code/date © 2005 by smiths group: proprietary data smiths competency model strategic decision...
TRANSCRIPT
![Page 1: Code/Date © 2005 by Smiths Group: Proprietary Data Smiths Competency Model Strategic Decision Making Leading People Driving Results Commercial Orientation](https://reader036.vdocument.in/reader036/viewer/2022082816/56649cd85503460f949a1cf7/html5/thumbnails/1.jpg)
Code/Date © 2005 by Smiths Group: Proprietary Data
Smiths Competency
Model
Strategic Decision Making
Leading People
Driving Results
CommercialOrientation
Influencing
StakeholderImpact
Smiths Competency Model
This model describes the 6 behaviours that are key in achieving excellent execution. At the core of some of these is Emotional Intelligence
![Page 2: Code/Date © 2005 by Smiths Group: Proprietary Data Smiths Competency Model Strategic Decision Making Leading People Driving Results Commercial Orientation](https://reader036.vdocument.in/reader036/viewer/2022082816/56649cd85503460f949a1cf7/html5/thumbnails/2.jpg)
Code/Date © 2005 by Smiths Group: Proprietary Data
Driving Results (Formally known as Driving Potential)
Positive Indicators
Consistently drives and encourages change
Energised by creating better ways of doing things; looks for continuous improvement
Identifies and seizes new opportunities
Agrees challenging but realistic goals, actions, performance indicators and deadlines to ensure effective execution
Monitors, reviews and adapts plans to ensure delivery
Development Indicators
Takes an overly safe and cautious approach
Struggles with change or unable to adapt plans to changing environments
Happy to accept the status quo or tends to follow past practices
Works without plans, performance indicators timelines or specific actions and may miss deadlines
Does not actively take responsibility for achieving results
Definition: ‘The ability to persistently pursue and achieve results. To look for improvements and embrace change in order to drive the business forward. Actively monitors and reviews plans in order to hit or exceed targets’
![Page 3: Code/Date © 2005 by Smiths Group: Proprietary Data Smiths Competency Model Strategic Decision Making Leading People Driving Results Commercial Orientation](https://reader036.vdocument.in/reader036/viewer/2022082816/56649cd85503460f949a1cf7/html5/thumbnails/3.jpg)
Code/Date © 2005 by Smiths Group: Proprietary Data
Positive Indicators
Makes timely decisions and takes action based only on critical information
Works well with ambiguity and uncertainty
Generates a wide range of solutions
Considers the consequences of actions on other areas of the business
Adapts short term plans in line with business priorities
Sees beyond the task to the ‘bigger picture’
Development Indicators
Has difficulty identifying root causes of issues
Struggles to interpret complex information
Over deliberates when making decisions
When under pressure may find it difficult to make rational judgements
Does not consider the effect of decisions on other areas of the business
Focuses on the short term at the expense of the longer term
Strategic Decision Making
Definition: ‘The ability to make good judgements in an increasingly complex global market by effectively sourcing and analysing critical information and making effective, timely decisions. Demonstrates an understanding of the implications their decisions have for other areas of the business or in the longer term’.
![Page 4: Code/Date © 2005 by Smiths Group: Proprietary Data Smiths Competency Model Strategic Decision Making Leading People Driving Results Commercial Orientation](https://reader036.vdocument.in/reader036/viewer/2022082816/56649cd85503460f949a1cf7/html5/thumbnails/4.jpg)
Code/Date © 2005 by Smiths Group: Proprietary Data
Positive Indicators
Respectfully expresses unpopular opinions
Expresses views openly and shows personal conviction
Asks lots of questions to clarify others’ positions and indentifies the benefits
Effectively communicates using the appropriate medium whether written or verbal
Values and accepts diverse perspectives
Demonstrates understanding of how people feel even across different cultures and overcomes barriers
Anticipates the reactions of others and adapts style accordingly
Development Indicators
Tends to go with the majority, unlikely to raise controversial issues
Seeks consensus to avoid conflict
Does not adapt their style to the audience or uses one style to fit all
Does not tend to ask for input or feedback
Focuses predominantly on the message rather than adapting its delivery
Shows limited respect for others’ views
Gets aggressive or upset under pressure
Does not tend to notice emotional reactions and does not respond to others’ body language
Definition: ‘The art of effective persuasion; winning hearts and minds. The ability to inspire others to take action toward a common objective. The willingness to challenge others whilst considering their viewpoint and adapting their style to truly bring people with them.’
Influencing
![Page 5: Code/Date © 2005 by Smiths Group: Proprietary Data Smiths Competency Model Strategic Decision Making Leading People Driving Results Commercial Orientation](https://reader036.vdocument.in/reader036/viewer/2022082816/56649cd85503460f949a1cf7/html5/thumbnails/5.jpg)
Code/Date © 2005 by Smiths Group: Proprietary Data
Positive Indicators
Inspires people to follow their role model and communicates a clear motivational vision
Adapts leadership style to suit the situation and culture
Ensures a pipeline of talent is developed for the current and future needs of the organisation
Agrees specific, measurable objectives with people and monitors progress
Coaches people to improve performance
Gives honest, timely and balanced feedback. Always completes Performance Reviews on time
Delegates work in an empowering and developmental way
Development Indicators
Does not consistently lead by example
Tends not to communicate a strategy to the team or stakeholders
Does not openly demonstrate passion for the business
Overly task focused at the expense of the people focus
Sets unclear or unrealistic objectives
Does not consistently monitor people’s progress. Does not take Performance Reviews seriously
Struggles to give constructive feedback
When delegating tends to tell people what to do and how to do it
Leading People (Formally known as Managing People)
Definition: ‘The ability to clearly articulate an inspiring vision for people to follow and effectively lead and manage the performance of their people. An effective leader is a role model to others, monitors progress on objectives and behaviours and coaches others for success.’
![Page 6: Code/Date © 2005 by Smiths Group: Proprietary Data Smiths Competency Model Strategic Decision Making Leading People Driving Results Commercial Orientation](https://reader036.vdocument.in/reader036/viewer/2022082816/56649cd85503460f949a1cf7/html5/thumbnails/6.jpg)
Code/Date © 2005 by Smiths Group: Proprietary Data
Positive Indicators Understands who the key stakeholders are for their
role
Identifies the future needs of stakeholders
Takes time to consider the stakeholders’ key drivers and motivators
Consistently delivers or exceeds stakeholder expectations
Looks for customer feedback and acts on it. Demonstrates self awareness
Actively works cooperatively across Smiths and across cultures
Looks for ‘win:win’ situations in relationships
Takes the time to Invests in relationships
Development Indicators
Considers a narrow range of stakeholders
Does not consult with stakeholders to understand their motivators
Limited focus on improving standards for internal and external customers
Has a limited network or tends to work in isolation
Engages in inappropriate conflict situations with some stakeholders, takes disagreements personally
Acts competitively with internal stakeholders
Stakeholder Impact (Formally Stakeholder Management)
Definition: ‘The ability to build an effective network of relationships both internally and externally. An important skill for Smiths’ leaders is to understand key stakeholders and their needs and to proactively manage important internal or external relationships’
![Page 7: Code/Date © 2005 by Smiths Group: Proprietary Data Smiths Competency Model Strategic Decision Making Leading People Driving Results Commercial Orientation](https://reader036.vdocument.in/reader036/viewer/2022082816/56649cd85503460f949a1cf7/html5/thumbnails/7.jpg)
Code/Date © 2005 by Smiths Group: Proprietary Data
Positive Indicators
Talks knowledgeably about how their role contributes to the commercial success of the business
Proactively identifies and acts upon market opportunities
Drives and encourages commercial behaviour in the business
Implements a Business Planning strategy
Uses effective metrics to track business performance
Identifies and acts upon opportunities to improve the top and bottom line
Uses financial information to drive key decisions
Development Indicators
Struggles to explain how their work contributes to the success of the business
Plans in isolation and without reference to the external market
Lacks awareness of competitor activities
Misses opportunities to reduce costs or generate profit
Makes decisions in absence of financial data or lacks understanding of the longer term business impact
Tends not to use business performance measures
Commercial Orientation (Formally Known as Commercially Astute)
Definition: ‘The understanding and application of commercial management. Identifying market opportunity and the effective implementation of strategies for improved financial performance for the short and long term are key skills for Smiths’ leaders.
![Page 8: Code/Date © 2005 by Smiths Group: Proprietary Data Smiths Competency Model Strategic Decision Making Leading People Driving Results Commercial Orientation](https://reader036.vdocument.in/reader036/viewer/2022082816/56649cd85503460f949a1cf7/html5/thumbnails/8.jpg)
Code/Date © 2005 by Smiths Group: Proprietary Data
Rating Scale - Behaviours
5. Consistently demonstrates positive behaviour in all areas
4. Consistently demonstrates positive behaviour in most areas
3. Demonstrates positive behaviour in the key areas
2. Sometimes demonstrates some negative behaviour in some of the areas
1. Often demonstrates negative behaviours
N/A. Too soon to demonstrate or not applicable to role
![Page 9: Code/Date © 2005 by Smiths Group: Proprietary Data Smiths Competency Model Strategic Decision Making Leading People Driving Results Commercial Orientation](https://reader036.vdocument.in/reader036/viewer/2022082816/56649cd85503460f949a1cf7/html5/thumbnails/9.jpg)
Code/Date © 2005 by Smiths Group: Proprietary Data
Rating Scale – Final Overall Rating
5. Performance consistently exceeds the requirements of the position in all areas (Objectives & Behaviours)
4. Performance exceeds the requirements of the position in one or more areas (Objectives & Behaviours)
3. Performance consistently meets the requirements of the position (Objectives & Behaviours)
2. Performance meets the requirements of the position, but improvement is needed in one or more areas. (Objectives & Behaviours)
1. Performance does not meet the requirements of the position in several area and immediate improvement is required (Objectives & Behaviours)
N/A. Too soon to demonstrate or not applicable to role