Competency Framework For FLSmidth
• Planning & Organizing
• Conceptual Thinking
• Teamwork
• Team Leadership
• Empowering & Delegation
• People Development
• Communication
• Decision Making
• Problem Solving
• Customer Focus
• Business perspective
• Influencing & Conflict
Resolution
• Strategic Orientation
• Quality Focus
• Learning &
Knowledge Management
• Achievement Orientation
• Innovation & Creativity
• Performance Management
• Managing Change
• Holding People Accountable
 Planning & Organizing

Definition: Visualizes the end state for own area/ deliverable before commencing with activities to achieve
goals. Is able to manage tasks by prioritizing, using all relevant resources, scheduling the work,
anticipating and resolving problems, and working with a team to achieve the objectives. Is able
to allocate an even spread of workload over time and across the team. Sets up critical points to
monitor progress

Planning & 1 2 3 4 5
Organizing (Novice) (Learner) (Practitioner) (Expert) (Guru)

Ad hoc Is able to plan Visualizes the end Visualizes the end state Looks at the
approach; and organise for state for own area for own area and connections across
prefers to routine matters; before commencing linkages before areas and plans for
take things as applies this with activities to commencing with these before
they come; parallely in new achieve goals. Is activities to achieve commencing activity.
does not situations. able to create goals. Creates Creates highly efficient
prioritize and Approaches prioritizations; prioritizations and and effective plans in
Proficiency moves into situations in a identifies resource alternative contingency his section; uses
Level activity sequential requirements and plans to manage forecasting techniques
mode. manner. Ensures evenly allocates changes in the to accurately define
adherence to the resources for environment; does timelines; creates new
laid down relatively known flexible resource possibilities of
timeframe / plan. situations in own deployment to manage resources to meet
area; anticipates these changes; uses plans; generates
problems and planning tools to build various scenarios,
prepares for them. quality plans. Uses a creates various
Sets up critical points system/ methodology to planning options and
to monitor progress keep track of work chooses
schedules and
deadlines.
 Conceptual Thinking

Definition: Is able to identify patterns or connections between situations that are not obviously related. Is
able to identify the key or underlying issues in complex situations. It includes using creative or
inductive/deductive reasoning.

1 2 3 4 5
Conceptual
Thinking (Novice) (Learner) (Practitioner) (Expert) (Guru)

Is not able to see Is able to see Is able to see patterns Is able to create Identifies patterns
the visible the trends in and connections in linkages across and trends cutting
linkages between data/scenarios data/scenarios for the processes from across various
various issues based on his processes related to his different departments functions for in-
and scenarios past department in the to create a more in- depth
across areas; experience; immediate depth understanding; understanding. Is
needs guidance and/or sees environment, which are breaks the problem able to identify
or instructions to only patterns not obvious to others; and applies concepts potential links
Proficiency solve problems or that are breaks problems into to see underlying between apparently
Level identify apparent smaller parts; analyses structure and multiple unrelated
connections in his to identify cause-and- linkages to solve it issues/events
workplace effect relationships and
then solve the problem
as a whole
 Teamwork

Definition: Is able to be a part of any team and play the role of team member. Can share ideas, information,
responsibilities and credit with others. Does not hesitate to assist team members, if required.
Team’s interests are as important to him as his own. Is able to balance the priorities of different
teams which he is part of and collaborates with others on multiple issues. Maintains a constructive
outlook in the team.

1 2 3 4 5
Teamwork (Novice) (Learner) (Practitioner) (Expert) (Guru)

Is not inclined At times, Plays the role of active Provides proactive Leads the team/
to working in participates in team member; does his support to other discussions with a
teams; doesn’t teamwork, only job and contributes to team members; natural ability to take
understand how when pushed by teamwork as expected by encourages others on the leadership
to work as a others/or the others; views team to promote role; gives
team; doesn’t situation. Prefers interests to be as teamwork. Is able suggestions to
know how to to work by important as self to build on other’s improve teamwork;
Proficiency
participate in himself, when interests. Shares ideas, and views nurtures a team
Level teams. Shows given a choice. information and inputs as value spirit and generates
more interest in Does not seek knowledge openly when add. Provides cohesiveness
working alone, involvement/ asked for. Is able to inputs for conflict
as compared to inputs of others in balance the priorities of resolution in the
working in a his work. Avoids different teams which he team.
team. Tends to conflict in the is part of and
get affected by team. collaborates with others
conflict on the on multiple issues.
team. Maintains a constructive
outlook during conflict.
 Team Leadership

Definition: Gets diverse groups of people (geographical spread, age profiles, knowledge-new recruits) to work
together effectively to achieve a stated objective (creating flexibility). Creates a supportive
environment and helps teams to learn from their mistakes. Team members enjoy working with this
person. Is sensitive to the use and abuse of power. Gives constructive feedback and recognizes best
time(s) to give and seek feedback. Provides developmental opportunities to the team, inspires a
positive attitude and a strong desire to succeed. Works more in the team as a whole and only
incidentally as individuals.

Team 1 2 3 4 5
Leadership (Novice) (Learner) (Practitioner) (Expert) (Guru)
Is not able to Leads the team only Forms and leads the Looks at various Looks beyond the
lead and/or when forced by team with the available people available resources;
form the correct situation; is not able correct mix, as resources; chooses influences other
team to form a team with required by the the best to fit the departments to get
effectively; does the correct mix; is organization/depart team objectives; the right mix if
not understand not able to take ment process; understands the required; encourages
the importance people along understands the real/unstated others to lead as
of teamwork; effectively; doesn’t peripheral concerns concerns of others; well; looks at the
does not have inspire others to of others, provides proactively process of existing
Proficiency the skills for perform; gives development facilitates in team leadership
Level making people feedback that is not opportunities and development of (manning /utilizing /
work in teams; very supportive; constructive others through development /review)
does not give partially looks at feedback; co- detailed feedback; and suggests options
feedback or any development of explores and gives empowers team to improve it; enables
support to people only from a the necessary members and others to perform
others transactional aspect support from the supports them from better in teams as
available resources beyond the existing compared to
resources individually
 Empowering & Delegation

Definition: Delegates appropriately without losing control. Makes people at all levels accountable for their
work. Takes into account the role complexity when delegating roles to team members. Gives
them the latitude to exercise their own initiative and vests them with the power and authority to
accomplish tasks successfully.

Empowering & 1 2 3 4 5
Delegation (Novice) (Learner) (Practitioner) (Expert) (Guru)

Exercises Able to delegate Delegates Delegates Uses delegation as

delegation appropriately but appropriately spontaneously by a means to
mechanically or tends to loose without losing assessing the develop team
without always control in certain control. Makes strengths and the members, focuses
assessing situations, people at all levels requirements of on building trust
requirement, is realizes the accountable for the tasks, uses and accountability
able to develop importance of their work. Gives various across levels,
Proficiency accountability building people the latitude approaches to encourages team
Level with certain accountability to exercise their help build members to
individuals or in across levels, but own initiative and accountability exercise initiative
certain has limited skills vests them with across levels; in their respective
situations, to build the power and encourages people teams.
inclined to accountability, authority to to exercise
maintain tight provides latitude accomplish tasks initiative and and
tight control to people in successfully. take on necessary
with little or no many instances power and
latitude to but follows up authority to
accomplish regularly accomplish tasks
tasks.
 People Development

Definition: Dialogues to identify the stated and unstated requirements of people and their unique
development requirements. Uses this understanding to provide inputs to supervisor for future
growth of team members. Motivates the team towards achievement of overall objectives and
creating plans for development of team members. Provides coaching and feedback to enhance
performance and skills/ knowledge.

1 2 3 4 5
People
Development (Novice) (Learner) (Practitioner) (Expert) (Guru)

Not open to Listens to others Dialogues with team Creates opportunities Looks to identify
listening to the and focuses on members to identify for dialogue to identify long-term
views of others. apparent issues. stated and unstated uniqueness and create developmental
Ignores, ridicules Believes in others needs. Provides, development plans. requirements of
or questions input and makes seeks opportunities Anticipates need for individuals in line
from positive comments for them to develop support and guidance to with their
subordinates. about their based on these needs. team members. Uses priorities. Develops
Tends to control contribution and Provides coaching and unique approaches to unique approaches
or dominate abilities, but may feedback at times, on motivate the team. for development.
others by not be able to familiar/specific Encourages team Shares best
Proficiency imposing personal provide improvement areas. members to undertake practices on unique
Level beliefs and views. developmental Clarifies role and self development. development
Ignores need for feedback. Provides expectations and uses Provides constructive approaches with
guidance or support when together with feedback on a variety of peers. Encourages
support. Does not asked for. development areas beyond basic people within team
see motivating Motivates others feedback . Uses work requirements. to provide
and enthusing in certain motivational constructive
others as a instances while techniques to feedback to each
priority. Able to using a few energize individuals to other. Motivates
provide a few standard and achieve performance towards continuous
generic inputs in known goals. development.
certain instances approaches.
only.
 Communication

Definition: Is able to clearly articulate the expectations from others. Appreciates and addresses the stated
and unstated requirements of others. Puts across own point of view assertively with individuals
and in group situations. Is able to provide feedback in an open and supportive manner.
Encourages open discussions and exchange of ideas across the team. Understands the sensitivity
of the context and modifies communication as per the requirement of the audience.

1 2 3 4 5
Communication
(Novice) (Learner) (Practitioner) (Expert) (Guru)

Limited Is open to mutual Consciously dialogues Plans for Is spontaneous while

inclination to sharing of with other team communication of communicating
communicate expectations with members to complex issues for (verbal and written)
and dialogue individuals, but understand stated a variety of and is able to sense
on dominates the and unstated audiences, to
expectations conversation at expectations; communicate the needs of a
with others; times; focuses communicates own message with variety of audience;
not able to more on sharing expectations with clarity and leaves a high impact
understand own expectations, clarity; listens and conviction. Engages on the audiences
the process of but is not articulates individual members through own
dialogue; is impactful; partially expectations of in the group as well communication.
Proficiency Level unable to clear others. Is as the group as a Builds an
create an communication comfortable in whole, to environment where
environment (verbal and providing feedback encourage sharing
people can state
for an open written); is not and does it and create
discussion. able to always constructively. Is able influence. Looks to their reservations
Communicates explain/or to deliver impactful strategize feedback and thoughts; Is able
with no regard understand others message in a group. as per the needs of to provide feedback
for the fully. Not the audience even to people who
audience or comfortable in may otherwise be
the context. group situations. closed to the same.
 Decision-making

Definition: Solicits ideas from customers, vendors, industry analysts and colleagues within the organization.
Takes decisions based on all facts and ideas. It may include “digging” or pressing for information
even from unfamiliar sources, unfamiliar functions and people by asking a series of questions,
arriving at options (options which others have given) and evaluating options impartially. Weighs the
pros and cons in all situations, addresses the long-term and short-term goals of the function and
the business in drawing conclusions. Accepts the risk factor involved in judgment (risk taking go
up). Takes speedy but not hasty decisions.

Decision 1 2 3 4 5
Making (Novice) (Learner) (Practitioner) (Expert) (Guru)

Delegates Looks for data Is able to take long Is able to take Takes decisions in
decisions or around his area term decisions for own complex unfamiliar
often is only and not function; searches for decisions for situations where
undecided; outside for data/information own function; many variables are
does limited decision-making; required for decision looks beyond unknown; digs
search for has partial skills making even through the existing deep to identify
information to take decisions; unfamiliar sources; alternatives and information from
required to depends on past looks at available generates new even unfamiliar
Proficiency take experience to options; reaches clear alternatives; sources, people,
Level decisions; is take decisions; is conclusions by follows the functions; creates
not able to able to take analysing risks and decisions with scenarios,
evaluate decisions only for evaluating implications contingencies; synthesizes diverse
alternatives; short term; takes of solutions both in trusts his own pieces of
takes speedy decisions long term and short senses to finally information to
decisions that in some simple term; Also involves arrive at the create alternatives
are hasty, or situations others in Decision decision
is making process; plans
overcautious and takes speedy but
not hasty solutions
 Problem Solving

Definition: Can diagnose, understand and solve problems and issues that arise in day-to-day work. Confronts
obstacles/problems, differentiates critical ones from trivial ones and works out tangible alternatives
to resolve or surmount them. Commits to actions based on resources available and organizational
values. Seeks sustainable solutions rather than short-term ones.

Problem 1 2 3 4 5
Solving (Novice) (Learner) (Practitioner) (Expert) (Guru)

Is not able to Is able to Is able to identify Looks at trends Continuously

identify diagnose all day-to-day and diagnoses and
problems; simple day-to- problems in his interrelationships anticipates the
delegates day problems areas; analyses for recurring trends and
problem solving; in his area; them and problems; is able applies problem
and/or is not able analyses the establishes cause- to identify the solving
to diagnose the problems, but effect relationships; root cause of the techniques to
problem and/or is only identifies generates given problem; generate
Proficiency not able to some issues; solutions, weighs applies creativity sustainable
Level differentiate uses past pros and cons and in developing solutions;
critical problems experience to chooses solutions new solutions identifies patterns
from trivial ones generate that are sustainable across different
solutions that and not short-term sets of
are short term data/scenarios
and may not be
sustainable
 Customer Focus

Definition: Makes efforts to understand the customer (everyone an individual interacts with); anticipates
customer needs; gives high priority to customer satisfaction

Customer 1 2 3 4 5
Focus (Novice) (Learner) (Practitioner) (Expert) (Guru)

Has a limited Listens Works towards Ensures customer Understands

understanding patiently to the immediate needs are met to customer
of the customer. customer avoid complaints. relationships and
customer Performs basic requirements. Takes initiatives requirements.
Proficiency concept and tasks to avoid Follows through to make the Tries to delight
Level may believe customer on complaints customer happy. the customer.
that there is dissatisfaction Maintains Proactively
little one can constant prepares
do to improve communication customer for
customer eventualities
satisfaction
 Business Perspective

Definition: Perceives the function as an integral part of the business. Understands the role of each function in the unit,
their interdependence, their contribution to the overall business results and their mutual impact. Uses the
function as a lever to be able to provide competitive advantage to the unit and business. Understands
unit/business strategy and balances current functional needs with future unit/business goals.

Business 1 2 3 4 5
Perspective (Novice) (Learner) (Practitioner) (Expert) (Guru)

Shows limited Knows his function well Understands that his Thoroughly Uses his insights on
inclination and always looks forward function is as understands the business
towards to leveraging the important to the business, its value understanding to
understanding contribution of the organization as drivers, and the create long and short
other areas, function for overall other functions are; marketplace; term balance between
focused only on organizational growth; understands the leverages his his various functional
his own understands other interdependence functional expertise strategies; sustains
role/function; functions, but is not able with other functions for enhancing business success
Proficiency limited to comprehend their and their unit/business through his functional
Level knowledge of interdependence and contribution to success; is able to strategies; has
the contribution to overall overall business; balance his thorough
interdependenc business; though not comprehends the functional understanding of
e with other averse to additional overall strategic strategies; applies business management
functions inputs on other plan and then aligns business principles, which
functions, prefers to his function along management further enhances the
contribute the best with others to principles to identify identification of not-
through his function by synergize for opportunities, risks so-obvious
accommodating the achievement of and returns for his opportunities, risks,
needs of other functions organizational functional strategies returns, etc.
objectives
 Influencing and Conflict Resolution

Definition: Uses appropriate interpersonal styles and methods to persuade and guide individuals and teams
towards goal achievement; modifies behavior to accommodate the tasks, situations and individuals
involved; establishes credibility, gains acceptance and impacts others through multiple ways. Probes
for information and resolves issues constructively.

Influencing 1 2 3 4 5
and Conflict (Novice) (Learner) (Practitioner) (Expert) (Guru)
Resolution
Disregards the Is able to convince Is able to create a Is able to bring Uses multiple
views of other some members in commitment in the out the views of arguments to
members of the the group group towards a set members who persuade. Is able
group, or is individually, but of options. may not to anticipate
overly conscious may not be able to Questions to otherwise be potential issues
of the presence carry the group understand the participating in in groups and
of others. along as a whole. views of others. the group. addresses
Is not able to Usually uses a Uses multiple ways Resolves conflict it.Creates
convince the single approach/ to influence people. based on complete
Proficiency individual logic to influence Creates an understanding ownership for
Level members in the others. Looks for approach which of the the group
group. help from others incorporates the individuals’ decisions among
Communication while influencing. views of, and requirements. Is all members.
is not based on Uses available addresses the need able to sense
particular logical information to of of the individuals emerging
argument. overcome conflicts in the group. Seeks conflict in a few
in certain logic in the situations. Gains
situations. argument of others. credibility as a
Understands and leader.
attempts to resolve
the conflict in
groups.
 Strategic Orientation

Definition: Is able to successfully balance between short-term operating results and long-term business
possibilities. Has the skill and mindset to address issues for sustaining competitive edge and provide
the relevant organizational response. The issues addressed could cover a wide spectrum of areas
including people, technology, products, market opportunities, competitive threats and customers.
Understands rapidly changing environmental trends at national and global levels.

Strategic 1 2 3 4 5
Orientation (Novice) (Learner) (Practitioner) (Expert) (Guru)

Has internal Understands business Understands the Builds long-term Impacts

focus; strategy and balances business strategy and perspective in his business
develops it with short term balances it with short- approach which deals strategy,
tactical operating results in term operating results; with short-term goals; provides
plans to some cases; has the has a competing anticipates the insights to
improve mindset for mindset; understands medium term changes business head
efficiencies; sustaining the current changes in the environment in in terms of
Proficiency has limited competitive edge happening in the terms of new possible
Level understandi however is slow in environment at competition, business business
ng of the providing national and global opportunities categories;
environmen organisation response level and creates unit impacting anticipates
t and in dynamic situations; response to manage business/unit and uses long-term
identifies has partial these changes; this to create flexibility changes and
partial understanding of generates rapid in generating relevant creates
linkages & environment changes response by organisational innovative
does not and generates connecting multiple response; is mechanisms
apply them responses focusing on areas including people, passionate about to proactively
to create certain key areas technology, products, unit/business success meet the
organsiatio such as products, customers and and creates changing
nal technology with creating new options mechanisms to provide requirements
response limited focus on other speedy responses
areas
 Quality Focus

Definition: Works with attention to detail. Delivers as per requirement and as per the set standards. Avoids
mistakes in the first place and hence, does not have to redo things. Does not allow poor quality work
to go forward without correctional improvement.

1 2 3 4 5
Quality Focus
(Novice) (Learner) (Practitioner) (Expert) (Guru)

Not passionate Partially delivers Is concerned Has insights, Inclination to see

about quality; not quality outputs at about quality; understands the the impact of the
able to identify work; follows and purpose of quality; quality of outputs
what quality compromises on delivers quality makes in other related
means; does not the quality at outputs improvements in areas
Proficiency know how to times such as to consistently at his work to
Level deliver quality at achieve deadlines work improve quality
work; often
compromises on
quality
 Learning and Knowledge Management

Definition: Gains knowledge, acquires new skills, assimilates it and practices it on the job. Seeks to gain
new knowledge/skills constantly to apply them to work situations and train others to do the
same. Is both willing to learn and is capable of learning. Does not hesitate to learn from people
across levels, functions and backgrounds (recruitment example: “same as me”). Is aware and
acknowledges limitations. Captures knowledge and learning generated from different parts of the
project for the future and encourages others to do the same.

Learning & 1 2 3 4 5
Knowledge
Management (Novice) (Learner) (Practitioner) (Expert) (Guru)

Inclined to Is able to learn Constructs Encourages other Searches for self

learning but from a variety of agenda for peers and and creates
only learns methods learning for self subordinates in the opportunity for
only things (experience of and the team department to others both within
Proficiency required to do self, others, and ensures enhance their and outside the
Level current job observations, people apply it at learnings and department;
and learns experimentation work. Captures implement the creates and
from only few , etc). Is able to knowledge and same at work; monitors processes
methods, maintain learning understands own for application.
takes a lot of information as generated from and others' Encourages and
time to learn. per the given different parts of limitations to apply coaches others to
Seeks inputs requirements/ the project for and objectively apply knowledge
each time an formats. the future and seeks application across different
activity has to encourages at work. Creates areas
be repeated. others to do the systems to capture
same. knowledge and is
able to suggest its
application across
areas.
 Achievement Orientation

Definition: The person is motivated by success and for achieving more for its own sake rather than for
material rewards. Is constantly looking for ways to improve performance and has a strong drive to
do better than others and have unique accomplishments in life. Is able to handle critical situations
independently.

Achievement 1 2 3 4 5
Orientation (Novice) (Learner) (Practitioner) (Expert) (Guru)

Disinterested Requires more Works for the given Makes efforts to Continuously
to work on the than normal goals on his own; stretch beyond benchmarks
Proficiency goals, even supervision and stretches beyond the given goals. across sections to
Level when guided meets only the these goals when Is able to improve
by others. Is assigned goals, pushed and meets motivate the outcomes;
not able to and does not go goals within team to stretch consistently
handle critical beyond. Looks for deadlines; looks for for targets stretches and
situations. guidance to handle ways to improve his without exceeds goals.
critical situations. performance. Is compromising on Coaches others to
able to handle quality. Guides enable them to
critical situations others when handle critical
independently. confronted with situations
critical situations themselves.
 Innovation and Creativity

Definition: Generates new ideas and strives to implement them to achieve functional objectives and
organizational goals. Excites people to generate new and diverse ideas across functions and levels.
Creates systems and processes to harness the creative abilities of employees and aligns them to
organizational challenges, implements processes to identify and eliminate challenges to creativity
& innovation across levels, recognizes & builds on new ideas and supports new idea
implementation.

Innovation 1 2 3 4 5
& Creativity
(Novice) (Learner) (Practitioner) (Expert) (Guru)

Not able to Open to new Generates new ideas to Uses innovative Promotes and leads a
generate ideas and different achieve functional ways and culture of innovation and
to meet ideas though objectives and approaches to creativity across functions.
organizational is not always organizational goals. inspire people across Uses various mechanisms to
and functional able to Excites people to levels & functions to foster creativity and spirit
goals. Not open generate generate new and be innovative and of innovation across levels
to new or radical creative and diverse ideas across creative. Leads from in line with the
ideas. Does not original ideas. functions and levels. the front in organizational strategy and
Proficiency demonstrate an Supportive of Creates systems and highlighting and direction. Provides a new
Level understanding of others ideas processes to harness implementing meaning to creativity and
the need to though does the creative abilities of conditions across innovation across the
determine not encourage employees and aligns functions for people organization. Sensitizes
barriers and the team towards them to organizational to be creative and functions towards potential
needs to experimentati challenges, innovative. challenges to building an
overcome them on. Identifies implements processes Understands the innovative and creative
or ignores the certain to identify and roadblocks to culture and focuses on
identified apparent eliminate challenges to creativity & building a shared
barriers. barriers to creativity & innovation innovation and organization response to it.
Provides support creativity and across levels, accordingly guides Preempts what could be the
to simple ideas attempts to recognizes & builds on team members / blocks for creativity &
overcome new ideas and supports direct reports for innovation in the
them. new idea overcoming these organization and builds
implementation. roadblocks. systems to ensure that the
same are not created
 Performance Management

Definition: Takes responsibility not just for the deliverables of the department and its constituents, but also
for enabling success of the project. Sets high standards of performance for self and others and
provides a clear direction for the team to achieve objectives. Uses performance management tools
and techniques to elicit superior performance.

Performance 1 2 3 4 5
Management (Novice) (Learner) (Practitioner) (Expert) (Guru)

Takes little Takes responsibility Takes responsibility Looks for Volunteers and
responsibility for for the functional for the functional improvements in the takes responsibility
the function goals but blames goals; understands existing for other related and
goals; shows little others as well; the goals and the responsibilities and non-related areas as
understanding of understands the key drivers and the functional goals; well; attempts to
the goals of goals/key drivers but linkages with the deep understanding influence and
function/key has some overall unit; sets of the function enhance the existing
drivers and their understanding of achievable goals/key drivers linkages of the
Proficiency linkages with their linkages with performance and their linkages inter-functional and
Level other other standards; uses with other functional unit goals; sets
functions/units external/internal the normal tools and overall unit direction for function
and internal entities; sets low and techniques of goals; sets high on desired
departments; is standards of performance performance performances in line
not inclined to performance; uses management; standards, suggests with the overall
setting some tools to understands and improvements in the scenario of
performance manage performance follows the existing process for unit/business; looks
standards for only when enforced development of better performance for systemic
function; has little by the organization others, with management; improvements (e.g.
knowledge/inclina system; little performance attempts to set PMS) to manage
tion to use tools understanding of management as a some direction for performance
to manage linking development process the function to
performance of of others to requirement improve
the function (or performance performance
the departments management
within)
 Managing Change

Definition: Shows openness to change at a personal level. Seeks opportunities for improvement at an
individual and team level. Understands the implications of process or organizational change for the
team. Embraces new ways of working, technology, ways to meet customer needs, employees
needs etc. Facilitates change for team by providing rationale and support.

Managing 1 2 3 4 5
Change (Novice) (Learner) (Practitioner) (Expert) (Guru)
Is resistant to Understands the Understands the Is focused on Is able to
organizational necessity for implications and continuous anticipate how
or personal change in context for change. improvement. Is environment
change. Is rigid processes and Is open to new ideas able to create changes can
about way of systems but understands the excitement among impact the project
doing things. unable to identify need for personal team members to or team.
Views change the actual change. Is quick to take up new ways Encourages team
as a change adapt to change and of doing things. members towards
Proficienc problem.Takes requirements. Is helps the team do Encourages team active
y Level time to get open to change the same. Focuses to contribute to experimentation
attuned to/ when the on identifying improvement. with new ideas and
avoids new detailed improvement Spontaneous for opportunities.
ways of implications are opportunities in the change.
working. explained. team
Requires support
to meet change
requirements for
self and the
team.
 Holding People Accountable

Definition: Is able to establish in others a commitment to achieve results and gets them to perform in
accordance with stated expectations and goals. Gives credit for a job well done and expects
people to take responsibility for slip-ups. Has a clear focus on attainment of outcomes and does
not hesitate to pull up people, when objectives are not met. Applies standards of accountability
equitably.

Holding 1 2 3 4 5
People
Accountable (Novice) (Learner) (Practitioner) (Expert) (Guru)

Does not know Attempts to make some Understands and Understands the Deep understanding
how to make people feel responsible uses some obvious various levers and of general tactics
people own up to for their actions through levers on others to uses the right (like internal and
their actions; obvious levers (like make them own up ones, specifically external
does not hold performance results, their actions; holds as required by competition,
subordinates group competition, others accountable others; promotes motivational inputs,
accountable for learning opportunity, for performance in ownership & etc.) and specific
Proficiency performance; etc.) without deep an equitable responsibility in ones; uses a proper
Level and/or blames understanding of those manner, both in subordinates by mix of levers to
non-performance levers (and/or their success and failure adequate support, make people own
on external impact); holds people situations; motivation and their actions and
factors; provides accountable for their provides some development, so behavior;
no support to performance only in direction, that they accept propagates an
enable cases of slips and is not resources and accountability on accountability spirit
performance equal to all; looks at support to enable their own in his area by using
external and internal performance systematic
factors; attempts to approaches
support, so as to enable
performance