Management
Levels & Steps
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
Technical Leadership
Technical Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 4 | |
RACI | 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
Capability Definition
- General Factors
Score | Definition | |
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1 | Limited | Has a basic understanding of their team's overall domain and SG strategic plan. Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed. |
2 | Intermediate | Has a complete understanding of their team's domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. |
3 | Experienced | Has a thorough understanding of their team's overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's technical domain and has a complete understanding of adjacent teams' technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects. |
4 | Exceptional | Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other. |
- Internal Factors
Score | Definition | |
---|---|---|
1 | Limited | Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains. |
2 | Intermediate | Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains. |
3 | Experienced | Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points. |
4 | Exceptional | Has a thorough understanding of the entire business including all departments and teams domains. |
- External
Score | Definition | |
---|---|---|
1 | Limited | Has a basic understanding of company’s industry, and market space. |
2 | Intermediate | Has a complete understanding of company’s industry, and market space. |
3 | Experienced | Has a thorough understanding of company’s industry, competitors strategies and market space. |
4 | Exceptional | Has a thorough understanding of the entire industry, competitors' strategies, market, business concepts, and technical concepts. |
Capability Scoring
Capability | Definition | Criteria | Score | Additional Comment |
---|---|---|---|---|
Incomplete | Manager has no strategic involvement due to incomplete approach | General Factors | 1 | N/A |
Internal Factors | 1 | |||
Initial | Manager's Strategic involvement is based on intuitive action - not organized, not explainable | General Factors | 1 or 2 | Scores 2 in at least one criteria |
Internal Factors | 1 or 2 | |||
Managed | Manager is successfully working and communicating on department's strategy - proven record | General Factors | 2 or 3 | Scores 3 in at least one criteria |
Internal Factors | 2 or 3 | |||
Defined | Manager is constantly working on department's and cross-department's succesfully communicating and providing strategic guidance | General Factors | 3 or 4 | Scores 4 in at least one critera |
Internal Factors | 3 or 4 | |||
Optimal | Manager works on organizational strategic matters and provides context at all levels | General Factors | 4 | N/A |
Internal Factors | 4 |
Opportunity Definition
Opportunity Category | Definition | Scope |
---|---|---|
Experience | Learning and knowledge that comes from on-the-job experiences, equipping managers with the opportunity to discover and develop job-related skills, addressing challenges, and learning from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, managers build the knowledge of how their role reflects on and is affected by the roles of others. | * Projects and Task complexity |
Exposure | Ability to expose themselves to our challenges, work closely together with team members and other managers, under a more collaborative and cooperative approach. This supportive element assists in making learning self-driven and more autonomous. | * Ability to reinvent him/herself when facing role changes |
Education | A smaller portion of the knowledge required for finding opportunities comes from a more formalized approach to learning, with courses, formal training, and e-learning. | * Formal courses |
Opportunity Scoring
Opportunity Category | Definition | Incomplete | Initial | Managed | Defined | Optimal |
---|---|---|---|---|---|---|
Experience | Project & Task Complexity | Works on projects of limited scope in their own department – does not demonstrate ability and knowledge to participate in cross-department initiatives | Works on projects of moderate scope, including cross-department initiatives. Lacks understanding to notice dependencies. | Works on projects of diverse scope in his/her department and cross-department (proven record of success), promotes alignment and ensures dependencies are noticed. | Works on unique tasks and cross-department projects. Ensures organizational alignment. | Works on projects that directly impact business success and investments. It’s accountable for organization-wide initiatives. |
Exposure | Ability to reinvent him/herself | Does not find the skills and strengths to cope with fast needed changes and challenges (bounce back) | Possess the skills and strengths to cope with new challenges. Overcomes adversities without a clear action plan (disorganized growth due to lack of understanding of the new picture) | Understands the new picture and traces an action plan to conquer new challenges. Does it in a structured way. | Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. | Taps into inner resources, skills and strengths to constantly overcome adversities from fast changes. Always makes sense of past experiences, has a proven record of reinventing him/herself and uses new challenges as a tool for growth |
Score | 1 | 1 and 2 | 2 and 3 | 3 and 4 | 4 |
Career Management Leadership
Career Management Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 4 | |
Workforce Planning & Development |
Completeness / Core Duties |
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Achievement / Performance |
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Adaptive Leadership
Adaptive Leadership | ||||||
Perspective | Step A | Step 1 | Step 2 | Step 3 | Step 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
Technical Leadership
Technical Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 4 | |
RACI | 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
Capability Definition
- General Factors
Score | Definition | |
---|---|---|
1 | Limited | Has a basic understanding of their team's/division overall domain and SG strategic plan. Lacks understanding of his/her team's/division technical domain or do not possess the needed technical knowledge to succeed. |
2 | Intermediate | Has a complete understanding of their team's/division domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's/division technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. |
3 | Experienced | Has a thorough understanding of their team's/division overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's/division technical domain and has a complete understanding of adjacent teams'/division technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects, |
4 | Exceptional | Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other. |
- Internal Factors
Score | Definition | |
---|---|---|
1 | Limited | Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams'/divisions business domains. |
2 | Intermediate | Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams'/divisions business domains. |
3 | Experienced | Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their teams/division and interaction points. |
4 | Exceptional | Has a thorough understanding of the entire business including all department's domains. |
- External
Score | Definition | |
---|---|---|
1 | Limited | Has a basic understanding of company’s industry, and market space. |
2 | Intermediate | Has a complete understanding of company’s industry, and market space. |
3 | Experienced | Has a thourough understanding of company’s industry, competitors strategies and market space. |
4 | Exceptional | Has a thorough understanding of the entire industry, competitors strategies, market, business concepts, and technical concepts. |
Capability Scoring
Capability | Definition | Criteria | Score | Additional Comment |
---|---|---|---|---|
Incomplete | Manager has no strategic involvement due to incomplete approach | General Factors | 1 | N/A |
Internal Factors | 1 | |||
Initial | Manager's Strategic involvement is based on intuitive action - not organized, not explanable | General Factors | 1 or 2 | Scores 2 in at least one criteria |
Internal Factors | 1 or 2 | |||
Managed | Manager is succesfully working and communicating on department's strategy - proven record | General Factors | 2 or 3 | Scores 3 in at least one criteria |
Internal Factors | 2 or 3 | |||
Defined | Manager is constantly working on department's and cross-department's succesfully communicating and providing strategic guidance | General Factors | 3 or 4 | Scores 4 in at least one critera |
Internal Factors | 3 or 4 | |||
Optimal | Manager works on organizational strategic matters and provides context at all levels | General Factors | 4 | N/A |
Internal Factors | 4 |
Opportunity Definition
Opportunity Category | Definition | Scope |
---|---|---|
Experience | Learning and knowledge that come from on-the-job experiences, equipping managers with the opportunity to discover and develop job-related skills, addressing challenges, and learning from their mistakes. Through working in cross-department projects, contact with stakeholders, and complex tasks, managers build the knowledge of how their role reflects on and is affected by the roles of others. | * Projects and Task complexity |
Exposure | Ability to expose themselves to our challenges, work closely together with team/division members and other managers, under a more collaborative and cooperative approach. This supportive element assists in making learning self-driven and more autonomous. | * Ability to reinvent him/herself when facing role changes |
Education | A smaller portion of the knowledge required for finding opportunities comes from a more formalized approach to learning, with courses, formal training, and e-learning. | * Formal courses |
Opportunity Scoring
Opportunity Category | Definition | Incomplete | Initial | Managed | Defined | Optimal |
---|---|---|---|---|---|---|
Experience | Project & Task Complexity | Works on projects of limited scope in their own department and/or division– does not demonstrate ability and knowledge to participate in cross-department initiatives | Works on projects of moderate scope, including cross-department and cross-division initiatives. Lacks understanding to notice dependencies. | Works on projects of diverse scope in his/her department/division and cross-department (proven record of success), promotes alignment and ensures dependencies are noticed. | Works on unique tasks and cross-department projects. Ensures organizational alignment. | Works on projects that directly impact business success and investments. It’s accountable for organization-wide initiatives. |
Exposure | Ability to reinvent him/herself | Does not find the skills and strengths to cope with fast needed changes and challenges (bounce back) | Possess the skills and strengths to cope with new challenges. Overcomes adversities without a clear action plan (disorganized growth due to lack of understanding of the new picture) | Understands the new picture and traces an action plan to conquer new challenges. Does it in a structured way. | Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. | Taps into inner resources, skills and strengths to constantly overcome adversities from fast changes. Always makes sense of past experiences, has a proven record of reinventing him/herself and uses new challenges as a tool for growth |
Score | 1 | 1 and 2 | 2 and 3 | 3 and 4 | 4 |
Career Management Leadership
Career Management Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 4 | |
Workforce Planning & Development |
Completeness / Core Duties |
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Achievement / Performance |
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Adaptive Leadership
Adaptive Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 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
Technical Leadership
Technical Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 4 | |
RACI | 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
Capability Definition
- General Factors
Score | Definition | |
---|---|---|
1 | Limited | Has a basic understanding of their team's/divisions overall domain and SG strategic plan. Lacks understanding of his/her team's/divisions technical domain or do not possess the needed technical knowledge to succeed. |
2 | Intermediate | Has a complete understanding of their team's/divisions domain, and how it contributes to the overall organization's strategy. Has a complete understanding of their team's/divisions technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks. |
3 | Experienced | Has a thorough understanding of their team's/divisions overall domain, how it's built in the strategic map and how it contributes to overall business strategy. Has a thorough understanding of their team's/divisions technical domain and has a complete understanding of adjacent teams'/divisions technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department/division projects. |
4 | Exceptional | Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other. |
- Internal Factors
Score | Definition | |
---|---|---|
1 | Limited | Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams'/divisions business domains. |
2 | Intermediate | Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams'/divisions business domains. |
3 | Experienced | Has a thourough organizational understanding of company’s business. Has a thorough understanding of adjacent teams'/divisions strategies and how they map to their teams/divisions and interaction points. |
4 | Exceptional | Has a thorough understanding of the entire business including all department's domains. |
- External
Score | Definition | |
---|---|---|
1 | Limited | Has a basic understanding of company’s industry, and market space. |
2 | Intermediate | Has a complete understanding of company’s industry, and market space. |
3 | Experienced | Has a thourough understanding of company’s industry, competitors strategies and market space. |
4 | Exceptional | Has a thorough understanding of the entire industry, competitors strategies, market, business concepts, and technical concepts. |
Capability Scoring
Capability | Definition | Criteria | Score | Additional Comment |
---|---|---|---|---|
Incomplete | Manager has no strategic involvement due to incomplete approach | General Factors | 1 | N/A |
Internal Factors | 1 | |||
Initial | Manager's Strategic involvement is based on intuitive action - not organized, not explanable | General Factors | 1 or 2 | Scores 2 in at least one criteria |
Internal Factors | 1 or 2 | |||
Managed | Manager is succesfully working and communicating on department's and divisions' strategy - proven record | General Factors | 2 or 3 | Scores 3 in at least one criteria |
Internal Factors | 2 or 3 | |||
Defined | Manager is constantly working on department's and cross-department/division's succesfully communicating and providing strategic guidance | General Factors | 3 or 4 | Scores 4 in at least one critera |
Internal Factors | 3 or 4 | |||
Optimal | Manager works on organizational strategic matters and provides context at all levels | General Factors | 4 | N/A |
Internal Factors | 4 |
Opportunity Definition
Opportunity Category | Definition | Scope |
---|---|---|
Experience | Learning and knowledge that comes from on-the-job experiences, equipping managers with the opportunity to discover and develop job-related skills, addressing challenges, and learning from their mistakes. Through working in cross-department/division projects, contact with stakeholders, and complex tasks, managers build the knowledge of how their role reflects on and is affected by the roles of others. | * Projects and Task complexity |
Exposure | Ability to expose themselves to our challenges, work closely together with teams/divisions members and other managers, under a more collaborative and cooperative approach. This supportive element assists in making learning self-driven and more autonomous. | * Ability to reinvent him/herself when facing role changes |
Education | A smaller portion of the knowledge required for finding opportunities comes from a more formalized approach to learning, with courses, formal training, and e-learning. | * Formal courses |
Opportunity Scoring
Opportunity Category | Definition | Incomplete | Initial | Managed | Defined | Optimal |
---|---|---|---|---|---|---|
Experience | Project & Task Complexity | Works on projects of limited scope in their own departments –does not demonstrate ability and knowledge to participate in cross-department initiatives | Works on projects of moderate scope, including cross-departments initiatives. Lacks understanding to notice dependencies. | Works on projects of diverse scope in his/her departments and cross-departments (proven record of success), promotes alignment and ensures dependencies are noticed. | Works on unique tasks and cross-departments projects. Ensures organizational alignment. | Works on projects that directly impact business success and investments. It’s accountable for organization-wide initiatives. |
Exposure | Ability to reinvent him/herself | Does not find the skills and strengths to cope with fast needed changes and challenges (bounce back) | Possess the skills and strengths to cope with new challenges. Overcomes adversities without a clear action plan (disorganized growth due to lack of understanding of the new picture) | Understands the new picture and traces an action plan to conquer new challenges. Does it in a structured way. | Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. | Taps into inner resources, skills and strengths to constantly overcome adversities from fast changes. Always makes sense of past experiences, has a proven record of reinventing him/herself and uses new challenges as a tool for growth |
Score | 1 | 1 and 2 | 2 and 3 | 3 and 4 | 4 |
Career Management Leadership
Career Management Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 4 | |
Workforce Planning & Development |
Completeness / Core Duties |
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Achievement / Performance |
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Adaptive Leadership
Adaptive Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 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. |
|
|
|
|
|
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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|
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|
Level 4 – Our transformational leaders
Technical Leadership
Technical Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 4 | |
RACI | 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
Capability Definition
- General Factors
Score | Definition | |
---|---|---|
1 | Limited | Has a basic understanding of their teams, divisions and departments overall domain and SG strategic plan. Lacks understanding of his/her teams, divisions, and departments technical domains or does not possess the needed technical knowledge to succeed. |
2 | Intermediate | Has a complete understanding of their teams, department, and divisions domains, and how it contributes to the overall organization's strategy. Has a complete understanding of their teams, departments, and divisions technical domains but lacks judgment on how to apply technical skills on projects and when delegating tasks. |
3 | Experienced | Has a thorough understanding of their teams, departments, and divisions overall domain, how it's built in the strategic map, and how it contributes to overall business strategy. Has a thorough understanding of their teams, departments, and divisions technical domains and has a complete understanding of adjacent teams, departments, and divisions technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department/division projects. |
4 | Exceptional | Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other. |
- Internal Factors
Score | Definition | |
---|---|---|
1 | Limited | Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams/divisions' business domains. |
2 | Intermediate | Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams/divisions' business domains. |
3 | Experienced | Has a thourough organizational understanding of company’s business. Has a thorough understanding of adjacent teams/divisions strategies and how they map to their teams, departments and divisions' interaction points. |
4 | Exceptional | Has a thorough understanding of the entire business including all departments/divisions domains. |
- External
Score | Definition | |
---|---|---|
1 | Limited | Has a basic understanding of company’s industry, and market space. |
2 | Intermediate | Has a complete understanding of company’s industry, and market space. |
3 | Experienced | Has a thourough understanding of company’s industry, competitors strategies and market space. |
4 | Exceptional | Has a thorough understanding of the entire industry, competitors strategies, market, business concepts, and technical concepts. |
Capability Scoring
Capability | Definition | Criteria | Score | Additional Comment |
---|---|---|---|---|
Incomplete | Manager has no strategic involvement due to incomplete approach | General Factors | 1 | N/A |
Internal Factors | 1 | |||
Initial | Manager's Strategic involvement is based on intuitive action - not organized, not explanable | General Factors | 1 or 2 | Scores 2 in at least one criteria |
Internal Factors | 1 or 2 | |||
Managed | Manager is succesfully working and communicating on departments' strategy - proven record | General Factors | 2 or 3 | Scores 3 in at least one criteria |
Internal Factors | 2 or 3 | |||
Defined | Manager is constantly working on departments and cross-departments succesfully communicating and providing strategic guidance | General Factors | 3 or 4 | Scores 4 in at least one critera |
Internal Factors | 3 or 4 | |||
Optimal | Manager works on organizational strategic matters and provides context at all levels | General Factors | 4 | N/A |
Internal Factors | 4 |
Opportunity Definition
Opportunity Category | Definition | Scope |
---|---|---|
Experience | Learning and knowledge that come from on-the-job experiences, equipping managers with the opportunity to discover and develop job-related skills, addressing challenges, and learning from their mistakes. Through working in cross-department/division projects, contact with stakeholders, and complex tasks, managers build the knowledge of how their role reflects on and is affected by the roles of others. | * Projects and Task complexity |
Exposure | Ability to expose themselves to our challenges, work closely together with team/division members and other managers, under a more collaborative and cooperative approach. This supportive element assists in making learning self-driven and more autonomous. | * Ability to reinvent him/herself when facing role changes |
Education | A smaller portion of the knowledge required for finding opportunities comes from a more formalized approach to learning, with courses, formal training, and e-learning. | * Formal courses |
Opportunity Scoring
Opportunity Category | Definition | Incomplete | Initial | Managed | Defined | Optimal |
---|---|---|---|---|---|---|
Experience | Project & Task Complexity | Works on projects of limited scope in their own departments/divisions – does not demonstrate ability and knowledge to participate in cross-department initiatives | Works on projects of moderate scope, including cross-department/division initiatives. Lacks understanding to notice dependencies. | Works on projects of diverse scope in his/her department/division and cross-department/division (proven record of success), promotes alignment and ensures dependencies are noticed. | Works on unique tasks and cross-department/division projects. Ensures organizational alignment. | Works on projects that directly impact business success and investments. It’s accountable for organization-wide initiatives. |
Exposure | Ability to reinvent him/herself | Does not find the skills and strengths to cope with fast needed changes and challenges (bounce back) | Possess the skills and strengths to cope with new challenges. Overcomes adversities without a clear action plan (disorganized growth due to lack of understanding of the new picture) | Understands the new picture and traces an action plan to conquer new challenges. Does it in a structured way. | Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. | Taps into inner resources, skills and strengths to constantly overcome adversities from fast changes. Always makes sense of past experiences, has a proven record of reinventing him/herself and uses new challenges as a tool for growth |
Score | 1 | 1 and 2 | 2 and 3 | 3 and 4 | 4 |
Career Management Leadership
Career Management Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 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
Adaptive Leadership | ||||||
Criteria | Step A | Step 1 | Step 2 | Step 3 | Step 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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Tech Leads Levels
Due to our leadership structure, Managers Level 1 and Managers Level 1 Step 1 and Step 2 can also be Tech Leads. In addition to the Level chart that is common for every framework in the Management Path Tech Leads are also evaluated based on the following criteria:
Tech Leads Step Chart | ||||
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Description | Step 1 | Step 2 | Step 3 | Step 4 |
Process Documentation | Understands all department processes and is responsible for writing the documentation with the review from superiors. Processes are documented with varying levels of understanding | Understands all department processes and is responsible for optimizing, prioritizing, and ensuring that the documentations are relevant and applicable to a variety of departments and audiences. Ensures cross-department process touchpoints are correctly documented. | Understands all department processes, has complete autonomy and ability to document and report on them. The employee is accountable for the department documentation and for cross-department documentations. | Understands all department processes, documents, reports on them and suggests organizational improvements.
Responsible for designing organizational SOPs and he/she is accountable for ensuring effective documentation in different departments' spaces. |
Training & Coaching | Supports the creation of content and gives Tech-Sessions that are related to the application of tools within a defined process, with supervision from superiors. | Creates content and provides Tech-Sessions related to processes without any supervision. | Creates content and gives Tech-Sessions about concepts, models, and frameworks that are related to Secure Group processes. | Identifies knowledge GAP from internal and external references and creates relevant content to be applied in Tech-Sessions. |
Ceremonies | Invited to participate in the ceremonies and makes an effort to be participative, bringing insights. Actively listens to others and ensures they are understood. Respects the time of the audience. Works to provide feedback that will serve as a tool for growth. | Actively engages in the ceremonies. Actively listens to others and ensures they are understood. 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 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. Fosters a culture of clear, concise, effective, audience-oriented communication on their team, ensuring teammates actively listen to others and are understood. Facilitates and inspires cross-department collaboration through effective communication. |
Key Concepts
Core Duties
- Level 1 managers are responsible for coordinating processes and stakeholders which means their main differentiator is Technical Leadership.
- Level 2 managers are responsible for their division's performance and people's growth which means that their main differentiator is Career Management Leadership.
- Level 2 Step 1 and Step 2 managers are still involved in the operation and execution of their department's processes while Level 2 Step 3 and Step 4 are responsible for process management on a higher level of report, design, automation, and monitoring.
- Level 3 managers are responsible for coaching and ensuring people's growth in more than one division which requires proficiency in Business Leadership and it's the main differentiator for the level.
- Level 4 managers focus on the organization's performance, growth, and alignment which means their main focus and differentiators are Business Leadership and Adaptive Leadership.
Levels Rules - Hiring and Promotion
- To be hired or promoted as a Manager Level 3 and 4 you must have proven experience in the external factors capability category.
- You cannot be hired or promoted at a higher level than Level 2 Step 2 if you don't have proven experience in opportunity finding related to our business and/or industry. For Level & Step Reviews we will consider the experience acquired in our company and projects.
- You cannot be hired at a higher level than Level 2 Step 2 if you were not previously exposed to our market and/or type of technical and business challenges.