This document outlines leadership competencies and behaviors for success. It discusses 15 specific competencies across three categories: individual leader, people leader, and senior leader. The competencies include behaviors like aspiring high, thinking broadly, building talent, leading with vision, planning for the future, driving execution, and continuous improvement. Developing these competencies can provide direction for an organization and foundation for talent management. Self-reflection is important to understand how the competencies apply to one's own role and goals.

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Leadership Competencies
“Four Keys” to Success
Competency Frame Work
ASPIRE HIGH
THINK BROADLY
BE DECISIVE
BUILD TALENT
Building People Leaders

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Essential Behaviors and Competencies to enable you and I to
meet Current and Future challenges
We need to view every employee as a leader. Therefore all
Essential Behaviors apply to everyone in varying levels
according to the company’s mission and their function.
Essential Behaviors
What is a Competency?
 Competencies are knowledge, skills and behaviors that are
critical to performing successfully in a particular position.

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Leadership Competencies
• Leadership Competencies are expressed in Behavioral Terms
 How we expect Leaders to Behave
 Abilities, Traits, and Attitudes to Demonstrate as a Leader
An important characteristic of
competencies is that they can be
Learned and Improved through
Coaching, Training, Experience,
and Development

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 Competency Framework provides Direction
 Provides in Behavior Terms what we need to do…..
 To be consistent with the 10 Guiding Principles of MRP
 There are 15 specific competencies
 3 Categories - Individual Leader, People Leader, Senior Leader
 Competencies may serve as a foundation for talent management
Which Category Applies to ME?
People Leader - Formally Manage Processes and People…………

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The Future only
goes
In ONE
DIRECTION
STEP 1 - DROP YOUR BAGGAGE
Cut loose the anchor and strive
to take control of your Future
from this day FORWARD…

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LEAD WITH VISION

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Leading with Vision in a way that aligns people
around Purpose and the path forward in
Achieving our goals while living our Values and
the Guiding Principles of MRP.
 Communicates Vision – Describes Vision, expectations and
goals in a way that provides clarity and inspiration
 Moves Others to Action – Translates the Vision, Expectations
and goals into day-to-day activities; Guides and Motivates
others to take actions to support the Vision.
 Models the Vision and Values to reflect the Organization's
Goals and Values.
 REWARDS THOSE WHO MODEL THE VISION AND VALUES –
 Guiding Principles – Integrity/Knowledge/Respect

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PLAN FOR THE FUTURE
 Gathers / Organizes Information - Organizes information and data
to identify/explain major trends, problems, and causes; compares
and combines information to identify underlying issues
 Evaluates/Selects Strategies – Generates and considers options
for actions to achieve long-range goals and vision; develops
decision criteria considering factors such as cost, benefits, risks,
timing and buy-in; selects strategy most likely to succeed.
 Establishes Implementation Plan - Identifies the key tasks and
resources needed to achieve strategic objectives.
 Engages the Team – Involves direct reports and others in the
process of developing and selecting options to achieve long-
term goals.

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PASSION FOR PERFORMANCE
 SET HIGH STANDARDS FOR PERFORMANCE – establish
standards required to achieve high level of quality,
productivity, or service; adhere to standards of
compliance; hold other accountable for achieving high
performance.
 ENABLE DIRECT REPORTS AND OTHERS TO ACHIEVE
EXCELLENT PERFORMANCE – Remove obstacles and
provide encouragement and support to others in
achieving high performance and realizing their
potential.
 TAKE RESPONSIBILITY – Accepts responsibility fro
outcomes; admits mistakes and refocuses effort when
appropriate.

12. Responsibility
• Responsibility - the opportunity or ability
to act independently and make decisions
without authorization.
• “We would expect individuals throughout
the organization to take on more
responsibility"
• The Action portion – with the authority,
opportunity and ability……….
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13. Accountability
• Webster's defines "accountable" as
• "Subject to - having to report, explain or
justify; being answerable, responsible." Notice
how the definition begins with the words
"subject to," implying little choice in the
matter. This confession-oriented and
powerless definition suggests what we all
have observed—accountability is viewed as
a consequence for poor performance; it's a
principle you should fear because it can only
end up hurting you…
• HOWEVER…..
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14. Accountability
• Consider the following new definition of
accountability:
• "A personal choice to rise above one's
circumstances and demonstrate the
ownership necessary for achieving
desired results—to See It, Own It, Solve It,
and Do It." This definition includes a
mindset or attitude of continually asking,
"What else can I do to rise above my
circumstances and achieve the results I
desire?"
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15. POSITIVE DEMEANOR
• DEMONSTRATE A POSITIVE,
CONFIDENT, AND CREDIBLE
DEMEANOR - THAT COMMUNICATES
RESPECT; EMBODYING HIGH ETHICAL
STANDARDS, AND MODELING VALUES
WHICH, CULTIVATES SUCCESSFUL
INTERACTIONS WITH OTHERS
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16. • Instills Confidence - Exhibits a confident
demeanor and instill confidence in others through
actions and outcomes.
• Manages Stress – Remains focused and
productive when faces with stress and opposition
from others; does not overreact and become
defensive.
• Leads with Optimism and a Positive Attitude –
Looks for the positive qualities in challenging
situations and uses an optimistic outlook to lift
spirits of individuals in a way that motivates them
to achieve.
• Maintains Direction – Preservers in the face of
adversity: maintains high ethical standards under
pressure.
• Respect-Humility-Change
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17. Customer Focus
• SEEKS TO UNDERSTAND CUSTOMERS/STAKEHOLDERS - Actively
seeks information to understand circumstances,
problems, expectations, and needs.
• EDUCATES CUSTOMERS – Share information to build their
understanding of issues , capabilities, and
constraints.
• BUILD COLLABORATIVE RELATIONSHIPS – Builds rapport and
cooperative relationships with customers and
stakeholders.
• TAKES ACTION TO MEET CUSTOMER NEEDS AND CONCERNS -
Respond quickly to resolve problems and avoid over
commitments.
• SETUP CUSTOMER FEEDBACK SYSTEMS - Implement ways to
monitor and evaluate concerns.
• Value Creation – Customer Focus-Principled
Entrepreneurship
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18. Collaboration
• BUILD AND MAINTAIN COLLABORATIVE
RELATIONSHIPS ( INTERNAL AND EXTERNAL ) THAT
MOBILIZE TEAMWORK ACROSS BOUNDARIES.
• IDENTIFY AND SEEK COLLABORATIVE PARTNERS
• WORK ACROSS BOUNDARIES
• ENABLE COLLABORATION
• LEVERAGE A DIVERSE NETWORK – DEMONSTRATE
OPENNESS TO NEW THINKING AND DIFFERENT WORK
STYLES.
• ESTABLISH GOOD INTERPERSONAL RELATIONSHIPS –
ENSURE THAT PEOPLE FEEL VALUED APPRECIATED,
AND INCLUDED.
• RESPECT/INTEGRITY/KNOWLEDGE
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19. Decision Making
• Enact a decision-making process to make
sound decisions based on data from
different sources. Delegate decision
making authority, foster debate and
candor that leads to timely decisions;
communicate decisions to all involved.
• Seek Input and Gather Information
• Analyze Information
• Encourage Open and Honest Dialog
• Demonstrate Sound Judgement
• Communicate the Decision
• Delegate and Empower Other to Act!
• Respect/Humility/Fulfillment
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20. Courage
• Confronting Difficult Issues Early – Speaking up
in the face of opposition or fear; making
touch decision and accepting responsibility.
• Recognize Early Warning Signs
• Responds Quickly
• Takes Personal Accountability and Learns
from mistakes
• Makes the Tough Decision – Takes a stand in
controversial situations; skillfully challenges
decision to ensure that action are taken for
the best interest of all involved.
• Integrity/Respect/Compliance
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21. COACH AND DEVELOP
• SET CLEAR PERFORMANCE EXPECTATIONS AND
ADDRESSING PERFORMANCE ISSUES; PROVIDING
FEEDBACK AND COACHING TO HELP OTHERS EXCEL IN
THEIR CURRENT ROLE AND DEVELOP FOR FUTURE ROLES.
• SET CLEAR PERFORMANCE EXPECTATIONS –
COMMUNICATES CLEAR STANDARDS AS REFLECTED IN
PERFORMANCE OBJECTIVES. CHECK FOR UNDERSTANDING
OF AND COMMITMENT TO PERFORMANCE EXPECTATIONS.
• PROVIDES DIRECT FEEDBACK ON PERFORMANCE –
GIVE TIMELY, SPECIFIC, AND ACTIONABLE FEEDBACK
ABOUT PERFORMANCE, STRENGTHS TO LEVERAGE, AND
PERFORMANCE NEEDS.,
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22. • Provide Effective Coaching and
Development – Develops “oneself” as a
coach: sees the value of coaching and
commits time for growth of others.
• Addresses Poor Performance - Hold
Individuals accountable for meeting
performance standards, confronts
performance shortfalls early, uses
appropriate tools and processes for
handling performance problems; makes
tough calls about people and their
performance.
• Respect/Integrity/Fulfillment
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23. • Strategically Plan for talent needs and
build bench strength for the future: raising
the caliber of talent by attracting,
retaining and developing people;
recognizing excellent performance and
celebrating employee achievements.
• Takes responsibility for career
development – Discuss career aspirations
with manager and builds a development
plan to optimize individual performance
and achieve goals.
• Customer Focus/Compliance/Value
Creation
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Build Organizational Talent

24. • SEEKS OUT GROWTH OPPORTUNITIES –
Seeks out and requests developmental
assignments and/or growth opportunities;
volunteers for “stretch” assignments.
• RECOGNIZES EXCELLENT PERFORMANCE
– Accurately identifies exemplary
performance and provides recognition;
skillfully uses incentives and recognition to
motivate and retain valued talent;
celebrates employee achievements.
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Build Organizational Talent

25. OPTIMIZE DIVERSITY
• APPRECIATE DIVERSE CULTURES - (Guiding
Principles Humility and Respect ) Learns
about other cultures and backgrounds
(e.g. language, social norms, decision
making approaches, work styles,
preferences): readily flexes personal style
and approach to establish rapport; build
productive relationships.
• DEMONSTRATES INCLUSIVE BEHAVIOR –
Establishes relationships with people of
various cultures and backgrounds;
examines own biases and behavior to
avoid stereotypical responses.
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26. • Targets Learning Needs – Identify
appropriate areas for learning.
• Seeks and Identifies learning opportunities
– seeks developmental opportunities,
participates and makes the most of
learning experiences.
• Takes Risks in Learning – Furthers learning
through trial and error; takes on
challenging, uncomfortable, or unfamiliar
assignments.
• Knowledge Sharing - Supports, Facilitates,
and Encourages Knowledge Sharing
• Knowledge/Fulfillment
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LEARNING ORIENTATION

27. • Driving Process Improvements –
Looking Beyond MRP for ideas to improve
the company; fosters innovation through
conventional thinking; leading people
through change by describing a clear
roadmap for the transition process and
focusing people on the future; managing
emotion impact of change on people.
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LEADS OPERATIONAL
EXCELLENCE AND
CONTINUOUS IMPROVEMENT

28. LEADS OPERATIONAL EXCELLENCE AND
CONTINUOUS IMPROVEMENT
• Encourages Continuous
Improvement – Encourages others
to appropriately challenge establish
work processes or assumptions.
• Embraces New Ideas
• Addresses Change Resistance –
Helps Individuals overcome
resistance to change; recognizes
and rewards others who make
positive changes.
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29. DRIVES EXECUTION
• SETS PERFORMANCE GOALS
• ENSURES SKILLS AND READINESS
• ENSURES MEASUREMENT DISCIPLINE – Establishes
key milestones and outcome measures to
ensure staying on course and budget.
• GETS THINGS DONE – Marshals the resources
needed to successfully execute plans; clearly
communicates the information people need
to perform; holds people accountable for
meeting commitments; delivers quality results.
• GUIDING PRINCIPLES – CUSTOMER FOCUS/PRINCIPLED
ENTREPRENEURSHIP/VALUE CREATION
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30. Self Reflection
• Leadership Competencies are only
valuable when we reflect upon our
current situation and move forward with
vision, open mindedness and a new
attitude.
• Reflect upon the company expectations,
your colleague expectations, and your
personal goals.
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