W HIR LPOO L LEAD ERS HI P MOD EL

L E ADE RSHIP RE QUIRE ME NT S

Leadership Attributes
• Character & Enduring Values – Practices and remains committed to Whirlpool’s set of enduring values
and beliefs: Integrity, Respect, Teamwork, Diversity, and Spirit of Winning. Demonstrates high integrity
and develops organizations with unquestioned levels of integrity--never compromises because of the
pressures of the day. Inspires and earns trust and respect from those they lead. Displays behaviors that
clearly show respect for others and with all their diversity. Puts the company’s needs first and practices
teamwork across all boundaries. Strong performance focus as defined by Spirit of Winning
• Confidence – Demonstrates self-confidence and decisiveness that is sharply distinguished from arrogance
or egotism. Develops confidence in people and entire organizations that leads to responsible risk-taking
and abilities to win
• Diversity and Inclusion – Creates an engaging environment that leverages everyone's thoughts, beliefs,
ideas, and opinions to achieve optimal results for the Customer and the Company
• Thought Leadership – Consistently challenges and improves thinking and decision-making processes and
outcomes. Consistently offers out-of-the-box innovative thinking and sophisticated judgments that lead
to results

Leadership Practices
• Vision – Passionately creates a vision…communicates that vision persuasively, and aligns an organization
around attainment of that vision. Helps organizations see beyond what is known today…and in the
process accomplishes more than they ever thought possible
• Strategy – Creates strategies that align and move the organization toward the accomplishment of the
vision
• Communications – Communicates clearly and with candor with all constituents. Practices active-
listening and 2-way communications in order to enable alignment. Creates an environment that
encourages and expects dialogue and debate
• Management Skills – Demonstrates effective management skills in order to drive results through others.
Effectively sets priorities, establishes individual and team expectations, facilitates productive meetings,
provides candid feedback, develops people, delegates, and drives accountability
• Attracting, Developing & Engaging Talent – Attracts, develops, engages and retains top leadership
talent throughout the company. Surrounds her/himself with outstanding talent. Focuses on his/her own
developmental needs
• Customer Champion – Puts the customer at the center of every process and activity valued by the
customer. Drives growth through relationship-management, innovation, and the effective and efficient
use of resources

Leadership Performance
• Extraordinary Results – Consistently guides and leads the organization to extraordinary results against
all dimensions of our vision, strategies and balanced scorecard goals
• Driver of Change/Transformation – Anticipates the future of the business/work and creatively mobilizes
resources to shape the transformation. Spends appropriate energy and resources working with the
organization to drive and create transformation at all levels
W HIR LPOO L LEAD ERS HI P MOD EL
BE HAVIORS AND KE Y AC T IONS
I. LEADERSHIP ATTRIBUTES (Who)
A. Character and Enduring Values II. LEADERSHIP PRACTICES (What) Continued
 Demonstrates integrity C. Communications
 Does the right thing under duress  Drives communication through the organization
 Pushes back and challenges ideas  Communicates passionately and persuasively
 Puts organizational needs first  Articulates ideas clearly
 Demonstrates exceptional teamwork  Fosters two-way communication
 Does what they say they will do  Actively encourages diverse and multicultural employees to share their best ideas
 Consistently shows respect and builds trust and perspectives
 Values other’s ideas … asks for their input
 Values other’s time … listens well D. Management Skills
 Shares credit for achievement and successes  Establishes appropriate individual and team goals and objectives, both performance-
 Contributes and achieves at an extraordinary level focused and developmental
 Embodies a Spirit of Winning  Follows through to assure achievement of goals and objectives
 Effectively delegates responsibilities to others
B. Confidence  Consistently provides performance feedback and rewards
 Demonstrates decisiveness in face of stress  Demonstrates effective time management, personally and with others
 Seeks out complex business challenges  Consistently runs effective meetings
 Unaffected by negativity of others  Effectively manages people and financial resources
 Optimistic about results  Applies innovation tools and principles into his/her management process
 Conveys confidence to the organization  Applies ccOPEX tools and principles into his/her management process
 Demonstrates and encourages risk taking
 Proactively engages with others E. Attracting, Developing & Engaging Talent
 Creates organizations that are confident in their abilities to win  Surrounds him/herself with notably strong talent
 Demonstrates passion and provides energy and focus to the organization  People want to work with him/her
 People follow him/her from previous jobs
C. Diversity and Inclusion  Assembles remarkable teams
 Develops an environment of inclusion which harnesses the power of diversity  Inspires/motivates others to excel
 Values differences in backgrounds & perspectives  Spends more than a little time mentoring and coaching
 Genuinely understands and appreciates cultural differences and diverse points-of-  People seek him/her out as mentor
view  Consistently manages out underperformers
 Demonstrates sensitivity to, and learns from, diverse people and cultures  His/her people “graduate” into bigger jobs
 Respects, encourages and understands power of diversity in the organization  Takes ownership of supplying talent for the organization
 Clearly cares about Whirlpool customers, products and people
 Celebrates and encourages diversity as a key driver of innovation F. Customer Champion
 Creates great diverse teams that are inclusive of people with different perspectives  Demonstrates a clear understanding of customer issues and expectations
 Consistently demonstrates passion for the customer
D. Thought Leadership  Aligns key processes against customer expectations
 Consistently adds value with his/her thinking  Emphasizes the customer when making key decisions and changes
 Improves quality of meetings and decisions through thinking  Clearly links each activity to its impact on customer loyalty
 Demonstrates strategic and big picture thinking  Elicits the group’s hearts and minds in focusing on the customer
 Demonstrates innovative and creative thinking  Challenges the organization to put the customer at the center
 Consistently challenges the status quo  Creates space – time and resources – for customer focused initiatives
 Engages the best thinking of others  Encourages and recognizes employees for taking an active role in serving the
 Makes others “smarter” through his/her participation customer
 Is impressive in his/her intelligence  Actively supports and sponsors innovation activities
 Fosters new ways of thinking and innovative approaches
II. LEADERSHIP PRACTICES (What)  Ensures processes are aligned to the customer's needs and expectations

A. Vision
 Passionately creates a customer-focused vision which helps the organization see
beyond what’s known today
 Passionately creates a customer-focused vision which helps the organization
accomplish more than even thought possible
 Communicates vision passionately and aligns people toward attainment of the vision
 Provides group with a greater sense of purpose
 Consistently communicates a set of stretch goals
B. Strategy
 Ability to develop strategies that move towards accomplishment
 Senses change in the markets with little confirming data
 Provides clarity of plans and goals
 Reduces complexity of understanding and execution
 Comfortable dealing with ambiguity
 Translates vision and strategy to action
 Executes vision and strategy with speed and sense of urgency
III. LEADERSHIP PERFORMANCE (Translating into Performance)
A. Extraordinary Results
 Surprisingly good results in each setting
 Consistently exceeds expectations
 Relative to other good performers, exceptional performance
 May have “turned around” a business or division
 Results impact P&L in obvious and meaningful ways
 Often overcomes obstacles/barriers to produce results
 Obtains cross-functional/enterprise results
B. Driver of Change/Transformation
 Drives, versus cooperates with, change
 Consistently challenges the status quo
 Establishes organizational credibility and followership
 Engages cross-functional coalitions to implement change
 Has mobilized an organization to embed change
 TOP TALENT INDICATORS
Thought Leadership
 Consistently adds value with his/her thinking
 Improves quality of meetings and decisions through thinking
 Demonstrates strategic and big picture thinking
 Demonstrates innovative and creative thinking
 Consistently challenges the status quo
 Engages the best thinking of others
 Makes others “smarter” through his/her participation
 Is impressive in his/her intelligence
Extraordinary Results
 Surprisingly good results in each setting
 Consistently exceeds expectations
 Relative to other good performers, exceptional performance
 May have “turned around” a business or division
 Results impact P&L in obvious and meaningful ways
 Often overcomes obstacles/barriers to produce results
 Obtains cross-functional/enterprise results
Attracting, Developing & Engaging Talent
 Surrounds him/herself with notably strong talent
 People want to work with him/her
 People follow him/her from previous jobs
 Assembles remarkable teams
 Inspires/motivates others to excel
 Spends more than a little time mentoring and coaching
 People seek him/her out as mentor
 Consistently manages out underperformers
 His/her people “graduate” into bigger jobs
 Takes ownership of supplying talent for the organization
Driver of Change/Transformation
 Drives, versus cooperates with, change
 Consistently challenges the status quo
 Establishes organizational credibility and followership
 Engages cross-functional coalitions to implement change
 Has mobilized an organization to embed change
TOP TALENT DERAILERS
Character and Enduring Values
 Indicates willingness to compromise Enduring Values if under pressure
 Behaves in a way that demonstrates disrespect for diversity
 Puts other interests above those of the company
 Demonstrates difficulty or disinclination to work in teams
 Does not demonstrate empathy or a willingness to be inclusive of others
Confidence
Absence of appropriate self-confidence
 Unwilling to step out of one’s comfort zone
 Is indecisive
 Frequently defers to the opinion of others, particularly those in authority
 Does not inspire confidence in others
Arrogance
 Fails to acknowledge the contribution of others
 Diminishes the accomplishments of others relative to his/her own
 Holds an inflated view of one’s abilities and accomplishments
Management Skills
 Underdeveloped repertoire of management skills to drive results through
others
- In particular, this refers to an inability or unwillingness to delegate work to
those reporting to him/her
- General inability to effectively set priorities, establish individual and team
expectations, facilitate productive meetings, provide candid feedback, develop
people, and drive accountability