City of Tempe Alliance for Innovation 2011 Awards Page 2 ________________________________________________________________________ LDP: Leadership Development Program Tempe’s Leadership Development Program (LDP) is a citywide change management initiative that began development in 2007. The LDP goal is to transition an over-managed, under-led reactive environment of “putting out fires” to a proactive leadership culture of planning strategically for the good of the whole. This simple, holistic approach to change concentrates on three fundamental processes of people, strategy and operations 1 (Attachment 1: Leadership Initiative Diagram). The People Process (Attachment 2: Core Leadership Curriculum) develops leadership at all levels, entry through executive, with a focus on followership in building a knowledge-age workforce … where workers’ highest talents are fully utilized toward fulfilling the organization’s top priorities. 2 The Strategy Process provides a clear, compelling roadmap that defines where we want to go by aligning our goals to our vision and purpose of serving our community. The Operational Process (Attachment 3: TLC Strategic Plan) takes our strategy and converts it into action through the implementation of The 4 Disciplines of Execution™ an operating system that educates teams in how to get important things done. 3 4 Disciplines: 1: Crafting measureable goals; 2: Acting on lead measures that predict and influence achievement of goals; 3: Tracking and measuring performance; 4: Weekly team accountability sessions History of the Situation: In 2007 the City environment was unsettled and in transition. In December of that year, Council hired a new city manager from outside the organization contrary to a long-standing cultural norm that placed value on relationships, seniority, and hiring from within. Accountability at all levels was a city-wide issue. The workforce had great ideas but implementing and executing those ideas was a real challenge. Additional Underlying Factors: During 2008 Tempe's economy began to slow. This decline made it necessary to reduce the operating budget by more than 9 million dollars. The downturn continued during the 2009/10 budget cycle resulting in an additional 17% budget reduction and the elimination of 264 positions. This unstable environment, unprecedented in the organization’s history, was a catalyst that resulted in increased turbulence and growing conflict among different work groups.

Innovation Importance: In general, staffs’ reaction to these economic challenges was to take the “safe and sound” approach of business as usual. However, if we wanted to survive and create high value in this new economic reality, we had to get out of our comfort zone and implement a system that would re-energize and re-focus the workforce on getting the most important things done. We needed a system that would clarify our purpose and give the workforce the skills and tools to begin making distinctive, sustainable contributions for our community. __________________________________ 1 People, strategy, operations as outlined in the book Execution, the Discipline of Getting Things Done, L. Bossidy, R. Charan, © 2002, 2009 2 The Effective Executive, Peter F. Drucker, ©1967, 1985, 1996, 2002, 2006, p. 4' 3 The 4 Disciplines of Execution™, FranklinCovey, ©2006

City of Tempe Alliance for Innovation 2011 Awards Page 3 _______________________________________________________________________ Champions of the LDP Initiative: The City Manager, Tempe Learning Center (architects of the initiative) and the Water Utilities Division of Public Works (piloted the program). Internal Impact: The fundamental processes in LDP have been proven effective for over 50 years. The most powerful, overarching impact of this system is its simplicity, its benefit to all employees, and its sustainability. These processes continue to be relevant and effective beyond people, place, and time. Community Benefits: LDP creates a systems approach to continuously improve our community outcomes in a cost effective way. We are developing strategic plans that align to the council’s vision and purpose to guide us in making the best choices in creating our future. We are building performance measures using appropriate industry standards for customer service, productivity, cost effectiveness and continuous improvement in service delivery. We are systematically advancing our ability to execute goals that maximize our opportunities and improve our performance.

How this Initiative is a Quantum Leap: LDP is more than participating in courses on leadership philosophy. This is a system for managing performance and maintaining excellence by producing results. Managers observe a sense of excitement as team members come to work with a purpose, drive and direction. The system develops trust because team members know what is expected of them. It creates accountability because all team members are making commitments on a weekly basis. It builds motivation because team members see themselves winning by tracking and measuring their own results.

Who Benefits: This initiative involves all levels of the workforce. The Council benefits because we are aligning systems to community priorities. Management benefits by having a system that demonstrates how to set expectations in a positive, team-oriented way. And the workforce is motivated by making distinctive contributions using their strengths and highest talents. How LDP was Initiated / Implemented: The “Architects”: The City Manager in collaboration with Tempe Learning Center (the City’s Organizational Development Office) can be described as “the architects” of this initiative. Leadership approaches were researched and a system designed to meet the needs of the Tempe workforce. Leadership Education: An innovative method of leadership education was designed to target all levels of the workforce. The curriculum includes a combination of internally developed courses and nationally acclaimed leadership programs based on some of the best ideas from the best resources and leadership minds available (Attachment 2: Core Leadership Curriculum).

City of Tempe Alliance for Innovation 2011 Awards Page 4 _______________________________________________________________________ The Influencers: The goal of LDP is to transition the culture by changing behavior - this can be difficult because people generally don’t like change. It was important to gain "social leverage" so the program could build traction. Employees considered informal "influencers" were invited to join a voluntary "Leadership Integration Group" facilitated by the City Manager. The group practices leadership skills, tools and behaviors learned in class and provide the City Manager with feedback on leadership-related issues. When a required behavior is difficult, unpopular, or possibly even questionable, it often takes the support of 'the right one' - an opinion leader - to propel people to embrace an innovation. 4 Creating a Compelling Purpose: A part of the “strategy” process was to craft an organizational purpose statement that could stand the test of time by defining why we exist in clear, concise language. This exercise took over 12 months of rigorous thought, analysis, team involvement and feedback: Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices. Departments, divisions and workgroups created aligning statements that demonstrate a clear organizational linkage. Piloting the System: The Water Utilities Division of Public Works championed the LDP initiative by piloting the process. During 2009, all 140 members completed the core leadership education courses. Department and team purpose statements were drafted and ratified. A “wildly important goal” was determined for the division to work on during the four month 4 Disciplines of Execution™ process during January to May of 2010. 4-D Coordinators: TLC is a three-member office so, to effectively implement the 4 Disciplines operating system, their efforts needed to be duplicated. A plan was instituted to build technical expertise within each department by offering a non-paid learning and leadership opportunity for staff to become 4-D Coordinators. Department directors selected individuals based on specific competencies (Attachment 4: 4-D Coordinator Competencies) who shadowed TLC staff through the four month 4-D implementation process. Trained coordinators help maintain quality control of the system in their departments and provide assistance to teams as they go through the learning process.

Risks in Planning and Developing this Initiative: The system had to be credible, easy to understand with repeatable results. Positive organizational change cannot occur without dedication and commitment from the top leaders. Change of any sort – even though it may be justified – will not succeed unless people are willing to let go of “business as usual” and commit to doing things differently. Environment When Created / Sustained: The LDP initiative was created during the worst economic downturn in Tempe’s history. Ten departments were collapsed to seven resulting in internal/external competition for new department leadership. First time layoffs occurred. Furloughs resulting in 5% pay cuts were instituted. _____________________________ 4 Influencer, K. Patterson, J, Grenny, D. Maxifield, R. McMillan, A. Switzler, ©2008, pg. 164.

City of Tempe Alliance for Innovation 2011 Awards Page 5 _______________________________________________________________________ Execution Costs: One-time costs totaling approximately $45, 000 for technical training and certifications. Water Utilities Pilot (January through May, 2010): Wildly Important Goal: Achieve the lowest median-customer combined water/sewer bill of the seven metro-area cities we compare with by the end of FY 11-12. Pilot Results: Reduced water utility rates by 9.7% (from $47.28 to $42.68). Tempe is currently the lowest median rate with the next lowest rates at $42.98 and $46.16.

• Reduced the Environmental Services operating expenses by 12.5% (from $1.43 million to $1.25 million)

• Reduced Water Utilities Division energy use by 8% (from 15 million kilowatt hours to 13.8 million)

• Reduced Central Arizona Water budget for FY 2009/10 by $150,000. • Improved disinfection by-products levels by 20% (from 100 mg/ml to 80 mg/ ml) • Increased the preventative maintenance of water valves by a projected 365%

(from 1933 valves to 7063 valves)

Post Pilot Results: The Water Utilities Division continues using the operating system to achieve additional savings such as an additional 46% savings in Environmental Services totaling $214,000. The Internal Audit Office completed a four month implementation process (September – December, 2010) to develop a Risk Assessment Model that will strategically identify high risk, high liability functions, resulting in an annual audit selection process based on risk. Wildly Important Goal: Complete a citywide risk assessment by March 31, 2011. Community Relations Office’s new Community Relations Center (311 call center) completed a four month implementation process (September – December, 2010) to develop the first municipal call center in the state. One supervisor and three staff members, without prior call center experience, are now using the system to develop standards of performance (technical and behavioral competencies) and continuously improve their wildly important goal of going from “novice” to “expert” call center professionals. Wildly Important Goal: Increase SPOC call resolution from 0% to 85% by May 30, 2011. Call resolution as of 12/30/2010 is at 68%. Conclusion ~ Citywide Implementation Plan (FY 10/11) The LDP initiative is a work in progress. Increasing the teams trained from 25 to 52 by 12/30/2011 will help the City establish critical mass in achieving a sustained, proactive leadership culture by 2015. We are already experiencing some dramatic results. As Jim Collins points out in his book “Good to Great”: … building greatness never happens in one fell swoop…we build greatness by a cumulative process – step-by-step, action by action, day by day, week by week, year by year.5 __________________________________________ 5 Good to Great Diagnostic Tool, Jim Collins, © 2006, pg. 15.

Attachments

ATTACHMENT 1: Leadership Initiative Diagram

Outstanding Value. Shared Vision. Sustainable Practices. Transition the organizational culture from reactive compliance to innovative, proactive leadership by 2015.

People: Strategy: Operations: Cultivate Leaders Align Purpose & Strategic Direction Great Focus & Execution

LEADERSHIP EDUCATION (Leadership Development Program

LDP I, II, III) From a reactive compliance (MST) to

a proactive, leadership approach.

ALIGN SYSTEMS Incorporate mechanisms that

clarify purpose and link peoples’ efforts to organizational priorities.

LEAD PERFORMANCE Execute, track and measure

performance internally and in the community.

Performance Management: Implement 4 Disciplines Operating System to execute, measure, and track performance aligned with most important goals. Develop strategic plans and measure performance using appropriate industry standards.

LDP III: Strategic Direction (Executive Management)

Develop high trust leaders who set a clear vision and inspire the workforce to release their highest talents and contributions.

LDP II: Tactical Direction (Managers/Supervisors)

Develop fundamental skills to proactively lead others by becoming a source of help, affirming potential and clarifying expectations.

LDP I: Followership/Leadership

(All Employees) Professional development courses that align to organizational leadership.

Ratify City Purpose: Tempe creates outstanding value for those we serve through shared vision, superior service, and sustainable practices.

Align Departmental Purpose: Departments, offices, teams create purpose statements that align to the City’s purpose.

Identify and Link Vital Goals: Departments, offices, teams identify a few “vital goals” (wildly important) that link to the council’s vision & organization’s most important priorities.

Maintain Customer Loyalty: Continuously improve community outcomes through cost effective, efficient, standardized systems that measure and track customer satisfaction.

Leadership Development Objective: Develop & Sustain Organizational Greatness

Attachments 2-4

CitAsApDeDeOff

LD

MaSupTea

Ge

Drawing from the Best

LDP ATTACHMENT 2:

Core Leadership Curriculum: Reference Tools, Resources

Core Leadership Curriculum

LDP III: Strategic Leadership

y Manager sistant City Manager pointed Officers partment Directors puty Directors ice Administrators

Objectives:

• Incorporate a proactive, systems approach to solving problems and maintain performance.

• Develop a knowledge-age work force.

• Implement a framework for solving chronic leadership problems.

Competencies:

Inspire Trust: Get things done through personal influence and credibility. Clarify Purpose: Define the job to be done, create a strategic link that connects to economic sustainability. Align Systems: Implement fundamentals of execution. Unleash Talent: Affirm worth and potential, clarify expectations and accountability, be a source of help.

P II: Tactical Leadership

nagers ervisors m Leaders

Objectives:

• Manage self proactively by using resourcefulness and initiative.

• Focus time and energy on truly important priorities.

• Utilize tools that motivate and empower.

• Listen empathetically and give honest, accurate feedback.

• Seek new and better ways to do things.

• Unleash team potential by focusing on strengths, passions, capabilities.

Competencies:

Proactive vs. Reactive: Focus on what you can influence. Knowledge-age leadership – directed autonomy. Accountability: Effectively manages self. Fulfills commitments. Unleash Talent: Develop team potential with a focus on strengths.

LDP I: Followership / Leadership

neral Workforce

Objectives:

• Identify a relationship between followership and leadership.

• Describe a model of followership behaviors and how each identifies different levels of engagement.

• Name three everyday choices that we make and apply them.

Competencies:

Engagement: Choose to act with integrity, tell the truth, accept responsibility. Dependability: Responsible, accountable, meets standards, anticipate problems, prioritize. Initiative: Proactive, selects effective leadership strategies, identifies valued behaviors and makes adjustments.

ATTACHMENT 3: TLC Strategic Plan: FY 2010/2011

Organizational Purpose Tempe creates outstanding value for those we serve through shared vision, superior

service and sustainable practices.

Tempe Learning Center Purpose To guide continuous organizational improvement, TLC fosters an innovative, proactive leadership culture by integrating best practices with teams and individual employees. We maximize our resources through cost-effective programming, partnerships and alliances.

#1 Priority Goal (WIG) X to Y by When Increase the number of teams that successfully adopt the 4 Disciplines of Execution

Operating System from (X) = 25 teams to (Y) = 52 teams by (When) = December 30, 2011.

Strategic Plan based on Operational Capacity TLC will manage 3 implementation cycles comprised of 9 teams per cycle:

Cycle 1: January – May 3 Cycles Cycle 2: June – September 9 teams per cycle Cycle 3: October - December

Implementation Cycle Pre-consult

2 hours Methodology

3 hours Team Work

Sessions 1.5 hours

Scoreboard Check 4 hours

WIG Sessions

>21 minutes / week

Report Out 6

hours

Maintenance Strategy 2 hours

Systems Check

1 2 3 1 2 3 4 5 6 7 8

Pre-Consult Implementation Overview and Timelines, Roles and Responsibilities, Performance Agreements

Methodology Formal team education session on 4 Disciplines Operating System

Team Work Sessions Identify WIG, leads, lags, draft scoreboards

Scoreboard Check Peer review session for scoreboard refinement / feedback

WIG Sessions 8 consecutive weeks of team accountability sessions conducted, coached, scored and tracked

Report Out 9 teams report their results and implementation experiences to the City Manager and Assistant City Manager

Maintenance Strategy Develop a plan for continued goal achievement

Systems Check 30, 60, 90-day quality control process to ensure the 4-D System is established

Definition of a 4-D Team Requirements: A WIG, a Champion, a Team Leader and Team Members

NOTE! The goal defines the team. Therefore, “teams” do not have to be hierarchical or

based on an organizational chart.

NEXT-LEVEL UP WIG

Department

WIGS Division

WIGS Division

WIGS Division

WIGS Team

WIGS Team

WIGS Team

WIGS Team

WIGS Team

WIGS Team

ORGANIZATIONAL WIG

City Manager’s Office

PRE-WORK:

To Prepare Teams to move from the “Bench” to the

EOPLE:

rvisors / managers are registered for or have successfully completed

successfully completed

TRATEGY:

Statements updated and aligned departmentally and organizationally

signed between

PERATIONS (Execute):

r(s) and team members who will begin the implementation

“4-D Implementation Playing Field”

P Supe

LDP II: 7 Habits for Managers Teams are registered for or have

LDP I: Followership/Leadership

S Purpose Department / Office has drafted one to three high-priority goals 4-D Coordinator selected and Win-Win Performance Agreement

the department / office management and 4-D Coordinator

O Identify the team leade

process to achieve the pre-established WIG(s).

Performance Standards PEOPLE PROCESS: Formal Leadership Education Maintain an average NPS of 50 or above TLC uses the Net Promoter Score as a stable measure of business performance to measure and track all Leadership Development Programming (LDP). NPS increases the ability to interpret changes in customer satisfaction trends over time and can be used to motivate an organization to become more focused on improving products and services for customers. Harvard Business Review, 2003 NPS is determined on a 0 to 10 rating scale: 0 = Not at all likely 10 = Extremely likely Based on responses, participants can be categorized into one of three groups:

Promoters (9-10 rating) Enthusiasts who recommend the program to others Passives (7-8 rating) Satisfied but can easily be wooed by other programs Detractors (0-6 rating) Unhappy with the program

The Net Promoter Score is determined by subtracting the percent of Detractors from the percent of Promoters. A score of 50% or above is considered excellent.

Quantitative Measures: NPS: information dealing with numbers

and anything that is measurable. Course well organized Relevant information Expectations clearly defined Materials easy to follow Relevant workplace tools and resources Knowledge and skills related to subject are improved Program will assist in current or future positions Facilitator(s) provided clear instructions Facilitator(s) understood content Facilitator(s) solicited feedback Likelihood of recommending this session to a colleague

Qualitative Measures: Performance measures that are

descriptions of situations or conditions which cannot be recorded numerically.

Participants are asked to respond to the following questions: What is the most valuable thing you learned today that you anticipate using in the workplace? Was there anything you did not understand during this session? Provide examples. What is the primary reason for the score you just gave to the session (On the following 1 – 10 scale, how likely would you be to recommend this session to a colleague?) What is the most important improvement that would make you rate this session closer to a 10?

Performance Standards STRATEGY PROCESS: 4-D Systems Coordinators, Purpose, WIG, Measures, Scoreboard Readiness Analyzer: Assesses departmental needs to identify high-potential 4-D teams/performance gaps.

DIRECTIONS: Circle an answer for each question. Yes No Clarity: Does the team know their team goals; their department’s goals? 1 0 Does the team have a shared process for focusing and executing the department’s purpose?

1 0

Commitment: Does the team buy into the goals? 1 0 Enabling: Is the team empowered to take down barriers? 1 0 Accountability: Does the team have established metrics and measures for performance?

1 0

Does the team have a “Gap Closure (Normalize)”, problem or opportunity that should be addressed proactively?

1 0

Does the team have an organizational directive, a specific mandate? 1 0 Does the team have a “Desperate Need (Stabilize)”, requiring an immediate change of course?

3 0

Does the team have a “Bold Vision (Optimize)”, an opportunity to achieve a monumental breakthrough?

1 0

Financial & Operational Performance: Is the team’s focus to grow revenue?

1 0

Financial & Operational Performance: Is the team’s focus to reduce costs?

1 0

Financial & Operational Performance: Is the team’s focus to improve cash flow?

1 0

0 Never: at

no time

2 Occasionally: sometimes but

not often

3 Frequently:

often, regularly

Synergy: Does the team work together to arrive at solutions/combining operations?

0

2

3

Accountability: Does the team demonstrate ongoing responsibility to management and each other for achieving results?

0

2

3

Is the team “putting out fires” or running from crisis to crisis?

0

2

3

Does the team struggle more with achieving results vs. planning?

0

2

3

Does the team have difficulty allocating time and/or resources to defined priorities?

0

2

3

Does the team have challenges executing on schedule? 0

2

3

Add circled items together for TOTAL SCORE

20+ Indicates team has a significant need to close a performance gap and/or capture an opportunity.

10 - 19 Indicates the team has potential to benefit from an operating system to “step-up their game”.

0 - 9 Indicates the team has high-performing norms and could benefit from the operating system to realize consistent goal achievement.

Performance Standards

OPERATIONS PROCESS: 100% Implementation Completion Rate

Each of the following 15 processes are tracked and scored 1 Identify Systems Coordinators (directors, offices) 2 Methodology & Implementation Briefing (teams, directors) 3 Executive Orientation (departments, offices) 4 Implementation Tools Training (4-D Systems Coordinators) 5 Executive Pre-Consult & Department Goal Ratification 6 Team Launch (Cycles 1-2-3) 7 Methodology Education Sessions (teams) 8 Team Work Sessions (teams) 9 Ratify Goals & Leads (champion, leads, team)

10 Develop Scoreboards (champion, leads, team) 11 Scoreboard Check (feedback from former teams, 4-D Systems

Coordinators) 12 Scoreboard Refinement (champions, leads, teams) 13 WIG Sessions (8 consecutive sessions scored) 14 Executive Report-Out (City/Assist City Manager, teams) 15 Systems Check / Maintenance (30, 60, 90 days)

(TLC, 4-D Systems Coordinators) 1. Identify WIG (wildly important goal)

No more than one to three at a time Critical and usually outside the scope of daily operations/maintenance Limited in scope and sharply focused Addresses significant performance gaps or opportunities Goal is measurable and defined using the formula: from X to Y by When

Lag Measures: Measures progress toward achieving the goal Show past performance and are too late for course correction Can be easier to measure or collect data Are written into the goal statement

2. Identify Lead Measures

Predict future results Must influence goal accomplishment Often more difficult to measure or collect data May require adjusting throughout the process Team members influence directly through their weekly commitments

3. Create a Scoreboard

Motivating: The team can tell if they are winning or losing Simple: The team can read it in 5 seconds or less Complete: Lists the goal, lags, leads, team members and current status Visible: The team can see it

4. Weekly Commitment Meetings

20 minutes or less All team members report on results of past commitments and make new commitments Scoreboards are reviewed each week to report progress and lead measures

Create a Routine of Accountability: Meetings are conducted whether the formal leader is present or not All commitments documented and tracked weekly Absent members submit results and new commitments before the meeting Meeting can be held remotely using technology

Learning & Leadership

ATTACHMENT 4: 4-D Coordinator Competencies

Opportunity Tempe creates outstanding value for those we serve through shared vision, superior service & sustainable practices.

City Manager Leadership Initiative:

4-D Systems Coordinator Working with the Tempe Learning Center, key individuals in each department will learn to provide coordinated integration and assistance in implementing the 4 Disciplines Operating System in their departments. 4-D Coordinators will also work interdepartmentally to support city-wide implementation by learning to become “in-house experts” of the 4 Disciplines Operating System. To effectively support the integration of the operating system, an intense focus and dedication of time (10 to 20 hours per week) is necessary during a 3 to 4 month implementation cycle. Key Functions Include:

Developing measureable goals using the formula From X to Y by When. Developing and monitoring lead and lag measures. Building and updating manual and/or electronic scoreboards that measure goal

progress. Assisting team leads in learning to conduct effective WIG Sessions and

documenting session commitments. Monitoring operating guidelines.

Management Competencies – Key Behaviors

Monitoring Systems Implementation: Tracks lead and lag measures and goal-related performance against timelines set

for achievement of goals using electronic tracking mechanism (chosen by departments).

Assists teams in reporting problems and mistakes. Updates progress review and accountability meetings with team members. Solicits feedback from multiple sources to learn how team performance can be

improved. Networking:

Establishes strong partnerships with 4-D Coordinators and work teams across departments.

Skillfully influences and supports teams to ensure successful implementation of the operating system and goal achievement.

Informing: Keeps work groups well-informed through a variety of means. Highlights important information in communications and avoids flooding teams

with irrelevant information. Provides information to teams in a timely manner and maintaining cooperative

relationships and focus on goal achievement.

Industry Competencies – Key Behaviors

Industry Principles and Concepts: Exhibits knowledge of department services, programs and characteristics. Demonstrates awareness of factors that could contribute or hinder goal

achievement. Demonstrates awareness of emerging concepts and principles.

Business Fundamentals: Understands trends in the department/industry. Stays current on organizational strategies.

Workplace Competencies – Key Behaviors

Teamwork:

Encourages others to express their ideas and opinions. Learns from other team members. Uses an inclusive approach to identify problems and develop solutions based on

group consensus. Effectively communicates with all members of the group or team to achieve team

goals and objectives. Reaches formal or informal agreements that promote mutual goals. Works effectively with others (within their department and with other

departments), regardless of organizational level to establish goal achievement. Communication:

Practices meaningful communication (i.e. seeks to understand others, listens attentively and clarifies information).

Ensures that key stakeholders are kept informed. Adaptability / Flexibility:

Effectively manages work schedule to meet with teams. Effectively changes plans, goals, and actions to deal with changing situations. Employs analysis and generates ideas and resources.

Planning and Organizing: Anticipates obstacles to goal achievement and assists teams to create a tracking

structure that monitors results. Updates goals, lead and lag measures in a timely manner.

Creative Thinking: Researches and generates new ideas and is open to considering new ways to goal

achievement. Understands the pieces of a system as a whole and appreciates the consequences

of actions on other parts of the system. Possesses a big-picture view of the department and the process.

Academic Competencies – Key Behaviors

Critical and Analytical Thinking: Identifies connections between issues; quickly understands, orients to, and learns

new assignments; shifts gears and changes direction when working on multiple projects or issues.

Critically evaluates, analyzes, compares, integrates, and synthesizes information. Active Learning:

Integrates newly learned knowledge and skills of the operating system with existing knowledge and skills.

Possesses sufficient inductive and deductive reasoning ability to perform the job successfully.

Computer and Technology Skills: Possesses the ability to effectively and comfortably learn, operate and update data

using MS Excel, MS SharePoint, other executive dashboards such as “my4dx”. Seeks out opportunities to improve knowledge of tools and technologies that may

assist in streamlining work and improving productivity. Uses MS Excel to enter, manipulate, edit and format text and numerical data and

charts. Arranges and participates in teleconferences productively.

Personal Effectiveness Competencies – Key Behaviors

Interpersonal Skills:

Maintains open lines of communication with others. Establishes a high degree of trust and credibility with others. Takes action to learn about and understand the climate, orientation, needs, and

values of other groups, organizations, departments and teams. Respects the opinions, perspectives, and individual differences of others; values

diversity of ideas. Integrity:

Chooses an ethical course of action and does the right thing, even in the face of opposition and encourages others to behave accordingly.

Takes responsibility for accomplishing work goals within accepted timeframes; accepts responsibility for one’s decisions and actions and for those of one’s group, team, or department.

Attempts to learn from mistakes. Initiative:

Develops systems for doing things. Performs effectively even with minimal direction and without direct supervision.

Willingness to Learn: Anticipates changes in work demands and searches for and participates in

assignments that address these changing demands. Treats unexpected circumstances as opportunities to learn. Takes steps to develop and maintain knowledge, skills, and expertise necessary to

achieve positive results.