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:

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

Level 1 - Our pace setters

L1 Technical Leadership

Technical Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 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 focuses on 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 focuses on 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 focuses on 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 focuses on 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, 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.
Ceremonies	Completeness / Core Duties	Understands the concept and importance of the ceremonies on a superficial/theoretical level. Identifies the need for certain ceremonies and does not structure them or doesn't identify needed ceremonies at all.	Understands their team's ceremonies and works with teammates and other managers to resolve disagreements in a healthy manner. Usually identifies the purpose and the needed stakeholders of ceremonies. Might lack knowledge and/or judgment regarding expectations and outcomes. Structures ceremonies and communicates the desired outcomes based on team needs. Fosters a culture 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 and departments. Encourages the team to openly share their opinions, integrates their point of view, and coaches them to contribute to discussions in a respectful manner. Fosters a culture of clear, concise, effective, audience-oriented communication with other managers and teammates. Effectively communicates cross-dependencies between projects and re-aligns the efforts through ceremonies to successfully achieve goals in different teams.	The manager facilitates engagement between other managers, teams, and stakeholders to contribute to discussions in a respectful manner. Improves and monitors the current needs of different teams and serves as an advisor in cross-team ceremonies to accomplish business needs. Influences, plans, and leads decisions in different teams. Re-aligns ceremonies with business needs and communicates effectively on such changes.	Communicates effectively with all stakeholders, so they are fully aware of the ceremony's purpose and goals and what is their impact on it before the actual ceremony. Re-aligns ceremonies with business needs and market strategy. 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 happen without previous organization and in an unstructured way. Ceremonies are not followed and their importance is not understood.	Execute some ceremonies and tries to bring some structure to them. Teams are encouraged to openly share their opinions. The team understands the importance of effective communication in an audience-oriented way, in written and verbal form but does not implement it. The manager conducts conversations based on organizational strategy and principles with team members when appropriate to ensure alignment. Managers and teams contribute to ceremonies in a respectful and non-biased manner. Ceremonies' importance is understood by the team.	Actively listens to others and ensures they are understood. Respects the time of the audience. Teams have most ceremonies structured, and Managers are engaged in the execution of such ceremonies. Issues have defined action steps and are reviewed as a follow-up. The right stakeholders are effectively involved for problem resolution through clear, concise communication in written and verbal form both technical and non-technical subjects and in an audience-oriented way. The team is empowered to share concerns and action plans in an unbiased way and capable is of having conversations based on organizational strategy and principles to create alignment. The teams have a shared understanding of the desired outcomes and are open to changing their perspective and plans based on others' input.	Most ceremonies are structured and executed and have complete documentation: follow-up actions, outcomes, objectives, and stakeholders' level of involvement. The teams' disagreements are approached non-defensively, and contradictory opinions are used as a basis for constructive, productive conversations. Communication based on organizational strategy is assured. Ceremonies are aligned with the business needs and promote innovation through unbiased, respectful discussions. Teams are successfully communicated regarding their impact on Secure Group's overall strategy and have the necessary context to achieve it. Facilitates and inspires cross-team collaboration and collaboration with others departments.	All necessary touchpoints are mapped and successfully executed with complete documentation. The participants are fully engaged throughout the process. Stakeholders are frequently communicated on 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. Ceremonies promote collaboration within teams

L1 Business Leadership

Level 1
Business Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 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 manager 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 manager. 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

L1 Achievement: Capability Assessment Definition

It’s defined by the likelihood of success and execution of strategy based on capability management and understanding. That refers to leaders’ ability to excel in their core duties based on effectively assessing their team's and division's capability to manage campaigns, business plans, projects, initiatives, and achieve business goals. It’s divided into two categories:

• General Factors
  

Owning the technical knowledge needed for the role, understanding the team's and/or division domain and the feasibility of their team's and/or division's technical knowledge, and the needed technical knowledge at a company level.

Score		Definition
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
  

The leaders' Secure Group Knowledge in terms of who we are as a company and what we offer.

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.

L1 Capability Assessment 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

L1 Achievement: Opportunity Finding Definition

Opportunity Category	Definition
Experience	Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes.
Exposure	Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to Secure Group problems, and ability to reinvent him/herself when facing role changes.

L1 Opportunity Finding Scoring

Opportunity Category	Definition	Incomplete	Initial	Managed	Defined	Optimal
Experience	Project & Task Complexity	Works on projects and campaigns of limited scope in their own department – does not demonstrate ability and knowledge to participate in cross-department initiatives.	Works on projects, campaigns, and initiatives of moderate scope, including cross-department initiatives. Lacks the understanding to notice dependencies.	Works on business plans, initiatives, campaigns, and projects of diverse scope in his/her department and cross-department promotes alignment and ensures dependencies are noticed.	Works on unique tasks, business plans, initiatives, campaigns, and cross-department projects. Ensures organizational alignment.	Works on business plans, initiatives, and projects that directly impact business success and investments. It’s accountable for organization-wide initiatives.
	Believability	He/she was involved in the successful execution of a project, campaign, or initiative.	Successfully managed some projects, campaigns, and initiatives achieving its major goals and have a great explanation of his/her approach when probed.	Successfully managed some projects, campaigns, and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success.	Possesses proven track of success and frequency on effectively managing business plans, initiatives, campaigns, and projects	Possess a proven track record of managing projects and business plans that have a company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enables growth
Exposure	Problem-Solving	Explores and understands business challenges. Possesses the ability to apply solutions to known problems. Possesses great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative.	Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Can explain and has the ability to articulate the success factor.	Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems.	Monitors and reports action plans for business challenges on divisions/departments. Develops new solutions for known problems new problems due to outstanding ability to drill down issues.	Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions.
	Ability to reinvent him/herself	Does not find the skills and strengths to cope with fast needed changes and challenges (bounces 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.
	Knowledge of External Factors	Does not possess market and industry knowledge.	Has a basic understanding of the company’s industry, and market space.	Has a complete understanding of the company’s industry, and market space.	Has a thorough understanding of the company’s industry, competitors' strategies, and market space.	Has a thorough understanding of the entire industry, competitors' strategies, market, business concepts, and technical concepts.
	Opportunity Outlook	It’s aware of the importance of being exposed to business-related matters within the Realms that affect his/her role but stays passive regarding it.	Seeks business-related matters within the Realms of the framework and makes an effort to be exposed to them in order to acquire context.	Successfully exposes him/herself to business-related matters of the framework's Realms to acquire context.	Consistently exposes him/herself to business-related circumstances within the framework's Realms and exercises proper judgment linking knowledge to Secure Group matters.	Always exposes him/herself to business-related circumstances within the framework's Realms. Exercises independent judgment linking knowledge to Secure Group matters. Leads internal efforts to provide such context to different audiences
	Communication & Approach	Communication is ad-hoc and not structured.	Communication is conscious and partially structured.	Communication is open, with a fully defined and structured approach.	Communication is open with a fully defined and structured approach. Communication is adequate according to different audiences.	Communication is open, promotes effective collaboration, possesses a defined and structured approach. Communication is adequate according to different audiences from different levels of influence.
	Risk Assessment	Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting).	Performs structured risk assessment, mainly in silos, and is aware of the benefits it brings to the organization.	Performs goal-driven risk assessment. He/she is aware of the benefits and deploys them across the organization.	Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined.	Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders.
	Relationship Building	Works mostly on an operational level and thrives to understand what drives stakeholders (ad-hoc).	Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship.	Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking.	Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses.	Acts as a strategic partner. Manages and communicates shared goals for maximizing value. Shares risks and rewards with stakeholders.
Score		1	1 and 2	2 and 3	3 and 4	4

L1 Capability Assessment & Opportunity Finding Matrix

L1 Career Management Leadership

Career Management Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 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	When requested, helps the teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.	Sometimes helps the teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.	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. Consistently works across different teams to enable them to support each other. Ensures that credit is shared and given where due.

L1 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.	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. Has the capacity to identify the issue as it is happening and to understand how today’s turns in the road will affect tomorrow’s plans
		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 departments) 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 productive 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.

Level 2 - Our coaches

L2 Technical Leadership

Technical Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 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 focuses on teams and/or division practices and processes. Analyzes established processes for the department and makes an effort to improve them. Occasionally focuses on cross-department processes. Lacks the knowledge to promote accountability. Reactively define new processes for his/her department. Processes are documented with varying levels of understanding and basic tools in place.	Always focuses on teams and/or division practices and processes ensuring they are well organized, are proactively proposed, and promote accountability within the teams/division. Sets up cross-department processes that promote accountability. Models processes according to innovative and cost-effective tools.	Takes ownership and responsibility for the 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 teams/division. Reviews tasks critically and ensures they’re appropriately sized and prioritized.	Processes are followed and effectively communicated within the teams/division. The teams/division exercise 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 teams/division.	Processes are followed and broadly analyzed by the teams/division for improvements. Processes are fully aligned, understood, and managed proactively across the teams/division and cross-department. Ensures dependencies are noted at tasks and projects and well understood by the teams/division. Works within the teams/division to foster a culture of priority setting and urgency in alignment with organizational strategy.	The established processes are successfully followed by the teams/division, controlled, and reported. Teams/division are 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-teams/division dependencies are noted and well understood by all teams involved and other relevant stakeholders.	The established processes are successfully followed by the teams/division, 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.
Ceremonies	Completeness / Core Duties	Understands the concept and importance of the ceremonies on a superficial/theoretical level. Identifies the need for certain ceremonies and does not structure them or doesn't identify needed ceremonies at all.	Understands their division's ceremonies and works with subordinates and other managers to resolve disagreements in a healthy manner. Usually identifies the purpose and the needed stakeholders of ceremonies. Might lack knowledge and/or judgment regarding expectations and outcomes. Structures ceremonies and communicates the desired outcomes based on divisions' needs. Fosters a culture 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 and departments/divisions. Encourages the division to openly share their opinions, integrates their point of view, and coaches them to contribute to discussions in a respectful manner. Fosters a culture of clear, concise, effective, audience-oriented communication with other managers and subordinates. Effectively communicates cross-dependencies between projects and re-aligns the efforts through ceremonies to successfully achieve goals in different teams and divisions.	The manager facilitates engagement between other managers, teams, and stakeholders to contribute to discussions in a respectful manner. Improves and monitors the current needs of different teams and serves as an advisor in cross-division ceremonies to accomplish business needs. Influences, plans, and leads decisions in different teams. Re-aligns ceremonies with business needs and communicates effectively on such changes.	Communicates effectively with all stakeholders, so they are fully aware of the ceremony's purpose and goals and what is their impact on it before the actual ceremony. Re-aligns ceremonies with business needs and market strategy. 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 happen without previous organization and in an unstructured way. Ceremonies are not followed and their importance is not understood.	Execute some ceremonies and tries to bring some structure to them. Division members are encouraged to openly share their opinions. The division understands the importance of effective communication in an audience-oriented way, in written and verbal form but does not implement it. The manager conducts conversations based on organizational strategy and principles with division members when appropriate to ensure alignment. Managers and divisions contribute to ceremonies in a respectful and non-biased manner. Ceremonies' importance is understood by the division.	Actively listens to others and ensures they are understood. Respects the time of the audience. Division and teams have most ceremonies structured, and Managers are engaged in the execution of such ceremonies. Issues have defined action steps and are reviewed as a follow-up. The right stakeholders are effectively involved for problem resolution through clear, concise communication in written and verbal form both technical and non-technical subjects and in an audience-oriented way. The division and teams are empowered to share concerns and action plans in an unbiased way and capable is of having conversations based on organizational strategy and principles to create alignment. The teams have a shared understanding of the desired outcomes and are open to changing their perspective and plans based on others' input.	Most ceremonies are structured and executed and have complete documentation: follow-up actions, outcomes, objectives, and stakeholders' level of involvement. The teams' disagreements are approached non-defensively, and contradictory opinions are used as a basis for constructive, productive conversations. Communication based on organizational strategy is assured. Ceremonies are aligned with the business needs and promote innovation through unbiased, respectful discussions. Teams and divisions are successfully communicated regarding their impact on Secure Group's overall strategy and have the necessary context to achieve it. Facilitates and inspires cross-division collaboration and collaboration with others departments.	All necessary touchpoints are mapped and successfully executed with complete documentation. The participants are fully engaged throughout the process. Stakeholders are frequently communicated on their impact and understand their role and expected outcomes in the ceremonies. The team/division is known for a culture of clear, concise, effective, audience-oriented communication, ensuring all participants actively listen to others and are understood. Ceremonies promote collaboration within divisions and teams.

L2 Business Leadership

Level 2
Business Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 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.

L2 Achievement: Capability Assessment Definition

It’s defined by the likelihood of success and execution of strategy based on capability management and understanding. That refers to leaders’ ability to excel in their core duties based on effectively assessing their team's and division's capability to manage campaigns, business plans, projects, initiatives, and achieve business goals. It’s divided into two categories:

• General Factors
  

Owning the technical knowledge needed for the role, understanding the team's and/or division domain and the feasibility of their team's and/or division's technical knowledge, and the needed technical knowledge at a company level.

Score		Definition
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
  

The leaders' Secure Group Knowledge in terms of who we are as a company and what we offer.

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.

L2 Capability Assessment 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

L2 Achievement: Opportunity Finding Definition

Opportunity Category	Definition
Experience	Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes.
Exposure	Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to Secure Group problems, and ability to reinvent him/herself when facing role changes.

L2 Opportunity Finding Scoring

Opportunity Category	Definition	Incomplete	Initial	Managed	Defined	Optimal
Experience	Project & Task Complexity	Works on projects and campaigns of limited scope in their own department – does not demonstrate ability and knowledge to participate in cross-department initiatives.	Works on projects, campaigns, and initiatives of moderate scope, including cross-department initiatives. Lacks the understanding to notice dependencies.	Works on business plans, initiatives, campaigns, and projects of diverse scope in his/her department and cross-department promotes alignment and ensures dependencies are noticed.	Works on unique tasks, business plans, initiatives, campaigns, and cross-department projects. Ensures organizational alignment.	Works on business plans, initiatives, and projects that directly impact business success and investments. It’s accountable for organization-wide initiatives.
	Believability	He/she was involved in the successful execution of a project, campaign, or initiative.	Successfully managed some projects, campaigns, and initiatives achieving its major goals and have a great explanation of his/her approach when probed.	Successfully managed some projects, campaigns, and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success.	Possesses proven track of success and frequency on effectively managing business plans, initiatives, campaigns, and projects	Possess a proven track record of managing projects and business plans that have a company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enables growth
Exposure	Problem-Solving	Explores and understands business challenges. Possesses the ability to apply solutions to known problems. Possesses great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative.	Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Can explain and has the ability to articulate the success factor.	Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems.	Monitors and reports action plans for business challenges on divisions/departments. Develops new solutions for known problems new problems due to outstanding ability to drill down issues.	Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions.
	Ability to reinvent him/herself	Does not find the skills and strengths to cope with fast needed changes and challenges (bounces 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.
	Knowledge of External Factors	Does not possess market and industry knowledge.	Has a basic understanding of the company’s industry, and market space.	Has a complete understanding of the company’s industry, and market space.	Has a thorough understanding of the company’s industry, competitors' strategies, and market space.	Has a thorough understanding of the entire industry, competitors' strategies, market, business concepts, and technical concepts.
	Opportunity Outlook	It’s aware of the importance of being exposed to business-related matters within the Realms that affect his/her role but stays passive regarding it.	Seeks business-related matters within the Realms of the framework and makes an effort to be exposed to them in order to acquire context.	Successfully exposes him/herself to business-related matters of the framework's Realms to acquire context.	Consistently exposes him/herself to business-related circumstances within the framework's Realms and exercises proper judgment linking knowledge to Secure Group matters.	Always exposes him/herself to business-related circumstances within the framework's Realms. Exercises independent judgment linking knowledge to Secure Group matters. Leads internal efforts to provide such context to different audiences
	Communication & Approach	Communication is ad-hoc and not structured.	Communication is conscious and partially structured.	Communication is open, with a fully defined and structured approach.	Communication is open with a fully defined and structured approach. Communication is adequate according to different audiences.	Communication is open, promotes effective collaboration, possesses a defined and structured approach. Communication is adequate according to different audiences from different levels of influence.
	Risk Assessment	Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting).	Performs structured risk assessment, mainly in silos, and is aware of the benefits it brings to the organization.	Performs goal-driven risk assessment. He/she is aware of the benefits and deploys them across the organization.	Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined.	Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders.
	Relationship Building	Works mostly on an operational level and thrives to understand what drives stakeholders (ad-hoc).	Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship.	Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking.	Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses.	Acts as a strategic partner. Manages and communicates shared goals for maximizing value. Shares risks and rewards with stakeholders.
Score		1	1 and 2	2 and 3	3 and 4	4

L2 Capability Assessment & Opportunity Finding Matrix

L2 Career Management Leadership

Career Management Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 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 to achieve the divisions' objectives. Knowledge-sharing is not encouraged.	Evaluations are done according to SGMM rules. Identifies the divisions' strengths in terms of knowledge and reports frequently on it. Open positions in the division are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI)	Evaluations are done according to SGMM, and K-POCs are set up in the system with SMART goals. The manager possesses strong knowledge gap awareness and designs and implements knowledge-related initiatives to mitigate such gaps. Open positions in the division are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI)	Evaluations are done according to SGMM rules. The manager constantly assesses and improves the KAI, communicates with the teams/division, and reports on it to senior management. 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. Promotes a knowledge-sharing culture within the teams/division. Open positions in the division are mapped and with clear Responsibilities and Accountabilities and the 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. Defines the team's/division competitive advantage based on knowledge and can extract the best out of every team/division member through coaching. 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. Promotes a knowledge-sharing culture within the team/division and cross-team/division. Open positions in the division are mapped and with clear Responsibilities and Accountabilities and the 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	The Manager achieves Grade 2 in the overall Department KAI. Growth expectations are not clear to subordinates. The teams/division understand the concept of the KAI but don’t understand what's expected of them in terms of knowledge development. The teams/division show a lack of progression and does not have set-up K-POCS. Workforce planning is not done and hiring is on-demand (firefighting).	The Manager achieves Grade 3 and 4 in the overall Department KAI. Subordinates are aware of what's needed to grow and the managers sometimes help their teammates overcome obstacles, resolve blockers, and complete work tasks. The teams/division know, understand, and strives to develop the KAI of their roles. The teams/division share knowledge in a non-structured way. 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.	The Manager achieves Grade 3 and 4 in the overall Department KAI. Consistently helps their subordinates to overcome obstacles, resolve blockers, and complete work tasks. The teams are empowered to be constantly developing the KAI of their roles and knowledge sharing occurs in a structured way. The teams/division are held accountable for their performance 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 division. 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 Manager achieves Grade 5 in the overall Department KAI for Concepts. The whole team/division 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. Knowledge sharing is structured, monitored, and measured Desirable turnover occurs proactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations. Hiring process is usually successful due to the correct role definition.	The Manager achieves Grade 5 the overall Department KAI. K-POCs cycle is 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. The teams/division are empowered to be constantly sharing knowledge in a structured way, the department's KAI is achieved in every role and the team's/division knowledge management strategy aids a competitive advantage to the business. Consistently works across the organization to enable teams/divisions 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.

L2 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.	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 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 teams/division	Ability to get on the balcony Capable of determining each stakeholder (promoters, detractors) Navigates well between the audience Diagnosis ability within various departments/divisions	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 teams/division 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 teams/division 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/division 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 teams and other departments/divisions	Regulates distress only when it's inside their comfort zone (meaning, they have enough knowledge to provide context)	Starts to regulate distress outside their comfort zone.	Regulates distress constantly Creates a holding environment Conflict management	Regulates any distress in the teams/division 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 teams/division.	Effectively ensures Task prioritization Promotes effective communication	Provides relevant context Teams/division understand 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 struggle to follow instructions (tend to resist).	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 teams/division 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 teams/division to share their opinion	Encourages the teams/division to share their opinion Not always achieves the expected results	Fosters a culture within their teams/division 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

Level 3 – Our visionaries and servant leaders

L3 Technical Leadership

Technical Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 4
RACI	Completeness / Core Duties	Does not suggest or set-up teams/divisions and/or cross-team/divisions processes. Does not analyze the need or makes an effort to improve them.	Sometimes focuses on several teams/divisions practices and processes and discusses improvements with other managers. Analyzes current processes and the desired outcomes of them. Improves the processes that don't meet the desired outcomes.	Always focuses on several teams/divisions 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/divisions and suggests frequent optimization.	Reviews critically cross-department/division processes and re-aligns them to the business needs and market. Analyzes measures and controls processes from different departments and teams/divisions. 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/divisions so they are structured, flexible in case of changes, and always promoting accountability.
	Achievement / Performance	Cross-teams/divisions 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/divisions performance.	The processes are automatized, fully aligned, well understood, and managed proactively across different teams/departments. Ensures cross-teams/divisions tasks and processes are appropriately broken down and prioritized, and well understood by all involved teams/divisions. Teams/divisions 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 optimized and viewed as a competitive advantage by the company.	Change management is effective in all teams/divisions. Different teams/departments have in place well-understood and well-executed processes that promote accountability. Identifies dependencies across the organization and works with other Managers to resolve them before they become an issue, and installs preventative measures to mitigate repeat occurrences.
Ceremonies	Completeness / Core Duties	Understands the concept and importance of different divisions' ceremonies on a superficial/theoretical level. Identifies the need for certain ceremonies and does not structure them or doesn't identify needed ceremonies at all.	Understands the ceremonies of a variety of divisions and works with subordinates and other managers to resolve disagreements in a healthy manner. Usually identifies the purpose and the needed stakeholders of ceremonies. Might lack knowledge and/or judgment regarding expectations and outcomes. Structures ceremonies and communicates the desired outcomes based on different divisions' needs. Fosters a culture where people are encouraged to share their opinions and function well across diverse groups.	Builds ceremonies based on the needs of a variety of divisions and teams. Encourages the divisions to openly share their opinions, integrates their point of view, and coaches them to contribute to discussions in a respectful manner. Fosters a culture of clear, concise, effective, audience-oriented communication with other managers and subordinates. Effectively communicates cross-dependencies between projects and re-aligns the efforts through ceremonies to successfully achieve goals in different divisions.	The manager facilitates engagement between other managers, divisions, and stakeholders to contribute to discussions in a respectful manner. Improves and monitors the current needs of different divisions and serves as an advisor in cross-department ceremonies to accomplish business needs. Influences, plans, and leads decisions in different teams/divisions. Re-aligns ceremonies with business needs and communicates effectively on such changes.	Communicates effectively with all stakeholders, so they are fully aware of the ceremony's purpose and goals and what is their impact on it before the actual ceremony. Re-aligns ceremonies with business needs and market strategy. 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 happen without previous organization and in an unstructured way. Ceremonies are not followed and their importance is not understood.	Execute some ceremonies and tries to bring some structure to them. Divisions' members are encouraged to openly share their opinions. The divisions' members understand the importance of effective communication in an audience-oriented way, in written and verbal form but do not implement it. The manager conducts conversations based on organizational strategy and principles with subordinates when appropriate to ensure alignment. Managers and division contribute to ceremonies in a respectful and non-biased manner. Ceremonies' importance is understood by the teams/divisions.	Actively listens to others and ensures they are understood. Respects the time of the audience. Divisions have most ceremonies structured, and Managers are engaged in the execution of such ceremonies. Issues have defined action steps and are reviewed as a follow-up. The right stakeholders are effectively involved for problem resolution through clear, concise communication in written and verbal form both technical and non-technical subjects and in an audience-oriented way. The divisions are empowered to share concerns and action plans in an unbiased way and capable is of having conversations based on organizational strategy and principles to create alignment. The divisions have a shared understanding of the desired outcomes and are open to changing their perspective and plans based on others' input.	Most ceremonies are structured and executed and have complete documentation: follow-up actions, outcomes, objectives, and stakeholders' level of involvement. The divisions' disagreements are approached non-defensively, and contradictory opinions are used as a basis for constructive, productive conversations. Communication based on organizational strategy is assured. Ceremonies are aligned with the business needs and promote innovation through unbiased, respectful discussions. Divisions' members are successfully communicated regarding their impact on Secure Group's overall strategy and have the necessary context to achieve it. Facilitates and inspires cross-teams/divisions collaboration and collaboration with others departments.	All necessary touchpoints are mapped and successfully executed with complete documentation. The participants are fully engaged throughout the process. Stakeholders are frequently communicated on their impact and understand their role and expected outcomes in the ceremonies. The teams/divisions are known for a culture of clear, concise, effective, audience-oriented communication, ensuring all participants actively listen to others and are understood. Ceremonies promote collaboration within divisions

L3 Business Leadership

Level 3
Business Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 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 Level 3 managers. Identifies and communicates cross-department opportunities.	The 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 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/Subordinates 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 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.

L3 Achievement: Capability Assessment Definition

It’s defined by the likelihood of success and execution of strategy based on capability management and understanding. That refers to leaders’ ability to excel in their core duties based on effectively assessing their team's and division's capability to manage campaigns, business plans, projects, initiatives, and achieve business goals. It’s divided into two categories:

• General Factors
  

Owning the technical knowledge needed for the role, understanding the team's and/or division domain and the feasibility of their team's and/or division's technical knowledge, and the needed technical knowledge at a company level.

Score		Definition
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
  

The leaders' Secure Group Knowledge in terms of who we are as a company and what we offer.

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.

L3 Capability Assessment 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

L3 Achievement: Opportunity Finding Definition

Opportunity Category	Definition
Experience	Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes.
Exposure	Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to Secure Group problems, and ability to reinvent him/herself when facing role changes.

L3 Opportunity Finding Scoring

Opportunity Category	Definition	Incomplete	Initial	Managed	Defined	Optimal
Experience	Project & Task Complexity	Works on projects and campaigns of limited scope in their own department – does not demonstrate ability and knowledge to participate in cross-department initiatives.	Works on projects, campaigns, and initiatives of moderate scope, including cross-department initiatives. Lacks the understanding to notice dependencies.	Works on business plans, initiatives, campaigns, and projects of diverse scope in his/her department and cross-department promotes alignment and ensures dependencies are noticed.	Works on unique tasks, business plans, initiatives, campaigns, and cross-department projects. Ensures organizational alignment.	Works on business plans, initiatives, and projects that directly impact business success and investments. It’s accountable for organization-wide initiatives.
	Believability	He/she was involved in the successful execution of a project, campaign, or initiative.	Successfully managed some projects, campaigns, and initiatives achieving its major goals and have a great explanation of his/her approach when probed.	Successfully managed some projects, campaigns, and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success.	Possesses proven track of success and frequency on effectively managing business plans, initiatives, campaigns, and projects	Possess a proven track record of managing projects and business plans that have a company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enables growth
Exposure	Problem-Solving	Explores and understands business challenges. Possesses the ability to apply solutions to known problems. Possesses great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative.	Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Can explain and has the ability to articulate the success factor.	Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems.	Monitors and reports action plans for business challenges on divisions/departments. Develops new solutions for known problems new problems due to outstanding ability to drill down issues.	Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions.
	Ability to reinvent him/herself	Does not find the skills and strengths to cope with fast needed changes and challenges (bounces 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.
	Knowledge of External Factors	Does not possess market and industry knowledge.	Has a basic understanding of the company’s industry, and market space.	Has a complete understanding of the company’s industry, and market space.	Has a thorough understanding of the company’s industry, competitors' strategies, and market space.	Has a thorough understanding of the entire industry, competitors' strategies, market, business concepts, and technical concepts.
	Opportunity Outlook	It’s aware of the importance of being exposed to business-related matters within the Realms that affect his/her role but stays passive regarding it.	Seeks business-related matters within the Realms of the framework and makes an effort to be exposed to them in order to acquire context.	Successfully exposes him/herself to business-related matters of the framework's Realms to acquire context.	Consistently exposes him/herself to business-related circumstances within the framework's Realms and exercises proper judgment linking knowledge to Secure Group matters.	Always exposes him/herself to business-related circumstances within the framework's Realms. Exercises independent judgment linking knowledge to Secure Group matters. Leads internal efforts to provide such context to different audiences
	Communication & Approach	Communication is ad-hoc and not structured.	Communication is conscious and partially structured.	Communication is open, with a fully defined and structured approach.	Communication is open with a fully defined and structured approach. Communication is adequate according to different audiences.	Communication is open, promotes effective collaboration, possesses a defined and structured approach. Communication is adequate according to different audiences from different levels of influence.
	Risk Assessment	Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting).	Performs structured risk assessment, mainly in silos, and is aware of the benefits it brings to the organization.	Performs goal-driven risk assessment. He/she is aware of the benefits and deploys them across the organization.	Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined.	Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders.
	Relationship Building	Works mostly on an operational level and thrives to understand what drives stakeholders (ad-hoc).	Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship.	Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking.	Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses.	Acts as a strategic partner. Manages and communicates shared goals for maximizing value. Shares risks and rewards with stakeholders.
Score		1	1 and 2	2 and 3	3 and 4	4

L3 Capability Assessment & Opportunity Finding Matrix

L3 Career Management Leadership

Career Management Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 4
Workforce Planning & Development	Completeness / Core Duties	Level & Step Reviews are not done or do not follow the SGMM rules Manager is not aware of needed open positions in the divisions and the Manager does not make an effort to map them	Level & Step Reviews are done according to SGMM rules. Open positions in the divisions are mapped. Communicates with senior management and subordinates regarding the KAI and its importance for the business.	Evaluations are done according to SGMM, and K-POCs are set up in the system with SMART goals. Identifies knowledge GAP from internal references and creates relevant initiatives to mitigate them. Open positions in the divisions are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI) Fosters a culture of documentation and knowledge sharing in the divisions.	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 - 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 divisions 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. Fosters a culture of documentation and knowledge sharing across different departments/divisions	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 - 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 divisions are mapped and with clear Responsibilities and Accountabilities and the needed set of knowledge (KAI). Advises the Recruitment Team with outlining the skills, knowledge, and experience to fill in open management positions Fosters a culture of documentation and knowledge sharing across the organization Promotes a knowledge-sharing and knowledge accountability culture within several teams/divisions and cross-departments/divisions.
	Achievement / Performance	The Manager achieves Grade 2 in the overall Departments KAI. Growth expectations are not clear to subordinates The teams/divisions 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)	The Manager achieves Grade 2 in the overall Departments KAI. 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 Manager doesn't help them achieve their K-POCs. Shares their knowledge frequently with their teammates and subordinates. Workforce planning and hiring process are reactive and unplanned with uncertainty	The Manager achieves Grade 3 in tools and 4 in concepts in the overall Departments KAI. The Manager successfully guides and coaches employees for them to achieve their K-POCs. Growth is constant in the divisions. Desirable turnover occurs reactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations. Knowledge-sharing is effectively structured and effectively achieved cross-teams/divisions.	The Manager achieves Grade 4 in tools and 5 in concepts in the overall Departments KAI. The whole team/division 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 Teams/divisions are coached and trained through creative initiatives and action plans, which help eliminate the knowledge gaps	The Manager achieves Grade 4 in tools and 5 in concepts in the overall Departments KAI. 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. All departments' KAIs are achieved, knowledge sharing is structured cross-teams/divisions, and subordinates are empowered and accountable for knowledge sharing.

L3 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.	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 teams/divisions 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 teams/divisions 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 teams/divisions	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 teams/divisions 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 teams/divisions 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 teams/divisions 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 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 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/division) 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 teams and other departments/divisions.	Doesn't regulate distress on the teams and other departments/divisions.	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 teams/divisions 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 teams and other managers. Aligns expectations.	Effectively ensures ceremonies and task prioritization Promotes effective communication	Provides relevant context Teams/divisions understand priorities Brings attention back to the issue Effective and clear communication at all levels and cross-department/division
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 Empowers teams/divisions through positive influence	Promotes learning and innovation Manager is a teambuilder Subordinates start sharing vision and values in order to get the work done.	Promotes a positive and creative culture. The teams/divisions are empowered to get the work done. The teams/divisions 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/divisions to share their opinion or doesn't act as an active listener.	Encourages the teams/divisions 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

Level 4 – Our transformational leaders

L4 Technical Leadership

Technical Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 4
RACI	Completeness / Core Duties	Doesn't define processes at an organizational level or communicates with subordinates and other managers 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	Manager 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 managers 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 a tangible competitive advantage for the company.
Ceremonies	Completeness / Core Duties	Understands the concept and importance of cross-department and cross-division ceremonies on a superficial/theoretical level. Identifies the need for certain ceremonies and does not structure them or doesn't identify needed ceremonies at all.	Understands different departments' and divisions' ceremonies and works with subordinates and other managers to resolve disagreements in a healthy manner. Usually identifies the purpose and the needed stakeholders of ceremonies. Might lack knowledge and/or judgment regarding expectations and outcomes. Structures ceremonies and communicates the desired outcomes based on organizational needs. Fosters a culture where people are encouraged to share their opinions and function well across diverse groups.	Builds ceremonies based on the needs of a variety of departments and divisions. Encourages the teams, divisions and departments to openly share their opinions, integrates their point of view, and coaches them to contribute to discussions in a respectful manner. Fosters a culture of clear, concise, effective, audience-oriented communication with other managers and subordinates. Effectively communicates cross-dependencies between projects and re-aligns the efforts through ceremonies to successfully achieve goals in different departments and divisions.	The manager facilitates engagement between other managers, departments, divisions, and stakeholders to contribute to discussions in a respectful manner. Improves and monitors the current needs of different departments and divisions and serves as an advisor in cross-department and cross-division ceremonies to accomplish business needs. Influences, plans, and leads decisions in different departments and divisions. Re-aligns ceremonies with business needs and communicates effectively on such changes.	Communicates effectively with all stakeholders, so they are fully aware of the ceremony's purpose and goals and what is their impact on it before the actual ceremony. Re-aligns ceremonies with business needs and market strategy. 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 happen without previous organization and in an unstructured way. Ceremonies are not followed and their importance is not understood.	Execute some ceremonies and tries to bring some structure to them. Departments and divisions are encouraged to openly share their opinions. The departments and divisions understand the importance of effective communication in an audience-oriented way, in written and verbal form but do not implement it. The manager conducts conversations based on organizational strategy and principles with subordinates and other managers when appropriate to ensure alignment. Managers and subordinates contribute to ceremonies in a respectful and non-biased manner. Ceremonies' importance is understood by the teams, divisions and departments.	Actively listens to others and ensures they are understood. Respects the time of the audience. Departments and divisions have most ceremonies structured, and Managers are engaged in the execution of such ceremonies. Issues have defined action steps and are reviewed as a follow-up. The right stakeholders are effectively involved for problem resolution through clear, concise communication in written and verbal form both technical and non-technical subjects and in an audience-oriented way. The departments and divisions are empowered to share concerns and action plans in an unbiased way and are capable of having conversations based on organizational strategy and principles to create alignment. The departments and divisions have a shared understanding of the desired outcomes and are open to changing their perspective and plans based on others' input.	Most ceremonies are structured and executed and have complete documentation: follow-up actions, outcomes, objectives, and stakeholders' level of involvement. Organizational disagreements are approached non-defensively, and contradictory opinions are used as a basis for constructive, productive conversations. Communication based on organizational strategy is assured. Ceremonies are aligned with the business needs and promote innovation through unbiased, respectful discussions. Organization is successfully communicated regarding the impact on overall strategy and has the necessary context to achieve it. Facilitates and inspires cross-department collaboration and collaboration with other divisions.	All organizational necessary touchpoints are mapped and successfully executed with complete documentation. The participants are fully engaged throughout the process. Stakeholders are frequently communicated on their impact and understand their role and expected outcomes in the ceremonies. The organization is known for a culture of clear, concise, effective, audience-oriented communication, ensuring all participants actively listen to others and are understood. Ceremonies promote collaboration within all employees

L4 Business Leadership

Level 4
Business Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 4
Strategy	Completeness / Core Duties	Doesn't get involved in organizational strategic matters and does not communicate on it.	The Manager 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 Manager effectively communicates cross-dependencies between strategic maps and re-aligns the efforts to successfully defines them on different departments. The Manager defines and communicates on strategic priorities with executives and shares the context with the senior management	The Manager 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. 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. Ensures that Secure Group's strategic management is part of the corporate culture.

L4 Achievement: Capability Assessment Definition

It’s defined by the likelihood of success and execution of strategy based on capability management and understanding. That refers to leaders’ ability to excel in their core duties based on effectively assessing their team's and division's capability to manage campaigns, business plans, projects, initiatives, and achieve business goals. It’s divided into two categories:

• General Factors
  

Owning the technical knowledge needed for the role, understanding the team's and/or division domain and the feasibility of their team's and/or division's technical knowledge, and the needed technical knowledge at a company level.

Score		Definition
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
  

The leaders' Secure Group Knowledge in terms of who we are as a company and what we offer.

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.

L4 Capability Assessment 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

L4 Achievement: Opportunity Finding Definition

Opportunity Category	Definition
Experience	Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes.
Exposure	Ability to expose themselves to our challenges, level of market knowledge, ability to find solutions to Secure Group problems and ability to reinvent him/herself when facing role changes

L4 Opportunity Finding Scoring

Opportunity Category	Definition	Incomplete	Initial	Managed	Defined	Optimal
Experience	Project & Task Complexity	Works on projects and campaigns of limited scope in their own department – does not demonstrate ability and knowledge to participate in cross-department initiatives.	Works on projects, campaigns, and initiatives of moderate scope, including cross-department initiatives. Lacks the understanding to notice dependencies.	Works on business plans, initiatives, campaigns, and projects of diverse scope in his/her department and cross-department promotes alignment and ensures dependencies are noticed.	Works on unique tasks, business plans, initiatives, campaigns, and cross-department projects. Ensures organizational alignment.	Works on business plans, initiatives, and projects that directly impact business success and investments. It’s accountable for organization-wide initiatives.
	Believability	He/she was involved in the successful execution of a project, campaign, or initiative.	Successfully managed some projects, campaigns, and initiatives achieving its major goals and have a great explanation of his/her approach when probed.	Successfully managed some projects, campaigns, and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success.	Possesses proven track of success and frequency on effectively managing business plans, initiatives, campaigns, and projects	Possess a proven track record of managing projects and business plans that have a company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enables growth
Exposure	Problem-Solving	Explores and understands business challenges. Possesses the ability to apply solutions to known problems. Possesses great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative.	Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Can explain and has the ability to articulate the success factor.	Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems.	Monitors and reports action plans for business challenges on divisions/departments. Develops new solutions for known problems new problems due to outstanding ability to drill down issues.	Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions.
	Ability to reinvent him/herself	Does not find the skills and strengths to cope with fast needed changes and challenges (bounces 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.
	Knowledge of External Factors	Does not possess market and industry knowledge.	Has a basic understanding of the company’s industry, and market space.	Has a complete understanding of the company’s industry, and market space.	Has a thorough understanding of the company’s industry, competitors' strategies, and market space.	Has a thorough understanding of the entire industry, competitors' strategies, market, business concepts, and technical concepts.
	Opportunity Outlook	It’s aware of the importance of being exposed to business-related matters within the Realms that affect his/her role but stays passive regarding it.	Seeks business-related matters within the Realms of the framework and makes an effort to be exposed to them in order to acquire context.	Successfully exposes him/herself to business-related matters of the framework's Realms to acquire context.	Consistently exposes him/herself to business-related circumstances within the framework's Realms and exercises proper judgment linking knowledge to Secure Group matters.	Always exposes him/herself to business-related circumstances within the framework's Realms. Exercises independent judgment linking knowledge to Secure Group matters. Leads internal efforts to provide such context to different audiences
	Communication & Approach	Communication is ad-hoc and not structured.	Communication is conscious and partially structured.	Communication is open, with a fully defined and structured approach.	Communication is open with a fully defined and structured approach. Communication is adequate according to different audiences.	Communication is open, promotes effective collaboration, possesses a defined and structured approach. Communication is adequate according to different audiences from different levels of influence.
	Risk Assessment	Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting).	Performs structured risk assessment, mainly in silos, and is aware of the benefits it brings to the organization.	Performs goal-driven risk assessment. He/she is aware of the benefits and deploys them across the organization.	Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined.	Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders.
	Relationship Building	Works mostly on an operational level and thrives to understand what drives stakeholders (ad-hoc).	Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship.	Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking.	Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses.	Acts as a strategic partner. Manages and communicates shared goals for maximizing value. Shares risks and rewards with stakeholders.
Score		1	1 and 2	2 and 3	3 and 4	4

L4 Capability Assessment & Opportunity Finding Matrix

L4 Career Management Leadership

Career Management Leadership
Criteria		Step A	Step 1	Step 2	Step 3	Step 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 departments/divisions are mapped.	Effectively communicates the required criteria and knowledge gap for leaders for them to grow Manager communicates with leaders regarding the departments/divisions performance gap Leadership open positions in the departments/divisions 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 Manager Level 4 frequently communicates with them regarding objectives' achievement. Leadership open positions in the departments/divisions are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge. The Manager knows exactly what to test in each candidate in terms of knowledge and skills	Communicates with leaders, so they understand what's required from their departments 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. Manager 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 Managers Level 4 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 Manager doesn't help them achieve their K-POCs. Management workforce planning and hiring process are reactive and unplanned with uncertainty.	Manager successfully guides leaders for them to achieve their K-POCs. Other lower-level managers are empowered and accountable for defining the KAI of their own divisions, departments and teams. 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. Manager avoids leadership stagnation through coaching and mentoring. Lower-level managers are coached and trained through knowledge-sharing initiatives and action plans, which help eliminate organizational knowledge gaps. 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 cycles are always being achieved at an organizational level with employees being responsible/accountable for it and the managers 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. Lower-level managers are engaged in the organizational knowledge management strategy. The Manager 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.

L4 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.	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 teams/divisions/departments 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 teams/divisions/departments 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/divisions) 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/division) 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/division/department 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 teams/divisions/departments and other departments.	Doesn't regulate distress on the teams/divisions/departments 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 teams/divisions/departments 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 them down.	Provides relevant context. Brings attention back to the macro situation in which the issue arose. Effective and clear communication to senior management and upper management.
Give the work back to the people	Ability to place the work where it belongs, being willing to be part of the challenge rather than directing its solution by providing answers from a position of formal authority	Subordinates tend to follow instructions because of the Manager's authority position.	Subordinates tend to follow instructions because of the Manager's authority position.	Teams/divisions/departments are empowered through effective communication and collaboration.	Manager forms strategic alliances. Acts as a partner for the teams/divisions/departments 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 teams/divisions/departments to share their opinion or doesn't act as an active listener.	Encourages the teams/divisions/departments 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 happen 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.

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
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/team 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.