Leadership
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Low Standard
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Meet Standard
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Exceed Standard
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The ability to translate the vision into the team
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| Is unable to set a plan that is consistent with the vision, or set a plan that is inconsistent with the vision |
Sets and reviews a plan (including goals and milestones) to reflect the vision for their team |
Involves the team in developing the plan based on the vision |
| Does not communicate to team members how the vision affects them |
Gives a clear understandable explanation of the vision |
Able to enthuse the team – shapes heats and minds |
| Doesn’t set milestone or meet them, or review progress towards the vision any way |
Makes the vision relevant to each team member and checks individual understanding |
Relates all actions back to vision |
| Demonstrates an apathy towards the vision |
Understands the capabilities and abilities of the team in achieving the vision |
Establishes stretching goals to achieve the vision, working to extended time horizons |
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The ability to communicate the vision in a way that generates excitement, enthusiasm and commitment
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| Gives a dull formulaic presentation of the vision, or communicates it in a way that makes it not believable |
Is passionate about vision to others and illustrates personal commitment to it "walks the talk" |
Ensures that each member of the team understands his/her part in achieving the vision |
| Doesn’t demonstrates the values |
Makes achieving the vision fun |
Reinforces the vision in all communication |
| Moves the goal posts often |
Translates specific chunks of the vision into understandable relevant steps and celebrates milestones when achieved |
Facilitates the team to achieve the vision, by steering from behind |
| Is inconsistent and nit-picking |
Communicates the vision in a simple and focused way, using a variety of methods |
Pushes the boundaries of the vision publicly, and refuses to accept any obstacles to achieving it |
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The ability to manage, develop and enable individuals on a day-to-day basis
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| Is unable to delegate effectively, always adopts a "telling" style |
Identifies level of risk/freedom an individual is capable of taking on |
Takes measured risks on people, champions personal learning and allows |
| Takes credits for others work |
Carries out on the job coaching and mentoring, giving direct, honest and specific feedback when required |
Always recognises strong performance |
| Is emote from the team |
Publicly supports the team |
Takes opportunities to lead others outside their normal role e.g. taking on facilitation opportunities |
| Is inconsistent in terms of support favours some individuals |
Communicates regularly with the team and is accessible to them |
Encourage positive challenge |
| Creates a lame culture and is publicly critical of people |
Takes the though decisions on poor performers |
Fosters an environment that enables new ideas to be generated
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