Management

Management Path Roles & 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 the 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 the team. Proactively defines processes and suggests 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 promote 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 to accomplish tasks. Department level: understands the KAI of the department and it's capable of discussing terminology and implications 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. Can 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 judgment 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 on 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 a 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 at 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 at 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 a 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 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 quick 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
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
RACI	Completeness / Core Duties	Does not set up processes for the department. RACI is undefined due to a lack of knowledge regarding the needed roles. Processes knowledge reside within individuals and have limited documentation	Frequently thinks about team practices and processes. Analyzes established processes for the department and makes an effort to improve them. Reactively define new processes. Processes are documented with varying levels of understanding and basic tools in place	Always thinks about team practices and processes ensuring they are well organized, are proactively proposed, and promote accountability within the team. Models processes according to innovative and cost-effective tools.	* Takes ownership and responsibility for department's practices and processes and their continuous improvement through control, communication, and report.	Improve and adjust the processes so they are structured, flexible in case of changes, and always promoting accountability.
	Achievement / Performance	Ensures the majority of processes are being followed through task delegation and communication with the team. Reviews tasks critically and ensures they’re appropriately sized and prioritized.	Processes are followed and effectively communicated within the team. The team exercises judgment within defined procedures and practices described in the RACI to determine appropriate action. Ensures tasks are prioritized correctly, and that dependencies are noted within the team.	Processes are followed and broadly analyzed by the team for improvements. Processes are fully aligned, understood, and managed proactively across the team. Ensures dependencies are noted at tasks and projects and well understood by the team. Works within the team to foster a culture of priority setting and urgency in alignment with organizational strategy.	The established processes are successfully followed by the team, controlled, and reported. Team is empowered, accountable, and capable of directly linking the processes and defining rules for executing them enabling the manager to focus more on people's management than process management. Ensures cross-team dependencies are noted and well understood by all teams involved and other relevant stakeholders.	The established processes are successfully followed by the team, controlled, and reported. The processes are constantly improved and flexible in cases of changes to cover all aspects of the department. Identifies dependencies across the organization and works with other managers and ICs to resolve them before they become an issue, and installs preventative measures to mitigate repeat occurrences.
KAI	Completeness / Core Duties	Is aware of the set of knowledge needed for certain positions. Doesn't have enough personal knowledge to structure the KAI of the department. Knowledge-sharing is not encouraged or structured	Understands what's the needed knowledge for the team to accomplish its goals (overall KAI). Watches out for opportunities to share knowledge and encourages team members to do the same.	Identifies the team's strength in terms of knowledge and reports frequently on it. The manager possesses strong knowledge gap awareness and designs and implements knowledge-related initiatives to mitigate such gaps.	Constantly assesses and improves the KAI, communicates with the team, and reports on it to senior management. Defines the team's competitive advantage based on knowledge and can extract the best out of every team member through coaching.	The department has an effective defined and measured KAI that reflects business and market needs. Promotes a knowledge-sharing culture within the team and cross-team.
	Achievement / Performance	The Manager achieves Grade 2 or 3 the KAI of his/her role and Grade 2 in the overall Department KAI. Team understands the concept of the KAI but doesn’t understand what's expected of them in terms of knowledge development.	The Manager achieves Grade 4 in the KAI of his/her role and Grade 3 in the overall Department KAI. The team knows understands and strives to develop the KAI of their roles. The team tends to share knowledge in a non-structured way.	The Manager achieves Grade 4 in the KAI of his/her role and Grade 4 in the overall Department KAI. The team is empowered to be constantly developing the KAI of their roles. Knowledge sharing is structured and encouraged.	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 so the department's KAI is constantly 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. The team is empowered to be constantly sharing knowledge in a structured way, the department's KAI is achieved in every role and the team's knowledge management strategy aids a competitive advantage to the business.
Ceremonies	Completeness / Core Duties	Understands the concept and importance of the ceremonies on a superficial level.	Understands their team's ceremonies and works with subordinates and other managers to resolve disagreements in a healthy manner.	The manager is capable of identifying the purpose of the ceremony and desired outcomes. Agendas are defined and stakeholders are defined and effectively involved. Encourages the team to openly share their opinions, integrates their point of view, and contributes to discussions in a respectful manner.	The manager is capable of understanding the purpose and desired outcomes of the team's ceremonies and communicates effectively with the people involved. The manager facilitates engagement between other managers and teams and ensures stakeholders contribute to discussions in a respectful manner.	Ceremonies are structured with desired outcomes, stakeholders, agenda and always scheduled in advance. The manager communicates effectively with stakeholders, so they are fully aware of the ceremony's purpose and goals and what is their impact on it before the actual ceremony.
	Achievement / Performance	Does not ensure the execution of ceremonies.	Ceremonies happen without previous organization and in an unstructured way. The team understands the importance of effective communication in an audience-oriented way, in written and verbal form.	Executes some ceremonies, and identifies action steps for addressed issues. Involves the right stakeholders for resolution through effective, clear, concise communication in written and verbal form both technical and non-technical subjects, and in an audience-oriented way. Actively listens. Reviews issues as a follow-up. The team is empowered to share concerns and action plans in an unbiased way.	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. The teams' disagreements are approached in a non-defensively and contradictory opinions are used as a basis for constructive, productive conversations.	Ensures all ceremonies are being followed, and the participants are fully engaged throughout the process. All stakeholders are communicated of their impact and understand their role and expected outcomes in the ceremonies. The team is known for a culture of clear, concise, effective, audience-oriented communication, ensuring all participants actively listen to others and are understood.
Business Leadership
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
Strategy	Completeness / Core Duties	Doesn't define initiatives or KPIs for the department or doesn't get involved in strategic matters	The manager is aware of the department's strategy and communicates on it with the team. The manager defines strategic initiatives to achieve goals. The strategic map is set up with business goals and strategic theme priorities.	The manager has a thorough understanding of the team's domain, how it's built in the strategic map and how it contributes to overall business strategy.* * The manager sets up KPIs to monitor and accomplish strategic initiatives and communicates effectively on strategic matters.	The manager has a thorough understanding of their team's domain, strategy, and how it's built into a strategic map. Has a thorough understanding of other teams' strategies, how they map to their team and interaction points, and how this is built into strategic maps. The manager follows up, monitors, and reports on KPIs and strategic initiatives.	The manager has a thorough understanding of the entire business, organizational strategy (strategic maps), including other department's domains, and how they contribute to overall strategy. Department's strategic map is successfully filled with initiatives, KPIs, and goals.
	Achievement / Performance	Tasks of the team are done on-demand without relating it to the strategy	Conducts conversations based on organizational strategy and principles with the subordinates when appropriate to ensure team alignment. The team is oriented towards goals and the strategic initiatives are achieved.	KPIs are and initiatives are achieved and tasks are drilled down based on the department's strategic map. The team is strongly oriented towards goals and it's empowered and capable of having conversations based on organizational strategy and principles to create alignment.	Initiatives and KPIs are successfully achieved, monitored, and reported. The team is strongly oriented towards goals and due to effective communication, the manager ensures that other departments are encouraged to continue working towards their shared goal.	The team has a full understanding of the team's context and strategy and successfully contributed to Secure Group's overall strategy by achieving all KPIs and initiatives.
Career Management Leadership
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
Workforce Planning & Development	Completeness / Core Duties	Level & Step reviews are not done or are not structured according to SGMM rules. Manager is not aware of needed open positions in the department.	Evaluations are done according to SGMM rules. Open positions in the department are mapped.	Evaluations are done according to SGMM, and K-POCs are set-up in the system with SMART goals. Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI)	Evaluations are done according to SGMM rules. All subordinates have a clear K-POC with SMART goals set-up in the system, and the manager frequently communicates with them regarding objectives achievement. Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI). The manager knows exactly what to test in each candidate in terms of knowledge and skills to fill in open positions	Evaluations are done according to SGMM rules. All subordinates have a clear K-POC with SMART goals set-up in the system, and the manager frequently communicates with them regarding objectives achievement. Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI). The manager knows exactly what to test in each candidate in terms of knowledge and skills to fill in open positions
	Achievement / Performance	Growth expectations are not clear to subordinates. The team shows a lack of progression and does not have set-up K-POCS. Workforce planning is not done and hiring is on-demand (firefighting).	Subordinates are aware of what's needed to grow and the managers sometimes help their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due when working on common projects with other managers. K-POCs are still solely the responsibility of the subordinates. The Manager doesn't act on them in order to help the achievement. Workforce planning and hiring process are reactive and planned with uncertainty.	Consistently helps their subordinates to overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due when working on common projects with other managers. Manager successfully guides employees for them to achieve their K-POCs so growth is constant in the department. Desirable turnover occurs reactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations.	The whole team has a successful record of leveling-up and stepping-up. The Manager avoids stagnation through coaching and mentoring. Consistently works with other managers to support each other. Ensures that credit is shared and given where due. 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.	K-POCs cycle are constantly being achieved and the manager successfully communicates the progress, providing directions and context, and promoting a high-performance team. Subordinates are empowered and responsible/accountable for their development plan. Consistently works across the organization to enable teams to support each other. Ensures that credit is shared and given where due. The manager embraces turnover in terms of being capable of taking the best out of the employees while they are in the company and 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
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 observe the relationships between subordinates Cannot recognize how people’s attention to one another can vary: supporting, thwarting, or listening Doesn't interprets data and behavioral patterns No diagnosis ability	Doesn't 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 himself/herself 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 - 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 at 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 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 - 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.	Doesn't identify adaptive challenges or identifies and doesn't act on them	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
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	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	Not capable of maintaining disciplined attention because of a lack of distress regulation.	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.	Effectively ensures Task prioritization Promotes 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 Manager's authority position.	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 Practices walk the talk promoting best practices	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.	Ensures effective communication Provides relevant context Subordinates are often able to come up with prioritization and action plans to nail the challenges Manager is a teambuilder
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.	Doesn't encourage the team to share their opinion	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
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
RACI	Completeness / Core Duties	Does not suggest or set-up cross-team processes. Does not analyze the need or makes an effort to improve them.	Sometimes thinks about several teams practices and processes and discusses improvements with other managers and senior managers. Analyzes current processes and the desired outcomes of them. Improves the processes that don't meet the desired outcomes.	Always thinks about several team practices and processes and regularly discusses improvements with the involved stakeholders. Monitors the processes and crafts automation. Collaborates with others to improve organizational practices and processes. Supports the 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 processes from different departments and teams. Takes ownership and responsibility for organizational practices and processes and their continuous improvement	Leads process change management efforts on an organizational level. Improve and adjust the processes from different team's/departments so they are structured, flexible in case of changes, and always promoting accountability.
	Achievement / Performance	Cross-team processes are being followed by routine without analysis of their efficiency.	The processes are continually improved and followed delivering a high impact on different team's performance.	The processes are automatized, fully aligned, well understood, and managed proactively across different teams/departments. Ensures cross-team tasks and processes are appropriately broken down and prioritized, and well understood by all involved teams. Teams are effectively communicated on processes' progress and change.	The processes are successfully aligned with the market strategy and business outcomes. Cross-department processes are analyzed, measured, and controlled. Processes are optmized and viewed as competitive advantage by the company.	Change management is effective in all teams. Different teams/departments have in place well-understood and well-executed processes that promote accountability. Identifies dependencies across the organization and works with other Sr. Managers to resolve them before they become an issue, and installs preventative measures to mitigate repeat occurrences.
KAI	Completeness / Core Duties	Doesn't effectively defines the KAI of the different teams. The KAI does not reflect the needed knowledge based on the organigram.	Understands the needed set of knowledge for the teams to successfully achieve the business needs and crafts the KAIs based on the organigram. Communicates with senior management and subordinates regarding the KAI and its importance for the business. Shares their knowledge frequently with their teammates and subordinates.	Builds the KAI for all teams based on organigram and strategic needs. Fosters a culture of documentation and knowledge sharing across several teams and their respective business stakeholders; actively demonstrates these behaviors. Identifies knowledge GAP from internal references and creates relevant initiatives to mitigate them.	Monitors the departments' KAI and designs creative solutions to fill the knowledge gap. Fosters a culture of documentation and knowledge sharing across the organization; actively demonstrates these behaviors. Identifies knowledge gaps from external references and create relevant initiatives to mitigate them.	The departments have an effective defined and measured KAI that reflects business and market needs. Promotes a knowledge-sharing and knowledge accountability culture within several teams and cross-departments.
	Achievement / Performance	The Sr. Manager achieves Grade 3 in the KAI of his/her role and Grade 2 in the overall Department KAI. Doesn't ensure the KAIs of the teams are structured or communicated.	The Sr. Manager achieves Grade 4 in the KAI of his/her role and Grade 2 in the overall Department KAI. The KAIs of the departments are structured and the teams understand what's expected of them in terms of knowledge development.	The Sr. 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. The structured KAIs are effectively broken down into strategic frameworks. Knowledge-sharing is effectively structured and effectively achieved cross-team.	The Sr. 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 the 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' KAIs are achieved, knowledge sharing is structured cross-teams, and subordinates are empowered and accountable for knowledge sharing.
Ceremonies	Completeness / Core Duties	The Sr. Manager identifies the purpose and the needed stakeholders of a variety of ceremonies. The outline of the ceremonies is designed by the Sr. Manager.	The Sr. Manager identifies the purpose and the needed stakeholders of a variety of ceremonies. The Sr. Manager structures and communicates effectively regarding the desired outcome of ceremonies based on team needs Fosters a culture within different teams where people are encouraged to share their opinions and function well across diverse groups.	Builds ceremonies based on the needs of a variety of teams. Communicates effectively with a diverse team. Fosters a culture of clear, concise, effective, audience-oriented communication with other managers and subordinates.	Improves and monitors the current needs of different teams and serves as an advisor in cross-department ceremonies to accomplish business needs. The Sr. Manager communicates effectively on such changes.	The Sr. Manager re-aligns a variety of ceremonies based on business strategy and market needs. The Sr. Manager communicates effectively on such changes.
	Achievement / Performance	The teams have some structured ceremonies but managers are poorly communicated on the importance of them. Ceremonies are not always executed by the teams.	Teams have some structured ceremonies, and Managers are effectively communicated regarding the execution of ceremonies and encouraged to openly share their opinions. Managers and subordinates contribute to ceremonies in a respectful and non-biased manner.	Teams have most ceremonies structured, and Managers are engaged in the execution of such ceremonies. The teams have a shared understanding of the desired outcomes and are open to changing their perspective and plans based on others' input. Subordinates actively listen to each other and are understood.	Teams have most ceremonies structured, and Managers are engaged in the execution of such ceremonies. The teams have a shared understanding of the desired outcomes and are open to changing their perspective and plans based on others' input. Due to effective and unbiased communication, the subordinates and senior management actively listen to each other and are understood.	Ensures all ceremonies are being followed, and the participants are fully engaged throughout the process. All stakeholders are communicated of their impact and understand their role and expected outcomes in the ceremonies. All necessary touchpoints are mapped and successfully executed on an organizational level
Business Leadership
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
Strategy	Completeness / Core Duties	Doesn't get involved in strategic matters and does not communicate on it.	Establishes department's strategy maps and goals in agreement with other Senior-level managers. Identifies and communicates cross-department opportunities.	The Sr. Manager has a thorough understanding of the organization's strategy and makes final decisions on cross-team strategic goals that will reflect on different maps. Coordinates strategic communication with senior management to ensure strategic execution on all levels.	The Sr. Manager has a thorough understanding of the market and the industry's strategy. Develops, modifies, and re-aligns strategic maps and business goals that have a company-wide effect to ensure innovation. Strategic maps are successfully defined.	Leads strategic organizational decisions and plans. Consistently works at a strategic level, influencing decisions to achieve organizational alignment on major goals.
	Achievement / Performance	Department's strategy is not well defined, and Managers are not communicated on strategic matters	Goals are defined and communicated. The managers are engaged through effective communication. The teams contribute effectively to the business goals of the department. Initiates conversations based on organizational strategy and principles with subordinates and other Sr. Managers when appropriate.	Managers are fully equipped with strategic context to be able to drill down strategy in all levels of the departments. The managers are oriented towards goals and the overall strategic goals of different departments are achieved.	The teams are strongly oriented towards goals and are continuously monitoring, reporting, and achieving the goals. Strategic maps are achieved.	Fosters a culture across the organization of having conversations based on organizational strategy and principles to create alignment. Ensures goals are understood and continuously worked towards across the organization. Secure Group's overall strategy is achieved.
Career Management Leadership
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
Workforce Planning & Development	Completeness / Core Duties	Level & Step Reviews are not done or do not follow the SGMM rules Sr. Manager is not aware of needed open positions in the department and the Sr. Manager does not make an effort to map them	Level & Step Reviews are done according to SGMM rules. Open positions in the department are mapped.	Evaluations are done according to SGMM, and K-POCs are set-up in the system with SMART goals. Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI)	Evaluations are done according to SGMM rules. All subordinates have a clear K-POC with SMART goals set-up in the system, and the Sr. Manager frequently communicates with them regarding objectives achievement - other managers understand and assimilate what needs to be done to reach the next level of their career path and are empowered to cascade such improvements. Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI). Advises the Recruitment Team with outlining the skills, knowledge, and experience to fill in open management positions.	Evaluations are done according to SGMM rules. All subordinates have a clear K-POC with SMART goals set-up in the system, and the Sr. Manager frequently communicates with them regarding objectives achievement - other managers understand and assimilate what needs to be done to reach the next level of their career path and are empowered to cascade such improvements. Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI). Advises the Recruitment Team with outlining the skills, knowledge, and experience to fill in open management positions
	Achievement / Performance	Growth expectations are not clear to subordinates The teams show a lack of progression due to non-set-up/non-defined K-POCs Workforce planning is not done and hiring is on-demand (firefighting)	Subordinates are aware of what's needed to grow and Sr Managers sometimes help their subordinates and other managers to overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due. K-POCs are still solely the responsibility of the subordinates. The Sr. Manager doesn't help them achieve their K-POCs Workforce planning and hiring process are reactive and unplanned with uncertainty	The Sr. Manager successfully guides and coaches employees for them to achieve their K-POCs. Growth is constant in the department. Desirable turnover occurs reactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations.	The whole team has a successful record of leveling-up and stepping-up. Leadership development is successful. 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	K-POCs cycles 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. 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
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 observe the relationships between subordinates Cannot recognize how people’s attention to one another can vary: supporting, thwarting, or listening Doesn't Interprets data and behavioral patterns No diagnosis ability	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 leaders 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. Monitors enough data in order to mobilize people from different levels and departments. Diagnosis ability organizational-wide.
		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 - o 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 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.	Doesn't identify adaptive challenges or identifies and doesn't act on them.	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.	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	Not capable of maintaining disciplined attention because of a lack of distress regulation.	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. Aligns expectations.	Effectively ensures ceremonies and task prioritization Promotes 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 Sr. Manager's authority position.	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 positive influence	Promotes learning and innovation Sr. Manager is a teambuilder Subordinates start sharing vision and values in order to get the work done.	Promotes a positive and creative culture. The team is empowered to get the work done. The teams feel secure to experiment
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.	Doesn't encourage the teams to share their opinion or doesn't act as an active listener.	Encourages the team to share their opinion. Not always achieves the expected results.	Can differentiate the "weight" of the voices. Enables managers to protect voices.	Ability to filter voices from different audiences Active listener	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
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
RACI	Completeness / Core Duties	Doesn't define processes at an organizational level or communicates with subordinates and other heads-of regarding processes management.	Takes ownership and responsibility for organizational practices and processes and their continuous improvement. Defines processes at an organizational level.	Reviews critically cross department's processes and re-aligns them to the business needs, the market, and other external factors. Identifies dependencies across departments and promotes alignment for continuous improvement.	Reviews organization-wide processes critically and ensures tasks and projects are appropriately broken down and prioritized across the organization.	Promotes an organizational corporate culture focused on effective process management. Promotes process accountability at an organizational level.
	Achievement / Performance	Head of is accountable for process management: the organization does not have set-up processes that promote accountability or understands the importance of process management.	Processes are understood, promote accountability, and are managed proactively across the organization. Comprehension of process management in senior levels is achieved. Ensures cross department's dependencies are noted and well understood by all senior employees involved and other relevant stakeholders.	Organization-wide processes are successfully managed and constantly improved. Processes management delivers high impact on organization's performance. Identifies dependencies across the organization and works with other heads-of and subordinates to resolve them before they become an issue, and installs preventative measures to mitigate repeat occurrences. Works across the organization to foster a culture of priority setting and urgency in alignment with organizational strategy.	Organizational process management is successfully aligned in business, market, and other external factors. Processes are optimized and viewed as a competitive advantage by the company. Successfully manages organization-wide processes, their progress, and deliverables. Ensures expectations across the organization and external stakeholders are clarified between all parties involved.	Departments at all levels achieve an effective process management strategy that is structured, flexible, continuously improved and that promotes accountability. Process management aids tangible competitive advantage for the company.
KAI	Completeness / Core Duties	Doesn't effectively defines the KAI at an organizational level. The KAI does not reflect the needed knowledge based on the organigram.	Understands the needed set of knowledge for the company to successfully achieve the business needs and crafts the organizational KAI based on the organigram.	Structures the KAI for all departments based on organigram and strategic needs. Defines KAI at an organizational level that promotes competitive advantage.	Identifies external factors and re-aligns the KAI of different departments with the market needs and business strategy.	Promotes a knowledge-sharing and knowledge management accountability culture within the organization.
	Achievement / Performance	Doesn't ensure the overall organizational KAI is structure or communicated.	The organizational KAI is structured and understood by senior management. Sr. Managers and Managers are empowered and accountable for defining the KAI of their own departments and teams.	Senior management is coached and trained through knowledge-sharing initiatives and action plans, which help eliminate organizational knowledge gaps. Overall KAI is structured, communicated, and achieved.	KAI is continuously re-aligned with the market. Senior levels are communicated and engaged in the organizational knowledge management strategy.	Overall organizational KAI is achieved, knowledge sharing is structured organization-wide, and employees are empowered and accountable for knowledge sharing.
Ceremonies	Completeness / Core Duties	The Head of doesn't identify needed ceremonies and does not structure them at a department or organizational level.	The Head of identifies needed ceremonies, their purpose, and the needed stakeholders of a variety of ceremonies at an organizational level. The Head of structures and communicates effectively regarding the desired outcome of ceremonies based on business needs.	The Head of builds ceremonies at an organizational level that will aid competitive advantage. Communicates effectively with senior management to foster a culture of clear, concise, effective, audience-oriented communication.	The Head of re-aligns organizational ceremonies with the market and business strategies and communicates effectively on such changes.	Fosters a culture of clear, concise, effective, audience-oriented communication across the whole organization. Ceremonies are designed to aid competitive advantage.
	Achievement / Performance	Ceremonies are not followed and their importance is not understood at an organizational level.	Ceremonies' importance is understood at an organizational level and followed accordingly. The subordinates and senior management are empowered to communicate effectively, clearly, concisely in written and verbal form both technical and non-technical subjects, and in an audience-oriented way.	Ceremonies are properly set-up at and followed at an organizational level and the teams are effectively communicated on it. The company has a shared understanding of the desired outcomes of organizational ceremonies and are open to changing their perspective and plans based on others' input. Due to effective and unbiased communication, employees actively listen to each other and are understood.	Ceremonies are aligned with the business and market strategies and executed to promote innovation through unbiased, respectful discussions.	The organization is empowered to effectively communicate through structured touchpoints. Ensures all ceremonies are being followed, and the senior management is fully engaged throughout the process to successfully engage the other employees. Senior management is communicated of their impact and understand their role and expected outcomes in the ceremonies.
Business Leadership
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
Strategy	Completeness / Core Duties	Doesn't get involved in organizational strategic matters and does not communicate on it.	The Head of has a thorough understanding of the entire business, organizational strategy (strategic maps), including all department's domains, and how they contribute to overall strategy. Identifies and communicates cross-department opportunities and defines strategy at an organizational level.	The Head of effectively communicates cross-dependencies between strategic maps and re-aligns the efforts to successfully defines them on different departments. The Head of defines and communicates on strategic priorities with executives and shares the context with the senior management	The Head of has a thorough understanding of the market and the industry's strategy. Considers external factors and builds an organizational strategy that will aid competitive advantage.	Leads strategic organizational decisions and plans. Works with no exception at a strategic level, influencing upper management decisions to achieve organizational alignment on major goals.
	Achievement / Performance	Secure Group's overall strategy is not well-defined and achieved. Senior management is not aware of organizational strategic matters.	Fosters a culture within the senior management of having conversations based on organizational strategy and principles to create alignment. Secure Group's overall strategy is defined and strategic themes are mostly achieved.	Strategic maps are defined and communicated. Secure Group's overall strategy is defined and achieved.	Strategic maps are defined and communicated. Secure Group's overall strategy is defined and achieved. Sr. Managers are successfully communicated regarding their team's impact on Secure Group's overall strategy and have the necessary context to achieve it.	Secure Group's overall strategy is overachieved. Fosters a culture across the organization of having conversations based on organizational strategy and principles to create alignment. Acts as a spokesperson for Secure Group Strategic Plan and has a thorough holistic understanding of the business. Secure Group's strategic management is part of the corporate culture.
Career Management Leadership
Criteria		Level A	Level 1	Level 2	Level 3	Level 4
Workforce Planning & Development	Completeness / Core Duties	Doesn't communicate with leaders and subordinates according to SGMM concepts and rules. Leadership positions are not mapped	Communicates with all employees in the Management Path for defining expectations regarding the 4 required leadership categories Leadership open positions in the department are mapped.	Effectively communicates the required criteria and knowledge gap for leaders for them to grow "Head of" communicates with leaders regarding the department's performance gap Leadership open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI)	Considers market and business strategy to set-up K-POCs and fill in positions. Management layer has a defined K-POC set-up in the system and the "Head of" frequently communicates with them regarding objectives' achievement. 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	Communicates with leaders, so they understand what's required from their department regarding performance Clearly communicates K-POCs to each leader to understand and assimilate what needs to be done to reach the next level of their career path. 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. Head of possesses the ability for international and high-level networking.
	Achievement / Performance	Growth expectations are not clear to leaders. The leaders show a lack of progression due to non-set-up/non-defined K-POCs.	Leaders are aware of what's needed to grow and Heads of sometimes help them to overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due. K-POCs are still solely the responsibility of the leaders. The Head of doesn't help them achieve their K-POCs. Management workforce planning and hiring process are reactive and unplanned with uncertainty.	"Head of" successfully guides leaders for them to achieve their K-POCs. Growth is constant at an organizational level. 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.	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. 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	K-POCs cycle are always being achieved at an organizational level with employees being responsible/accountable for it and the heads of successfully communicating the progress, providing directions and context, and promoting a high-performance corporate culture. 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. 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
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.	No diagnosis ability	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 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 opinions to relevant information.	Analyzes internal and external factors, assumptions, and market information. Communicates effectively with managers from different departments to exchange context for different roles. Understands people's behavior and anticipates them by providing enough data to address challenges. Knows how to navigate between completely different audiences disregarding the level.
		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 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.	Doesn't identify adaptive challenges or identifies and doesn't act on them.	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.	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). Succeeds in 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	Not capable of maintaining disciplined attention because of a lack of distress regulation.	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 with upper management.	Effectively ensures ceremonies prioritization. Promotes 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 Head of's authority position.	Subordinates tend to follow instructions because of the Head of's authority position.	Team is empowered through effective communication and collaboration.	Head of forms strategic alliances. Acts as a partner for the team to get the work done.	Approaches a long term perspective when giving the work back to people. Promotes employee fulfillment organization-wide.
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.	Doesn't encourage the team to share their opinion or doesn't act as an active listener.	Encourages the team to share their opinion. Not always achieves the expected results.	Active listener with the ability to filter voices from different departments. Managers discussions and conflicts in a productive manner.	Promotes a culture of inclusion. Integrates upper management and senior management concerns into their perspective and plans.	The organization is empowered to share concerns in a productive manner. Effective communication is part of the corporate culture.