriate time and attention to strategic issues.
• Considers Agency and center implications when approaching problems or issues.
• Consider issues from different points of view and perspectives, including many sources of information.
• Anticipates potential threats and opportunities.
• Balances short-term needs with long-term priorities.
Creativity and Innovation
• Constantly seeks new insights into his/her job, organization and the outside world.
• Applies innovative solutions.
• Encourages an environment for innovation.
• Is open to innovative approaches to existing as well as new problems.
Relating to Others: Influence and Negotiation
Works to build trust and • Influences others by reasoning with them rather than using strong pressure tactics.
supportive relationships. • Encourages a win/win approach to influence and negotiation.
• Assists direct reports in arriving at mutually satisfactory solutions to problems.
Communication
• Facilitates the open exchange of ideas and information.
• Fosters an atmosphere of open communication in the organization.
• Practices meaningful two-way communication.
• Ensures people are clear about what the information s/he has communicated.
• Holds lower level leaders accountable for communication.
• Communicates decisions, strategies and approaches and the rationale behind them.
• Communicates regularly to the organization regarding strategic issues, program progress and other important
information.
Listening
• Is an effective listener with diverse audiences.
• Pays close attention and seeks to understand others' points of view.
Trust Building
• Establishes trust and mutual respect in relating to others.
• Treats people fairly and with respect.
• Shows consistency among principles, practices and behavior.
• Is reliable.
• Takes accountability for actions and outcomes.
• Is forthright with information, good or bad.
• Admits a mistake when one is made.
• Demonstrates a positive and caring attitude toward others.
• Actions engender trust in NASA and its leadership team.
• Demonstrates responsibility and commitment to public service.
1
2. NASA Leadership Model Senior Leader
Personal Capabilities Adaptability/Flexibility
and Characteristics: • Leads effectively in uncertain or ambiguous situations.
Manages self in a manner • Modifies his/her leadership practices so that different situations can be handled in the most effective manner.
that fosters learning and
high performance. • Maintains a high level of effectiveness when angry or frustrated.
• Is open and adjusts rapidly to change, new information and/or unexpected obstacles.
• Adapts behavior and leadership to meet multiple demands, ambiguity and change.
Integrity and Honesty
• Acts according to the highest ethical standards.
• Operates with truthfulness whether delivering good news or bad.
• Actions match words.
• Treats others’ concerns and issues with the utmost sensitivity and confidentiality.
• Honors commitments and promises.
• Creates a culture that fosters high standards of ethics.
• Takes immediate action if s/he observes apparent unethical behavior.
• Behaves in a fair and ethical manner.
Resiliency
• Emphasizes and demonstrates commitment and persistence in achieving goals.
• Demonstrates a sense of excitement about work.
• Deals effectively with pressure.
• Recovers quickly from setbacks.
• Displays optimism about NASA’s future.
Self Development
• Recognizes own strengths and weaknesses.
• Seeks and acts on feedback from others.
• Applies new knowledge quickly.
• Makes considered and well-informed decisions regarding balance of work, family and self.
• Seeks experiences that will enhance exposure to new ways of doing business.
• Fully develops his or her leadership skills.
Performance Dimension: Discipline Competency
COMPETENCY SKILLS
Understanding of Discipline Leadership
Discipline: Maintains • Understands the work associated with the organization.
high-level competency in • Creates a vision for functional and programmatic excellence.
functional discipline (e.g.,
science, engineering,
professional or
administrative).
Safety: Provides Safety Leadership
leadership in safety. • Ensures a focus on safety.
Keeps safety top of mind. • Welcomes discussions focused on safety and safety concerns.
• Acts on safety concerns expressed by any person.
• Provides honest information about safety concerns.
• Keeps people informed of safety objectives.
• Encourages ongoing training and education in safety.
Maintain Credibility: Talent Acquisition/Development
Sustains and grows the • Leverages human resource systems that promote the acquisition and retention of talent in discipline area.
capability of the • Creates organization-wide development strategies to maintain and grow discipline expertise.
organization to advance
• Makes sound hiring decisions to maintain and lead discipline excellence.
excellence.
• Leverages talent from HQ, other NASA centers and mission directorates before looking outside.
2
3. NASA Leadership Model Senior Leader
Communication and Organizational Advocacy
Advocacy: • Considers communication, outreach and advocacy activities in organizational plans.
Communicates and • Actively participates in communication and advocacy campaigns about the organization’s work within NASA.
advocates discipline-
• Encourages public speaking about NASA and its accomplishments.
related knowledge.
• Actively promotes the organization’s discipline excellence with other NASA groups, installations and external
organizations.
• Actively promotes organization’s discipline excellence with external organizations (e.g., other government
agencies, DoD, academia).
• Delivers effective testimony that promotes NASA’s leadership role in the discipline.
• Works with NASA legislative and public affairs on advocacy campaigns.
• Works with external constituents, including the media, to communicate technical results and to advocate
programs external to NASA.
Performance Dimension: Managing Information & Knowledge
COMPETENCY SKILLS
Awareness and Use of Leads Use of Information Technology
Information Technology: • Encourages the use of information technology to effectively lead virtual work (e.g., telecommuting, virtual
Knowledge of information teams).
technologies available at • Effectively uses technology to improve own performance.
NASA. Selects and uses
those appropriate for • Understands and emphasizes information security in relation to data publishing, technology transfer and
managing work. release of information (NF-ITAR-1767).
• Develops strategies to integrate new technology into the workplace.
Knowledge Leads Knowledge Capture and Sharing
Management: Captures • Creates an environment that encourages capturing, storing and sharing best practices and lessons learned
and shares knowledge for from organization activities.
NASA and public learning. • Emphasizes openness to learning from previous experience.
• Emphasizes the importance of sharing lessons learned with other organizations.
• Emphasizes communication of knowledge internal and external to NASA.
• Creates a climate that supports the open sharing of information and knowledge.
• Creates systems that facilitate communication of knowledge, internal and external to NASA.
Performance Dimension: Business Acumen
COMPETENCY SKILLS
Internal and External NASA Policies & Regulations
Awareness: Understands • Understands and can explain NASA policies that impact management operations such as 7120, Strategic
and responds to internal Management Handbook, etc.
and external policies and • Understands memorandums of understanding (MOUs) and other policies and regulations relevant to the
regulations that impact organization.
NASA. Can identify and
leverage critical External Awareness
relationships in the • Understands government policies and regulations (Space Act, PMA, GPRA, OMB, OPM, etc.).
Agency and at their • Understands the impact that customers and stakeholders (such as Congress, White House and
center. congressional staff) have on NASA strategy and policy.
• Understands the roles of government agencies (e.g., OMB, GAO, etc.)
• Understands the political process and how it impacts NASA, including the roles of Congress, the White
House, and other executive branch organizations.
• Searches for and applies best practices from outside the organization.
• Monitors and keeps up to date on national and international policies and economic, political and social trends
that may affect his/her organization.
• Can identify and leverage relationships with key players in the political arena.
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4. NASA Leadership Model Senior Leader
Formal Organizational Structure
• Understands and can explain the roles, responsibilities, goals and objectives of: Headquarters, mission
directorates, centers, and Functional organizations.
• Identifies and sustains effective relationships with people in critical roles across the Agency.
• Understands the interdependencies of their organization with others in NASA.
• Provides support to other leaders to achieve Agency and program objectives.
Organizational Culture: Organizational Culture
Understands and • Understands the impact of the NASA’s organizational culture on decision making, innovation and
leverages the impact of relationships.
the informal organization • Leverages what is unique and special about the NASA culture.
and NASA’s culture. • Maintains networks outside NASA’s formal organizational structure.
• Identifies and manages internal and external politics.
• Anticipates controversial issues and political questions and deals with them effectively.
• Helps others identify the real issues behind the problems or issues they face.
Organizational Strategy: Strategic Planning and Implementation
Ensures that processes • Explains the NASA Strategic Plan, center implementation plan and mission directorate plans.
are put in place to achieve • Explains to employees how their organization fits into the NASA Vision and Mission and NASA Strategic Plan.
what is outlined in the
• Formulates strategy, direction, vision and goals for the organization that align with: NASA Vision and Mission,
NASA Strategy.
NASA Strategy.
Business Development: Business Development Leadership
Anticipates and fulfills the • Is familiar with NASA’s range of products and services.
needs of customers and • Takes into account all cross-center NASA capabilities in business development activities.
stakeholders.
• Creates a sense of urgency around realigning the work in response to changes from the external customer
environment.
• Creates an environment that encourages innovative solutions that significantly improve value to customers,
stakeholders and partners.
• Identifies opportunities to develop and “market” new products and services.
Business Management: Asset Management
Ensures the efficient • Understands the principles and processes for NASA resource allocation, acquisition and management
allocation and processes and practices (e.g., budgeting, full cost, capital planning).
management of NASA • Creates an environment that promotes and fosters responsibility for asset, capital, human and fiscal
human, financial, physical management
and administrative
resources. Financial Management
• Demonstrates broad understanding of the principles of financial management necessary to ensure
appropriate funding levels.
• Leads budgeting, allocating, controlling, accounting and funding activities and decisions.
• Understands and applies the principles and practices of full-cost management.
Risk Management
• Understands and makes effective use of risk management principles and practices.
• Actively assesses and manages risk.
• Encourages multiple opinions and dissenting options in high-risk situations.
Human Capital Management
• Places people in positions/assignments that make best use of their skills and talents.
• Encourages opportunities for development such as cross-functional assignments, job rotations, stretch
assignments and broadening to new roles and positions.
• Leverages new human capital flexibilities.
• Encourages opportunities for development that enhance broadening of employees.
• Supports lower-level managers in employee retention and development strategies.
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5. NASA Leadership Model Senior Leader
Customer, Stakeholder Customer, Stakeholder and Partner Leadership
and Partner • Builds effective partnerships with other NASA centers and HQ.
Relationships: Builds and • Capitalizes on opportunities to work with others outside NASA (e.g., industry).
maintains relationships
• Establishes plans and strategies for building partnerships and alliances.
with internal and external
customers and • Understands the methods and strategies associated with establishing partnerships and alliances.
stakeholders including • Understands the contractual, legal and governance responsibilities of partnership, alliance and other types of
other NASA organizations, formal agreements.
industry, not-for-profit • Balances the interests of a variety of customers, stakeholders and partners.
organizations, academia, • Regularly seeks and acts on customer feedback concerning the quality of products or services provided.
trade associations and
other government
organizations.
Performance Dimension: Leading & Managing Others
COMPETENCY SKILLS
Leading and Managing Vision for Change
Change: Actively leads • Provides a vision of the future that captures the commitment of people.
and manages • Aligns vision for organizational change with NASA strategy.
organizational change that
• Establishes and maintains a sense of urgency for change.
integrates key
stakeholder, customer and • Communicates why change is necessary and how it will impact employees/organizations.
organizational and • Creates guiding coalitions to lead change efforts.
programmatic goals and • Takes a long-term view and acts as a catalyst for change.
values. Change Process
• Teaches and models new behaviors by example.
• Translates higher-level vision for change into concrete actions.
• Creates an environment that encourages risk taking and change.
• Removes obstacles that create resistance to change.
• Highlights short-term wins and visible improvements.
• Address employees’ concerns about the impact of change.
• Creates strategies and action to sustain an environment that promotes change.
• Identifies the risks associated with change and plans risk mitigation strategies.
• Actively monitors and manages the change process.
• Takes an active role in leading change efforts: performs as a champion of change.
• Explains the impact of change on individual/organizational roles and accountabilities.
Leading and Managing Teamwork and Collaboration
Organizations: • Emphasizes a team approach in accomplishing work.
Maximizes NASA’s human • Models collaborative behaviors.
capital and people’s • Emphasizes teamwork and collaboration across NASA and with partner organizations.
commitment to achieving
Performance Management
organizational and
programmatic goals. • Works with organizational leaders to establish mutually acceptable performance objectives and requirements.
• Provides lower level leaders with timely feedback on performance.
• Removes organizational obstacles to performance.
• Helps lower level leaders obtain rewards and recognition for performance.
• Encourages lower-level leaders to coach and mentor.
• Develops leadership talent in lower level managers.
• Actively promotes development for employees.
• Puts in place forums to facilitate development of lower level leaders and employees.
• Attends to succession planning for organization.
• Leverages existing, and creates new, systems for reward and recognition.
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6. NASA Leadership Model Senior Leader
Conflict Management
• Facilitates the discussion of sensitive issues.
• Promotes an atmosphere where mistakes can be discussed openly.
• Addresses interpersonal or intergroup conflict constructively.
• Gives direct reports an opportunity to express openly their disagreements or to voice objections.
Diversity with Inclusion
• Honors cultures and values different than their own.
• Attends to the diversity mix of the organization.
• Demands inclusion of all employees in all work related activities.
• Creates an environment that values cultural diversity and other differences in the workplace.
• Leverages talents of all team members, regardless of background.
• Provides all employees equal access to opportunities.
• Ensures that the organization builds on difference and diversity.
Values Based Leadership
• Leads discussions regarding NASA values in the organization.
• Discusses how organizational norms and behaviors align with NASA values.
Leading and Managing Organizational Effectiveness
Work: Assures that the • Focuses on results and measuring attainment of outcomes.
organizational, functional • Creates systems that allow effective assignment, prioritization and monitoring of work.
or programmatic goals and
• Assures that effective organizational level status and control mechanisms are developed and maintained to
objectives are achieved in
ensure performance of the organization.
a timely and effective
manner. • Removes obstacles and barriers to organizational and programmatic performance.
• Delegates to lower level managers.
• Solicits appropriate information from direct reports⎯facts, opinions, and concerns about their work.
Performance Dimension: Working Internationally
COMPETENCY SKILLS
International: Familiar Policy/ Partnering/Alliances
with policies that regulate • Understands the rules and policies that relate to import and export of materials, technology and information
or dictate how to work with (ITAR).
an international partner. • Understands how Agency policy relates to working with international partners.
• Forms effective with high-level government officials from international partners.
Cross-cultural Cross-Cultural Leadership
Relationships: • Understands how cultures differ in approaches to time, authority, physical space, friendship and
Understands the important individualism, and how these differences impact work behavior.
aspects of language, • Applies knowledge relating to national culture to increase the effectiveness of relationships.
behaviors, beliefs and
environment that comprise • Addresses the special challenges and adjustments of employees living abroad.
the culture of the • Establishes solid relationships with international partner organizations.
international partner. • Leads NASA in establishing international partnerships that are seen as collaborative and fair.
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