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
|
| 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
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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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