Management
Management Path Roles & Levels
We currently have four Levels for our Management Path. Each one of the levels is expected to have different leadership traits as we explored in the chapter Leadership.
In the Management Path, there are also four steps per level that you can grow into. To move up from one step to the other it’s evaluated the authority and involvement regarding:
Level 1 - Our pace setters
Level 1 | ||||||
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Technical Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
RACI | Completeness / Core Duties |
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Achievement / Performance |
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KAI | Completeness / Core Duties |
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Achievement / Performance |
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Ceremonies | Completeness / Core Duties |
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Achievement / Performance |
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Business Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
Strategy | Completeness / Core Duties |
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Achievement / Performance |
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Career Management Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
Workforce Planning & Development |
Completeness / Core Duties |
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Achievement / Performance |
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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. |
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Space - Doesn't understand what's going on in the room/meeting/situation and cannot distinguish expected and unexpected situations. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. |
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. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly. | ||
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. |
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Regulate Distress | Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself |
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Maintain disciplined attention | Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue |
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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 |
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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. |
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Level 2 - Our coaches
Level 2 | ||||||
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Technical Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
RACI | Completeness / Core Duties |
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Achievement / Performance |
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KAI | Completeness / Core Duties |
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Achievement / Performance |
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Ceremonies | Completeness / Core Duties |
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Achievement / Performance |
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Business Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
Strategy | Completeness / Core Duties |
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Achievement / Performance |
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Career Management Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
Workforce Planning & Development |
Completeness / Core Duties |
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Achievement / Performance |
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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. |
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Space - Doesn't understand what's going on in the room/meeting/situation and cannot distinguish expected and unexpected situations. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. |
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. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly. | ||
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. |
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Regulate Distress | Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself |
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Maintain disciplined attention | Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue |
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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 |
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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. |
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Level 3 – Our visionaries and servant leaders
Level 3 | ||||||
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Technical Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
RACI | Completeness / Core Duties |
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Achievement / Performance |
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KAI | Completeness / Core Duties |
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Achievement / Performance |
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Ceremonies | Completeness / Core Duties |
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Achievement / Performance |
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Business Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
Strategy | Completeness / Core Duties |
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Achievement / Performance |
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Career Management Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
Workforce Planning & Development |
Completeness / Core Duties |
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Achievement / Performance |
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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. |
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Space - Doesn't understand what's going on in the room/meeting/situation and cannot distinguish expected and unexpected situations. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. |
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. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly. | ||
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. |
|
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|
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|
Regulate Distress | Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself |
|
|
|
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|
Maintain disciplined attention | Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue |
|
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|
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|
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 |
|
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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. |
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Level 4 – Our transformational leaders
Level 4 | ||||||
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Technical Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
RACI | Completeness / Core Duties |
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Achievement / Performance |
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KAI | Completeness / Core Duties |
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Achievement / Performance |
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Ceremonies | Completeness / Core Duties |
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Achievement / Performance |
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Business Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
Strategy | Completeness / Core Duties |
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Achievement / Performance |
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Career Management Leadership | ||||||
Criteria | Level A | Level 1 | Level 2 | Level 3 | Level 4 | |
Workforce Planning & Development |
Completeness / Core Duties |
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Achievement / Performance |
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Leadership development is successful.
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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. |
|
|
|
|
|
Space - Doesn't understand what's going on in the room/meeting/situation and cannot distinguish expected and unexpected situations. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly. |
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. |
Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly. | ||
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. |
|
|
|
|
|
Regulate Distress | Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself |
|
|
|
|
|
Maintain disciplined attention | Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue |
|
|
|
|
|
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 |
|
|
|
|
|
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. |
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