Management

Management Path Levels

The current roles we have in the Management Path are:

• Coordinator
• Manager
• Senior Manager
• Head of

Each one of the roles is expected to have different leadership traits as we explored in the chapter Leadership.

In the Management Path, there are 4 Levels per role that you can grow into. To move up from one level to the other it’s evaluated the authority and involvement regarding:

• Technical Leadership
• Business Leadership
• Career Management Leadership
• Adaptive Leadership

Coordinators - Our pace setters

The core duties of a coordinator are to get the work done through process management, which means they have an input and an output and they have to ensure the effective execution of these processes. They are in contact with customers, suppliers, and employees of all levels; therefore, they need to navigate frequently between different audiences to set-up the right context.

Our Coordinators are required to deliver fast results. These leaders are primarily focused on performance. They often set high standards and hold their team members accountable for hitting their goals.

The fast-paced work environment fostered by the coordinators can also create miscommunications, so in order to ensure effectiveness, they have to be able to provide clear instructions and have an outstanding ability to manage adversities, chaos, and change.

Coordinator
Technical Leadership
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
RACI	Completeness / Core Duties	Does not coordinate processes. Processes are manual and undefined.	Analyzes established processes for the role and makes an effort to improve them. Might define new processes in a reactive way Sometimes thinks about team practices and processes and discusses improvements with team. Sometimes might not take into consideration the other team members and their duties when creating processes or executing tasks.	Frequently thinks about team practices and processes and discusses improvements with team. Proactively defines processes and suggest improvements taking into consideration the tasks and projects of the department. Creates new processes that promote accountability. Demonstrates good judgment in selecting methods and techniques that act as effective solutions driving tangible results.	Always thinks about team practices and processes and constantly discusses improvements with their team and regarding processes that affect several teams. Collaborates with others to improve organizational practices and processes. It is capable of exercising judgment to select and define methods, techniques, and evaluation criteria that act as effective solutions driving tangible results. Organizes department's processes, involves needed stakeholders promoting full team alignment, documents and proactively proposes new processes that promotes accountability.	Always thinks about practices and processes that affect several teams, discusses improvements with appropriate parties, and drives implementation. Collaborates with others to improve organizational practices and processes. Exercises independent judgment in defining methods, techniques and evaluation criteria. Always promotes cross-department alignment when creating new processes that promote accountability and improving the existing ones.
	Achievement / Performance	Understands their team's practices and processes. Complete tasks as requested by superiors.	Follows the standard practices, procedures, and links processes defined in the RACI to successfully execute tasks by setting-up defined criteria.	Ensures processes are being successfully followed by all the stakeholders involved in them. Processes are understood and managed proactively across the team. Achieves successful process change management through effective communication within the team.	Follows, reports, and improves established processes. Ensures processes are being followed by all stakeholders involved in them. Processes delivers high impact on the department's performance. Achieves successful process change management through effective communication within several teams.	The processes are implemented, documented, reported, successfully executed and managed by the Coordinator, ensuring all aspects of the department are covered. Ensures processes are being followed by all stakeholders involved in them. Process management drives effective solutions driving tangible results in several departments.
KAI	Completeness / Core Duties	Doesn't define the set of knowledge for the department at this level.	Doesn't define the set of knowledge for the department at this level.	Doesn't define the set of knowledge for the department at this level.	Doesn't define the set of knowledge for the department at this level.	Doesn't define the set of knowledge for the department at this level.
	Achievement / Performance	Role Level: has a common knowledge or an understanding of the basic techniques and concepts of the role. Department Level: does not demonstrate knowledge towards the department's concepts and processes	Role Level: Possess a full understanding of tasks/projects; resolves a wide range of issues in creative ways. Department Level: possesses common knowledge regarding the department's KAI (Mostly Grade 3)	Role Level: Has wide-ranging experience, is capable of using professional concepts and objectives correctly in order to accomplish tasks. Department level: understands the KAI of the department and it's capable of discussing terminology and implications in oder to complete tasks (Balanced Grade 3 and 4)	Role Level: Has broad expertise or unique knowledge, uses various skills to contribute to the development of Secure Group's business model, objectives, and principles and to achieve goals in creative and effective ways. Department Level: can successfully complete tasks in the department's KAI and can discuss the application and implications of concepts and tools (Mostly Grade 4)	Role Level: Expert in the field uses professional concepts in developing a resolution to critical issues and broad business matters. Department Level: can successfully complete tasks in the department's KAI and can discuss the application and implications of concepts and tools (Mostly Grade 4)
Ceremonies	Completeness / Core Duties	Doesn't design the outline of the ceremonies at this level.	Doesn't design the outline of the ceremonies at this level.	Doesn't design the outline of the ceremonies at this level.	Doesn't design the outline of the ceremonies at this level.	Doesn't design the outline of the ceremonies at this level.
	Achievement / Performance	Invited to participate in the ceremonies and acts as a listener. Responds to requests. Works to use feedback that they receive as a tool for growth.	Invited to participate in the ceremonies and makes an effort to be participative, bringing insights. Actively listens to others and ensures they are understood.	Actively engages in the ceremonies. Actively listens to others and ensures they are understood. Respects the time of the audience. Communicates effectively, clearly, concisely in written and verbal form both technical and non-technical subjects, and in an audience-oriented way.	Gives insights. Is able to communicate effectively with a diverse team in a clear, concise, audience-oriented communication, ensuring teammates actively listen to others and are understood. Suggest improvements for the ceremonies and their outcomes.	Participates, engages and demonstrates good judgement when suggesting improvements. Facilitates and inspires cross-department collaboration. Fosters a culture of clear, concise, effective, audience-oriented communication on their team, ensuring teammates actively listen to others and are understood.
Business Leadership
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
Strategy	Completeness / Core Duties	Not involved in any strategic development at this level.	Understands the organization's strategy and how it's related to his/her daily work. Sometimes might not take into consideration the other team members and their strategic impact in the company.	Usually involved in discussions about the implications of the strategy for the team. Creates tasks aligned with strategic goals and strategic initiatives. Defines KPIs for their own tasks and projects.	Follows-up KPIs on a role and team level and builds action plans to achieve the KPIs successfully. Supports senior employees regarding the definition of strategic initiatives.	The coordinator is fully responsible for executing strategic initiatives, managing KPIs, and delegating tasks on an department level.
	Achievement / Performance	Receives tasks and accomplishes them as requested without connecting the execution to the strategy.	Receives tasks and successfully accomplishes them frequently, supporting the achievement of strategic goals. Contributes to conversations based on organizational strategy and principles with teammates when appropriate	Tasks are successfully executed according to strategic initiatives . KPIs are defined and reported. Initiates conversations based on organizational strategy and principles with their teammates when appropriate. Oriented towards goals and works towards their team's goals.	Ensures the department's KPIs are measured and controlled. Strategic initiatives are created, monitored, and effectively reported contributing effectively to the business goals. < Strongly oriented towards goals and ensures their team is continuously working towards their shared goals.	Department's strategic tasks are successfully measured and controlled by the coordinator. Conducts conversations based on organizational strategy and principles with their teammates when appropriate to ensure team alignment and cross-department alignment. Strongly oriented towards goals and ensures their team and other teams are continuously working towards their shared goals
Career Management Leadership
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
Workforce Planning & Development	Completeness / Core Duties	No authority.	No authority.	Might provide insights for Level & Step Reviews when requested.	Might be asked to participate in Level & Step Reviews as a secondary reviewer.	Might be asked to participate in Level & Step Reviews as a secondary reviewer.
	Achievement / Performance	Understands how to deliver feedback in a useful manner. When requested, helps the teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.	Supports colleagues. Delivers feedback to their teammates when applicable in a useful manner. Sometimes helps the teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.	Actively engages with colleagues by providing constructive feedback and encourage collaboration. Delivers feedback to their team's business stakeholders when opportunities arise. Consistently helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.	Motivates others to work with themselves to reach the team's objectives. Facilitates and inspires cross-department collaboration. Consistently works across teams to help them resolve blockers, and complete work tasks. Ensures that credit is shared and given where due.	Is an advisor in establishing a collaborative culture. Facilitates the culture of delivering feedback across several teams as well as their respective business stakeholders. Actively demonstrates these behaviors. Consistently works across different teams to enable them to support each other. Ensures that credit is shared and given where due.
Adaptive Leadership
Perspective		Level A	Level 1	Level 2	Level 3	Level 4
Get on the Balcony	Ability to view the situation and the responses of participants from a mental “balcony”, from which one can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other employees engage in the adaptive challenge.	Doesn't interpret what see and hear	Starts interpreting what see and hear	Interprets correctly what he/she sees and hears	When sitting in a meeting, practice by watching what is happening while it is happening. Can identify some behavioral patterns.	Diagnose ability within colleagues, external stakeholders, and/or suppliers.
		Space - Doesn't understand what's going on in the room/meeting/situation and cannot distinguish expected and unexpected situations. Time - Doesn't have the ability to identify if the issue is routine or non-routine and therefore struggles to act in the required pace considering the consequences that are to come. Object - Doesn't understand how things are organized. People - No ability to read the people or to identify their mood and body language. Struggles to navigate between different audiences.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come. Object - Sufficiently understands how things are organized. People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences. From time to time, he/she acts at the right pace and with the right language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come. Object - Effectively understands how things are organized. People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences. Consistently acts at the right pace and with the right language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and has the ability to very often act in the required pace considering to avoid negative consequences. Object - Understands how things are organized and understands very often the reason why they are organized in such way. People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide) at the right pace and language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly. Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come. Object - Understands how things are organized and why they are organized in such way. People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and department) at the right pace and language according to each of them.
Identify Adaptive Challenges	Ability to identify challenges that require people to learn new ways of doing things, change their attitudes, values, and norms, and adopt an experimental mindset.	Doesn't have the ability to identify adaptive challenges	Identifies adaptive challenges but doesn't act on them	Identifies adaptive challenges but and points out the need for change	Identifies adaptive challenges and acts on them reactively	Identifies adaptive challenges and acts on them by providing directions and some corporate context proactively Willing to make a change
Regulate Distress	Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself	Doesn't regulate distress on the team, suppliers, and/or customers	Doesn't regulate distress on the team, suppliers, and/or customers	Because there's lack of knowledge on how to act on adaptive challenges might not be able to regulate distress (ex: tells people something is wrong repeatedly but cannot explain the reasons properly, causing frustration and demotivation)	Helps others recognize the need for change and monitor the stress people are experiencing Manages adversity and regulates distress	Regulates distress Keeps it within a product range
Maintain disciplined attention	Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue	Doesn't maintain disciplined attention and tends to turn back to operational tasks	Doesn't maintain disciplined attention and tends to turn back to operational tasks	Usually doesn't maintain disciplined attention Starts prioritizing tasks based on audience reactions	Very often can reframe the issue, debate it, and break it into parts.	Very often can reframe the issue, debate it and break it into parts in order to delegate effectively. Communicates on it with the stakeholders
Give the work back to the people	Ability to place the work where it belongs, being willing to be part of the challenge rather than directing its solution by providing answers from a position of formal authority	Sometimes doesn't get the work done as required.	Get the work done but might jeopardize the quality and/or delivery time.	Prioritizes the tasks that need to be done in order to get the work done	Supports corporate needs by pursuing good communication with stakeholders	Ensures productivity Relies on system and processes Improves system and processes to get the work done
Protect the voices from below	Ability to give voice to all people willing to experiment and learn. Incentives original voices that routinely got discouraged or silenced in the organization even if they are not as articulate as one would wish.	Not applicable for this level.	Not applicable for this level.	Not applicable for this level.	Not applicable for this level.	Not applicable for this level.

Managers - Our coaches

The managers are responsible for the performance of their teams. They are involved in strategic decisions and are required to anticipate technical issues and complex and ambiguous problems or opportunities that are often systemic with no readily understood answers. They are responsible for identifying these situations in their teams, requiring a change of mindset or attitude, and providing the right corporate context.

They are quickly to recognize their team members’ strengths, weaknesses, and motivations to help each individual improve. They assist team members in setting smart goals, ensure quality and efficiency through processes management and provide regular feedback with challenging initiatives to promote growth. They’re skilled in setting clear expectations and creating a positive, motivating environment.

Managers promote the development of new skills, innovation, free-thinking and empowerment while building high-performing teams.

MANAGER
Technical Leadership
PROCESS AND KNOWLEDGE		Level 1	Level 2	Level 3	Level 4
RACI	Completeness/Core Duties	Starts setting processes in a reactive way	Directly link processes and define rules for executing the processes The processes are well organized and proactive Models processes according to current tools	Design, control, and report on processes	Improve and adjust the processes to be structured and flexible in case of changes
	Achievement/Performance	Ensures the processes are being followed and communicated with the team	Ensures the processes are being followed and broadly analyzed for improvements This is well communicated with the team	The established processes are successfully followed by the team Processes of all kinds are controlled and reported	The processes are constantly improved and cover all aspects of the department
KAI	Completeness/Core Duties	Understands what's needed for the team	Identifies the team's strength in terms of knowledge and reports frequently on it Strong knowledge gap awareness	Constantly assesses the KAI and reports on it Defines the strengths of the team based on knowledge and their opportunities	Department has defined and measured  KAI, often reported to senior levels
	Achievement/Performance	The Manager achieves Grade 4 in the KAI of his/her role and Grade 3 in the overall Department KAI Assures that the department's KAI is known by the team Encourages knowledge-sharing	The Manager achieves Grade 4 in the KAI of his/her role and Grade 4 in the overall Department KAI Designs and implements knowledge-related initiatives Helps the development of department's KAI Ensures knowledge-sharing	The Manager achieves Grade 5 in the KAI of his/her role and Grade 4 in the overall Department KAI Coaches and provides direction for everyone in the team, and their KAI is almost achieved Knowledge sharing is structured, monitored, and measured	The Manager achieves Grade 5 in the KAI of his/her role and Grade 5 in the overall Department KAI Department has no knowledge gap, and the KAI is achieved Promotes a knowledge-sharing culture within the team and cross-team.
Ceremonies	Completeness/Core Duties	Awareness of the department's ceremonies	Capable to identify the purpose of the ceremony and desired outcomes Agendas and stakeholders are defined and involved Reviews issues as a follow-up	Capable of understanding the purpose and desired outcomes This is communicated effectively with the people involved	Ceremonies are structured and scheduled in advance Communicates effectively with stakeholders, so they are fully aware of the ceremony's purpose and goals and what is their impact on it
	Achievement/Performance	Does not ensure the execution of ceremonies	Executes some ceremonies, and identifies action steps for issues addressed, and involves stakeholders for resolution (if necessary)	Ensures most ceremonies and successfully communicates their purpose to be understood by all stakeholders Makes follow-up actions and documents the outcome of the ceremonies	Ensures all ceremonies are being followed, and the participants are fully engaged throughout the process All stakeholders are communicated of their impact
Business Leadership
KPIs AND GOALS		Level 1	Level 2	Level 3	Level 4
Balanced Scorecard	Completeness/Core Duties	Aware of the department's strategy Defines strategic initiatives to achieve goals	Understands department's strategy Aware of Secure Group's strategy Sets up KPIs to monitor and accomplish strategic initiatives	Follows up KPIs and strategic initiatives, monitors, and reports on them	Department's strategic map is successfully filled with initiatives, KPIs, and goals, taking into consideration Secure Group's overall strategy
	Achievement/Performance	The strategic map is set up with business goals and strategic theme priorities	KPIs are set up, and initiatives are created Tasks are drilled down based on the map	Initiatives and KPIs are successfully monitored and reported	The team successfully contributed to Secure Group's overall strategy
Strategy (Set-up Context)	Completeness/Core Duties	Communicates with the team on strategic matters	Drills down the strategy to all levels in the department	Shares strategic context with all team members regarding every task/project	Communicates and coordinates with other managers to identify cross-department opportunities
	Achievement/Performance	The team is communicated of the strategic map's priorities	The team understand their impact on the department strategy Successfully communicates the strategy through initiatives	The team is constantly being communicated on the progress The team understand their impact on the company's overall strategy	Acts as a spokesperson for Secure Group Strategic Plan, market space, and products The team has a thorough holistic understanding of the business strategy Other managers understand the department's strategy
Career Management Leadership
CAREER MANAGEMENT		Level 1	Level 2	Level 3	Level 4
Performance Evaluation	Completeness/Core Duties	Evaluations are done according to SGMM rules	Evaluations are done according to SGMM, and K-POCs are set-up in the system	All subordinates have a clear K-POC set-up in the system, and the manager frequently communicates with them regarding objectives achievement	K-POCs are clear to each subordinate; they understand and assimilate what needs to be done to reach the next level of their career path
	Achievement/Performance	Subordinates are aware of what's needed to grow K-POCs are still solely the responsibility of the subordinates. The Manager doesn't act on them in order to help achievement	Manager successfully guides employees for them to achieve their K-POCs Growth is constant in the department	The whole team has a successful record of leveling-up and stepping-up. The Manager avoids stagnation through coaching and mentoring.	K-POCs cycle are always being achieved with employees being responsible/accountable for it and the manager successfully communicating the progress, providing directions and context, and promoting a high-performance team The team is leveling-up and stepping-up on time
Workforce Planning	Completeness/Core Duties	Open positions in the department are mapped	Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge	Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge. The manager knows exactly what to test in each candidate in terms of knowledge and skills	All open positions are defined with full information and a clear view of what he/she is looking for in candidates in terms of knowledge, skills, and experience.
	Achievement/Performance	Workforce planning and hiring process are reactive and unplanned with uncertainty	Desirable turnover occurs reactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations.	Desirable turnover occurs proactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations. Hiring process is usually successful due to the correct role definition	The manager embraces turnover in terms of being capable of taking the best out of the employees while they are in the company and is capable of managing employees leaving and coming in a healthy way. Hiring process has a track record of being successful due to correct role definition
Adaptive Leadership
Adaptive Leadership Perspective		Level 1	Level 2	Level 3	Level 4
Get on the balcony	Ability to view the situation and the responses of participants from a mental “balcony”, from which one can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other employees engage in the adaptive challenge.	Observe the relationships between subordinates See how people’s attention to one another can vary: supporting, thwarting, or listening Interprets data and behavioral patterns	Some ability to distant from the situation Resists the instinct to react without analysis Defends what's being addressed by providing data Diagnosis ability within the team	Ability to get on the balcony Capable of determining each stakeholder (promoters, detractors) Navigates well between the audience Diagnosis ability within various departments	Diagnosis ability within the organization Capable of determining the neutral stakeholders Identifies the needs and criteria for neutral stakeholders to address adaptive challenges Recognized as the go-to person in terms of situational awareness
		Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come. Object - Sufficiently understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences within the team and sometimes in the organization. From time to time acts at the right pace and with the right language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come. Object - Effectively understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences within the team and sometimes in the organization. Consistently acts at the right pace and with the right language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and has the ability to very often act in the required pace considering to avoid negative consequences. Object - Understands how things are organized and understands very often the reason why they are organized in such way. People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide: other leaderships and departments) at the right pace and language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly. Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come. Object - Understands how things are organized and why they are organized in such way.  People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and cross-department) at the right pace and language according to each of them.
Identify Adaptive Challenges	Ability to identify challenges that require people to learn new ways of doing things, change their attitudes, values, and norms, and adopt an experimental mindset.	Identifies adaptive challenges and points out the need for change	Identifies adaptive challenges and acts on them reactively	Identifies adaptive challenges and acts on them by providing directions and the corporate context in a proactive way	Identifies adaptive challenges Provides context and coaching in order for the whole team to be able to balance the pros and cons
Regulate Distress	Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself	Doesn't regulate distress on the team and other departments	Regulates distress only when it's inside their comfort zone (meaning, they have enough knowledge to provide context)	Regulates distress constantly Creates a holding environment Conflict management	Protects the team from any distress Provides direction, protection, orientation, and productive norms Regulates personal distress
Maintain disciplined attention	Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue	Usually is not capable of maintaining disciplined attention because of a lack of distress regulation. Employees' actions are reactive.	Very often can reframe the issue, debate it, and break it into parts. Communicates on it with the team	Task prioritization Effective communication	Provides relevant context Team understands priorities Brings attention back to the issue Effective and clear communication at all levels
Give the work back to the people	Ability to place the work where it belongs, being willing to be part of the challenge rather than directing its solution by providing answers from a position of formal authority	Subordinates tend to follow instructions because of the Sr. Manager's authority position.	Delegates tasks effectively so people can focus on what's really important at the moment Best practices (walk the talk)	Starts empowering the team Subordinates have a sense of understanding on what they should act or not at the moment but still struggle to find a way of doing so.	Effective communication Relevant context Subordinates are often able to come up with prioritization and action plans in order to nail the challenges Teambuilder
Protect the voices from below	Ability to give voice to all people that are willing to experiment and learn. Incentives original voices that routinely got discouraged or silenced in the organization even if they are not as articulate as one would wish.	Encourages the team to share their opinion Not always achieves the expected results	Fosters a culture within their team where people are encouraged to share opinions. Occasionally approaches disagreement non-defensively.	Approaches disagreement non-defensively Use contradictory opinions as a basis for constructive discussions.	Works through "surface"-level disagreements to expose the concerns of disagreeing/weaker voices Integrates concerns into their perspective and plans

Senior Managers – Our visionaries and servant leaders

The core duties of our Sr. Managers are strategic and high-level. They are responsible for providing direction for different teams and, at the same time, ensure there are no knowledge gaps in them. They are constantly monitoring the market and Secure Group's strategy to ensure our competitive advantage. They have a powerful ability to drive progress and usher in periods of change by inspiring employees and earning trust for new ideas. They are also advisors in establishing a strong organizational culture by fostering confidence among direct reports and colleagues alike.

Sr. Managers live by a people-first mindset and believe that when team members feel personally and professionally fulfilled, they’re more effective and more likely to produce great collaborative work regularly. These leaders are exceptionally skilled in building employee morale and helping people re-engage with their work.

Focused on the big picture, they have the capacity to boost employee productivity, improve employee development and decision-making, cultivate trust, and create future leaders. Sr. Managers help the company to grow, unite teams, and improve outdated technologies or practices.

SR. MANAGER
Technical Leadership
PROCESS AND KNOWLEDGE		Level 1	Level 2	Level 3	Level 4
RACI	Completeness/Core Duties	Analyzes current processes and the desired outcomes of them Improves the ones that don't meet the desired outcomes	Monitors the processes and crafts automation Supports creation of processes in other departments and suggests frequent optimization	Reviews critically cross-department processes and re-aligns them to the business needs and market Analyzes measures and controls Reports the process optimization to the "Head of"	Leads process change management on an organizational level
	Achievement/Performance	The processes are continually improved	The processes are automatized Teams are effectively communicated on processes' progress and change	The processes are successfully aligned with the market strategy Cross-department processes are analyzed, measured, and controlled	Change management is effective in all teams All teams have in place processes that promote accountability
KAI	Completeness/Core Duties	Drafts the KAI for all teams based on the organigram	Builds the KAI for all teams based on organigram and strategic needs	Monitors the departments' KAI and designs creative solutions to fill the knowledge gap	Promotes a culture of knowledge accountability and knowledge-sharing
	Achievement/Performance	The Sr. Manager achieves Grade 4 in the KAI of his/her role and Grade 2 in the overall Department KAI Ensures the KAI of the departments are structured	The Manager achieves Grade 4 in the KAI of his/her role and Grade 3 in tools and 4 in concepts in the overall Department KAI Breaks down the structured KAI into strategic frameworks	The Manager achieves Grade 5 in the KAI of his/her role and Grade 4 in tools and 5 in concepts in the overall Department KAI Ensures teams are coached and trained through creative initiatives and action plans, which help eliminate some knowledge gaps	The Manager achieves Grade 5 in the KAI of his/her role and Grade 4 in tools and 5 in concepts in the overall Department KAI All departments' Knowledge Accountability Indexes are achieved and are accountable for knowledge sharing
Ceremonies	Completeness/Core Duties	Identifies purpose and needed stakeholders Identifies desired outcomes based on team needs	Builds ceremonies based on team needs	Improves and monitors the current needs and advises in cross-department ceremonies to accomplish business needs	Re-aligns ceremonies based on business strategy and market needs
	Achievement/Performance	Teams have some structured ceremonies, and Managers are communicated regarding the execution	Teams have most structured ceremonies, and Managers are engaged in execution and have a shared understanding	Teams have all structured ceremonies, and Managers are engaged in execution and have a shared understanding Acts as an advisor for some structured cross-department ceremonies	Ensures all ceremonies are being followed All stakeholders are communicated of their impact All necessary touchpoints are mapped and being executed on an organizational level
Business Leadership
KPIs AND GOALS		Level 1	Level 2	Level 3	Level 4
Balanced Scorecard	Completeness/Core Duties	Establishes department's strategy in agreement with other Senior-level managers	Makes final decisions on strategic maps cross-teams Supports creation of maps by defining goals	Develops, modifies, and innovates regarding business goals and initiatives that have a company-wide effect	Makes final decisions on company-wide strategic matters Strategic maps are successfully defined
	Achievement/Performance	Department's strategy is defined, and Managers are communicated	Goals are defined and communicated Managers are engaged	Goals are constantly monitored and reported Strategic maps are achieved	Secure Group's overall strategy is achieved
Strategy (Set-up Context)	Completeness/Core Duties	Shares strategic context with Managers	Communicates and coordinates with other senior managers on strategic matters Identifies and communicates cross-department opportunities	Coordinates strategic communication with senior management to ensure execution on all levels	Covers all aspects of the departments regarding strategic communication
	Achievement/Performance	Managers are fully aware of their impact on the company's strategy	Managers are fully equipped to be able to drill down strategy in all levels of the departments Successfully communicates the strategy through goals	Team members at all levels understand their impact on the overall strategy	Acts as a spokesperson for Secure Group Strategic Plan, market space, and products All teams have a thorough holistic understanding of the business
Career Management Leadership
CAREER MANAGEMENT		Level 1	Level 2	Level 3	Level 4
Performance Evaluation	Completeness/Core Duties	Evaluations are done according to SGMM rules	Evaluations are done according to SGMM, and K-POCs are set-up in the system	All subordinates have a clear K-POC set-up in the system, and the manager frequently communicates with them regarding objectives achievement	K-POCs are clear to each subordinate; they understand and assimilate what needs to be done to reach the next level of their career path
	Achievement/Performance	Subordinates are aware of what's needed to grow K-POCs are still solely the responsibility of the subordinates. The Sr. Manager doesn't help them achieve their K-POCs	Manager successfully guides employees for them to achieve their K-POCs Growth is constant in the department	The whole team has a successful record of leveling-up and stepping-up. Leadership development is successful Sr. Manager avoids stagnation through coaching and mentoring.	K-POCs cycle are always being achieved with employees being responsible/accountable for it and the manager successfully communicating the progress, providing directions and context, and promoting a high-performance team The leaders are leveling-up and stepping-up on time
Workforce Planning	Completeness/Core Duties	Open positions in the department are mapped	Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge	Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge. The manager knows exactly what to test in each candidate in terms of knowledge and skills Helps the Recruitment Team with outlining the perfect candidate skills for management roles	All open positions are defined with full information and a clear view of what he/she is looking for in candidates in terms of knowledge, skills, and experience. Helps the Recruitment Team with outlining the perfect candidate skills for management roles
	Achievement/Performance	Workforce planning and hiring process are reactive and unplanned with uncertainty	Desirable turnover occurs reactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations.	Desirable turnover occurs proactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations. Hiring process for senior employees is usually successful due to the correct role definition	The manager embraces turnover in terms of being capable of taking the best out of the employees while they are in the company and is capable of managing employees leaving and coming in a healthy way. Hiring process for senior employees has a track record of being successful due to correct role definition
Adaptive Leadership
Adaptive Leadership Perspective		Level 1	Level 2	Level 3	Level 4
Get on the balcony	Ability to view the situation and the responses of participants from a mental “balcony”, from which one can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other employees engage in the adaptive challenge.	Observe the relationships in all levels of the team See how people’s attention to one another can vary: supporting, thwarting, or listening Interprets data and behavioral patterns	Ability to identify and let go of those who can’t make the changes the challenge requires. Understands the loss that is being asked for the team to accept regarding the challenge. Capable of naming the loss, be it a change in time-honored work routines or an overhaul of the company’s core values Acknowledges the resulting pain Diagnosis ability within the team	Identifies potential opposition to acknowledge their own responsibility for whatever problems the organization currently faces. Evaluates possible communication channels to address challenges at all levels Diagnosis ability within the team and other leaderships from different departments Recognized as the go-to person in terms of situational awareness	Analyzes internal and external factors. Communicates with managers from different departments to gather and analyze the context Understands people's behavior and anticipates them by Monitors enough data in order to mobilize people from different levels and departments Diagnosis ability organizational-wide
		Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come. Object - Sufficiently understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences within the team and sometimes in the organization. From time to time acts at the right pace and with the right language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come. Object - Effectively understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences within the team and sometimes in the organization. Consistently acts at the right pace and with the right language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and has the ability to very often act in the required pace considering to avoid negative consequences. Object - Understands how things are organized and understands very often the reason why they are organized in such way. People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide: other leaderships and departments) at the right pace and language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly. Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come. Object - Understands how things are organized and why they are organized in such way.  People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and cross-department) at the right pace and language according to each of them.
Identify Adaptive Challenges	Ability to identify challenges that require people to learn new ways of doing things, change their attitudes, values, and norms, and adopt an experimental mindset.	Identifies adaptive challenges and points out the need for change	Identifies adaptive challenges and acts on them reactively	Identifies adaptive challenges and acts on them by providing directions and the corporate context in a proactive way	Identifies adaptive challenges Provides context and coaching in order for the whole team to be able to balance the pros and cons and to act successfully on it
Regulate Distress	Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself	Doesn't regulate distress on the team and other departments	Regulates distress in a reactive way (when realizes that managers and subordinates are already under stress)	proactively regulates distress (avoid stress before it happens) Regulates personal distress	Protects the team from any distress  Conflict management Provides direction, protection, orientation, and productive norms
Maintain disciplined attention	Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue	Usually is not capable of maintaining disciplined attention because of a lack of distress regulation. Employees' actions are reactive.	Very often can reframe the issue, debate it, and break it into parts. Communicates on it with the team and other managers Align expectations	Task prioritization Ceremonies prioritization Effective communication	Provides relevant context Team understands priorities Brings attention back to the issue Effective and clear communication at all levels and cross-department
Give the work back to the people	Ability to place the work where it belongs, being willing to be part of the challenge rather than directing its solution by providing answers from a position of formal authority	Subordinates tend to follow instructions because of the manager's authority position.	Delegates tasks effectively so people can focus on what's really important at the moment Empowers team through the influence	Promotes learning and innovation Teambuilder Subordinates start sharing vision and values in order to get the work done	Promotes a positive and creative culture Promotes innovation The team is empowered to get the work done The team is secure to experiment
Protect the voices from below	Ability to give voice to all people that are willing to experiment and learn. Incentives original voices that routinely got discouraged or silenced in the organization even if they are not as articulate as one would wish.	Not an active listener	Can differentiate the "weight" of the voices Enables managers to protect voices	Active listener Ability to filter voices from different audiences	Promotes a culture of inclusion

Head of – Our transformational leaders

Our Heads of Departments are responsible for setting strategic direction, developing context, and fostering our corporate culture on an organizational level. They focus on clear communication, goal-setting, and the company’s productivity.

Instead of placing the majority of the energy into each employee’s individual aspects, they are driven by a commitment to organizational objectives. However, they are also committed to developing the next generation of Secure Group leaders and build a strong relationship with our shareholders. The "Heads of" also value the company's ethics and teams while focusing on high-performance in the long-term.

HEAD OF
Technical Leadership
PROCESS AND KNOWLEDGE		Level 1	Level 2	Level 3	Level 4
RACI	Completeness/Core Duties	Define processes at an organizational level	Identifies dependencies across departments and promotes alignment for continuous improvement	Identifies external factors and re-aligns process management with them	Promotes organizational corporate culture regarding process management Promotes process accountability at an organizational level
	Achievement/Performance	Comprehension of process management in senior levels is achieved	Organization-wide processes are successfully managed and constantly improved	Process management is successfully aligned in business, market, and other external factors	Departments at all levels achieved an effective process management strategy
KAI	Completeness/Core Duties	Defines KAI at an organizational level	Defines KAI at an organizational level that promotes competitive advantage	Identifies external factors and re-aligns KAI with market and business strategy	Promotes an organization-wide culture of knowledge accountability and knowledge-sharing
	Achievement/Performance	KAI is understood within senior levels and mostly achieved in the departments	Knowledge Accountability Indexes are successfully achieved at an organizational level	KAI is re-aligned continuously with the market Senior levels are communicated and engaged in knowledge management	The organization is accountable for knowledge management at all levels
Ceremonies	Completeness/Core Duties	Identifies needed ceremonies at an organizational level	Builds ceremonies at an organizational level that will aid competitive advantage	Re-aligns needed ceremony with market/business strategy and promotes innovation	Fosters a culture of ceremonies for effective communication at an organizational level
	Achievement/Performance	Ceremonies' importance is understood at an organizational level	Ceremonies are properly set-up, and teams are effectively communicated	Ceremonies are aligned with business/market strategy	The organization has a culture of effective communication through ceremonies
Business Leadership
KPIs AND GOALS		Level 1	Level 2	Level 3	Level 4
Balanced Scorecard	Completeness/Core Duties	Defines strategy at an organizational level	Aligns and communicates cross-dependencies between strategic maps Defines strategic priorities with executives	Considers external factors and builds an organizational strategy that will aid competitive advantage	Fosters a culture of strategic management at all levels
	Achievement/Performance	Secure Group's overall strategy is defined	Strategic maps are defined and communicated	Strategic themes are achieved	Secure Group's overall strategy is overachieved
Strategy (Set-up Context)	Completeness/Core Duties	Shares and aligns strategic context with Sr. Managers	Manages conflicts regarding strategic matters at senior levels Reports strategic matters to executives and Sr. Managers	Coordinates strategic communication with executives and other "Head of."  Aligns with managers at lower levels	Covers Secure Group's overall strategic communication at all levels by promoting innovation
	Achievement/Performance	Sr. Management and executives are aligned regarding strategic priorities Sr. Management is fully aware of their team's scope in the company's strategy	Sr. Management is fully equipped to drill down strategy to lower levels in different teams Successfully communicates the overall strategy through strategic priorities	Overall organizational strategy is understood and aligned in senior-level management Sr. Managers understand their team's impact on Secure Group's overall strategy and have the necessary context to achieve it	Acts as a spokesperson for Secure Group Strategic Plan, market space, and products All teams have a thorough holistic understanding of the business Secure Group's strategic management is part of the corporate culture
Career Management Leadership
CAREER MANAGEMENT		Level 1	Level 2	Level 3	Level 4
Performance Evaluation	Completeness/Core Duties	Communicates with every employee in the Management Path for the 4 required leadership categories in order to grow	Explains the required criteria and knowledge gap to Sr. Managers in order them to grow "Head of" communicates with managers regarding the department's performance gap	Management layer has a defined K-POC set-up in the system and the "Head of" frequently communicates with them regarding objectives' achievement	Communicates with leaders, so they understand what's required from their department regarding performance Clearly communicates K-POCs to each leader in order to understand and assimilate what needs to be done to reach the next level of their career path
	Achievement/Performance	Leaders are aware of what's needed to grow K-POCs are still solely the responsibility of the subordinates. "Head of" doesn't help achieve the K-POC	"Head of" successfully guides leaders for them to achieve their K-POCs Growth is constant at an organizational level	The whole company has a successful record of leveling-up and stepping-up. Leadership development is successful "Head of" avoids leadership stagnation through coaching and mentoring.	K-POCs cycle are always being achieved with employees being responsible/accountable for it and the heads of successfully communicating the progress, providing directions and context, and promoting a high-performance company The company's employees are leveling-up and stepping-up on time Leaders are constantly growing in the 4 perspectives of leadership and able to coach subordinates
Workforce Planning	Completeness/Core Duties	Leadership open positions in the department are mapped	Leadership open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge	Leadership open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge. The "Head of" knows exactly what to test in each candidate in terms of knowledge and skills Considers market and business strategy	Leaders open positions are defined with full information and a clear view of what he/she is looking for in candidates in terms of knowledge, skills, and experience. The ability for international and high-level networking
	Achievement/Performance	Workforce planning and hiring processes are reactive and unplanned with uncertainty	Desirable turnover occurs reactively: a leader whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations. Leadership roles are filled in	Desirable turnover occurs proactively: a leader whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations. Hiring process for leaders is usually successful due to the correct role definition	The "Head of" embraces turnover in terms of being capable of taking the best out of the leaders while they are in the company and is capable of managing employees leaving and coming in a healthy way. Hiring process for leaders has a track record of being successful due to correct role definition
Adaptive Leadership
Adaptive Leadership Perspective		Level 1	Level 2	Level 3	Level 4
Get on the balcony	Ability to view the situation and the responses of participants from a mental “balcony”, from which one can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other employees engage in the adaptive challenge.	Has enough market experience Capable of making assertive assumptions. Doesn't analyze internal data.	Analyzes internal data. Ability to put himself/herself in different "shoes" per department in order to understand patterns. Doesn't get attached to personal biases, and it's willing to see things from different perspectives. Recognized as the go-to person in terms of situational awareness	Engages with all types of audience, always providing insights with the support of data. Has enough knowledge to identify other people's personal opinion to relevant information	Analyzes internal and external factors, assumptions, and market information. Communicates effectively with managers from different departments in order to exchange context for different roles. Understands people's behavior and anticipates them by providing enough data in order to address challenges Knows how to navigate between completely different audiences disregarding the level
		Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come. Object - Sufficiently understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences within the team and sometimes in the organization. From time to time acts at the right pace and with the right language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come. Object - Effectively understands how things are organized People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences within the team and sometimes in the organization. Consistently acts at the right pace and with the right language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly. Time - Identifies if the issue is routine or non-routine and has the ability to very often act in the required pace considering to avoid negative consequences. Object - Understands how things are organized and understands very often the reason why they are organized in such way. People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide: other leaderships and departments) at the right pace and language.	Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly. Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come. Object - Understands how things are organized and why they are organized in such way.  People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and cross-department) at the right pace and language according to each of them.
Identify Adaptive Challenges	Ability to identify challenges that require people to learn new ways of doing things, change their attitudes, values, and norms, and adopt an experimental mindset.	Identifies adaptive challenges and points out the need for change	Identifies adaptive challenges and acts on them reactively	Identifies adaptive challenges and acts on them by providing directions and the corporate context in a proactive way	Identifies adaptive challenges Provides context and coaching for the whole team to be able to balance the pros and cons and to act successfully on it
Regulate Distress	Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself	Doesn't regulate distress on the team and other departments	Regulates distress in a reactive way (when realizes that managers are panicking) Regulates personal distress	proactively regulates distress (avoid stress before it happens) Conflict management	Protects the team from any distress  Provides direction, protection, orientation, and productive norms
Maintain disciplined attention	Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue	Usually is not capable of maintaining disciplined attention because of a lack of distress regulation. Employees' actions are reactive.	Very often can reframe the issue, debate it, and break it into parts. Communicates on it with the managers Align expectations cross-department and upper management	Ceremonies prioritization Effective communication Managers understand the priorities and are armed with the knowledge to drill it down	Provides relevant context Brings attention back to the macro situation in which the issue arose Effective and clear communication to senior management and upper management
Give the work back to the people	Ability to place the work where it belongs, being willing to be part of the challenge rather than directing its solution by providing answers from a position of formal authority	Subordinates tend to follow instructions because of the manager's authority position.	Team is empowered Promotes collaboration	Forms strategic alliances Acts as a partner for the team to get the work done	Approaches a long term perspective Promotes employee fulfillment
Protect the voices from below	Ability to give voice to all people that are willing to experiment and learn. Incentives original voices that routinely got discouraged or silenced in the organization even if they are not as articulate as one would wish.	Not an active listener	Active listener with the ability to filter voices from different departments Manages conflict	Promotes a culture of inclusion Integrates upper management and senior management concerns into their perspective and plans	The organization is empowered to share Communication is in the corporate culture