Core Values
BEHAVIORAL RATINGS
Unsatisfactory Inconsistent Solid Strong Exceptional
Displays behaviors that are inconsistent with Panduit core values. May meet performance goals but does not adhere to Panduit core values. Attitude and behaviors negatively impact other employees.
Adherence to Panduit core values is inconsistent. May behave consistently with some core values but not others.
Consistently exhibits Panduit core values in all internal and external interactions.
Exceeds expectations in regard to several of the Panduit core values. Meets expectations regarding all of the core values, but serves as a role model in several of them.
Lives the Panduit core values in all aspects of his/her role consistently. Sets the example for others to follow. Is a role model for our core values to the internal organization as well as external customers and partners. Inspires others to live the values daily.
Thought Leadership
BUSINESS ACUMEN
KEY BEHAVIORS
Knows how businesses work
Knowledgeable in current and possible future policies, practices, trends, technology, and information affecting his/her business and organization
Knows the competition
Is aware of how strategies and tactics work in the marketplace
Unsatisfactory Inconsistent Solid Strong Exceptional
Does not have sound business knowledge
Lacks industry knowledge parallels
Is not aware of market competitors
Unaware of other departments
Narrowly Focused
Skills are one dimensional
Limited understanding of business issues
Lacks understanding of partner ecosystem
Lacks knowledge of environmental influencers
Limited knowledge outside own area
Some understanding of organization strategies
Skills are one dimensional
Has general business knowledge
Knows the competition
Understands the key players in the industry
Is on top of the market changes
Understands the Organization strategy
Understands how to achieve goals
Stays on top of market trends
Is plugged into competitors/partners
Knows strengths of major players
Knows weaknesses of major players
Understands business strategies
Understands impact on organization
Uses cutting edge business knowledge
Knows industry inside and out
Knows the market players intimately
Full understanding of competitive landscape
Thorough understanding of business globally
Actions align to organizational strategy
Thought Leadership
DEALING WITH AMBIGUITY
Unsatisfactory Inconsistent Solid Strong Exceptional
Hard time dealing with the unknown
Overwhelmed easily
Cannot discern what path to take
Often takes no action for fear of mistake
Gets stuck in the old
Rejects unproven value change methods and direction
Tries to deal with the unknown
Occasionally becomes overwhelmed
Needs a lot of data to make a decision
Slow to take action if no defined outcome
Prefers structure and routine
Dislikes unpredictable conditions
Deals with several things out of sorts
Can handle uncertainty
Looks at things from a variety of angles
Develops workable solutions
Manages with incomplete data
Accepts challenges
Manages through ambiguity
Can set priorities through uncertainty
Let’s go of the old and adopts new processes
Accepts change even through uncertainty
Provides focus in uncertain situations
Readily accepts challenges
Is an outstanding leader in uncertainty
Can quickly assess an ambiguous situation
Provides direction and clarity in uncertainty
Exceptional ability to adapt to change
KEY BEHAVIORS
Can effectively cope with change
Can shift gears comfortably
Can decide and act without having the total picture
Is not upset when things are up in the air
Does not have to finish things before moving on
Can comfortably handle risk and uncertainty
Thought Leadership
STRATEGIC AGILITY
KEY BEHAVIORS
Sees ahead clearly
Can anticipate future consequences and trends accurately
Has broad knowledge and perspective
Is future oriented
Can articulately paint credible pictures and visions of possibilities and likelihoods
Can create competitive and breakthrough strategies and plans
Unsatisfactory Inconsistent Solid Strong Exceptional
Is not a strategist; not future focus
Cannot contribute to breakthrough strategies
Lacks industry knowledge and experience
Does not know where the market is going
Doesn’t have the skills to develop strategic plans
Thinks strategizing is a waste of time
Too focused on practical day-to-day
Little knowledge of industry
Uncomfortable with predicting trends
Discussions are around here and now
Doesn’t understand components to include in strategy
Doesn’t contribute to strategy formulation
Is careful not to get ahead of what the organization can do
Sufficient industry knowledge for planning
Looks for new opportunities to grow
Devotes energy to regular planning
Has solid skills for anticipating future needs
Formulates move-forward strategies
Can put forth incremental strategies
Has good understanding of industry
Knowledge to analyze and adjust to strategy
Focused on moving forward
Embraces new opportunities
Rarely allows the day to inhibit strategy planning
Remarkable skill in identifying data to build strategy
Superior knowledge of partners, competitors, and customers
Anticipates future trends
Well design aggressive plans
Makes the most of the moment
Thought Leadership
DECISION QUALITY
KEY BEHAVIORS
Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment
Most of his/her solutions and suggestions turn out to be correct and accurate when judged over time
Sought out by others for advice and solutions
Unsatisfactory Inconsistent Solid Strong Exceptional
Doesn't take enough time to methodically review before crafting a solution
Produces a large number of low quality decisions
Can't get to the essence of a complex problem
Choses a convenient solution when confronted with a problem
Does not sort through complexities or apply personal judgment
Doesn't collect all needed information or seek out opinions of others
Decision making process is inconsistent and quality is spotty
Has trouble thinking through complex issues
May oversimplify or have disconnected pieces
Inconsistently applies past judgment from mistakes
Takes a methodical approach to problems
Examines situations from a variety of perspectives
Consistent approach to decision making
Judgment is usually sound
Sorts through available facts and opinions
Uses experience and judgment to come up with a valid course of action
Suggestions usually turn out to be correct and accurate
Respected by others for exceptional decision making
Gathers all available information together, and past experience to make superior decisions
When others need to make difficult decisions they are sought out for guidance
Skillfully separates opinion from fact and pinpoints the core causes of a problem.
Easily draws lessons from the past and applies accurately to current problems
People Leadership
INTERPERSONAL SAVVY
KEY BEHAVIORS
Relates well to all kinds of people – up down, and sideways, inside and outside the organization
Builds appropriate rapport
Builds constructive and effective relationships
Uses diplomacy and tact
Can defuse even high-tension situations comfortably
Unsatisfactory Inconsistent Solid Strong Exceptional
Has a dismal record relating to others
Generally doesn't know what to say when dealing with people
Lacks diplomacy, is abrupt and blunt
Is not sensitive to others reactions, does not notice or respond to them
Lacks interpersonal skills and interest in building effective work teams
Does not take time to build rapport
Has trouble interfacing with different styles of people
Can be awkward or have trouble adjusting to the situation
Can be forceful and blunt in a situation where he/she feels strongly
Doesn't always consider how others will react to directness or bluntness
Sometimes has trouble building relationships
Not always comfortable relating to others and doesn't invest the time
Generally competent in relating to others
Can usually establish a solid rapport
Fairly good at adjusting approach to making others feel comfortable
Smooth and diplomatic in interactions
Builds good relationships inside and outside the group
Establishes rapport and makes others feel comfortable sharing information
Consistently good at relating to others
Understands where others are coming from and tailors approach
Is good at reading and adjusting approach to match other's comfort level
Rarely makes missteps, but if does, quickly notices and recovers with ease
Initiates contact and builds working relationships that last over time
Good at establishing rapport by emphasizing common goals and interest
Well respected for building exceptional rapport with people
Interacts effectively with a broad spectrum of people
Is known for being tactful and diplomatic
Confidently establishes comfort level in conversations and makes subtle changes in approach to adjust to different styles
Is considered the glue that keeps the network of people connected
Excellent at building and maintaining long term business relationships
People Leadership
LISTENING
KEY BEHAVIORS
Practices attentive and active listening
Has the patience to hear people out
Can accurately restate the opinions of others even when he/she disagrees
Unsatisfactory Inconsistent Solid Strong Exceptional
Does not have good listening skills
Appears distracted and disinterested during discussions
Does not actively participate in conversations
Cannot hold composure during heated conversations
Will only consider own side, does not respond well to critiques
Neither listens nor tries to understand opposing views
Appears disinterested, asks few questions, doesn't build on others ideas
Reacts in real time to what others are saying
Interjects or interrupts others even in mid-sentence
Interjects viewpoints, or judges what others have said
Appears to have little interest in opposing ideas
Weakly outlines arguments against to slant information and get agreement
Seeks to understand what others are saying
Asks questions and clarifies as the conversation progresses
Patient listener, remains objective and calm even when things escalate
Refrains from reacting or responding too soon
Can listen to the views of others even when not in agreement and has an accurate understanding of the key points
Can repeat main points of conversations
Is an active listener, acknowledges to others they are absorbing the conversation
Asks questions and searches for meaning until he/she has it
Retains calm, cool demeanor even in heated, negative situations
Hears people out tries not to pre-judge
Willing to entertain a variety of viewpoints
Openly listens to ideas that differ from own
Listening skills are excellent regardless of who he/she is talking to
Discussions are productive and open, responds intelligently, probes and remains engaged
Keeps a cool head even in heated discussions
Stays even, hearing all sides, and tries to understand where the loud voices are coming from
Hears all sides of an issue, even when own views are different
Listening skills are excellent, listens to all perspectives before judging
People Leadership
MOTIVATING OTHERS
KEY BEHAVIORS
Creates a climate in which people want to do their best
Can motivate many kinds of direct reports and team or project members
Can assess each person's hot button and use it to get the best out of him/her
Pushes tasks and decisions down
Empowers others
Invites input from each person and shares ownership and visibility
Makes each individual feel his/her work is important
Is someone people like working with and for
Unsatisfactory Inconsistent Solid Strong Exceptional
Doesn't understand what makes people tick
Expects everyone to be motivated in the same way by the same things
Doesn't notice when people are unmotivated
Acts as though no one needs any special motivation, rejects non self-starters
Looks down at people that need energizing
Tries to keep control, micromanages, requires approval on everything
Is not aware of what makes people tick
Does not pick up on needs, nor diversify approach
Does not spend time or energy helping people excel or building positive work environment
Believes if you are good you will motivate yourself, so does not spend time motivating others
Over manages, does not empower others to make decisions
Makes people hesitant about exercising their skills
Knows what motivates people
Helps each one work at their best
Is a competent delegator
Is good at planning work, involving others and providing accountability to complete work
People feel motivated and competent
Clearly knows what motivates people
Treats them differently depending on needs and connects with them on their level
Creates a positive work environment
Connects people with what they care about and involves them in decision making
Delegates well
Provides reasonable support, but let’s others complete their work
Has intuitive feel for what drives others
Immediately plugs into what motivates others and uses it to escalate them to higher levels
Builds energetic and enthusiastic people making them eager to do more and feel they are contributing to something important
People working with him/her feel they can accomplish anything
Provides the perfect combination of support, feedback and empowerment
People Leadership
CONFLICT MANAGEMENT
KEY BEHAVIORS
Steps up to conflicts, seeing them as opportunities
Reads situations quickly
Good at focused listening
Can hammer out tough agreements and settle disputes equitably
Can find common ground and get cooperation with minimum noise
Unsatisfactory Inconsistent Solid Strong Exceptional
Gets flustered by arguments, can't get refocused
Emotions get in the way of being able to judge things fairly
Gives up too much at the expense of own or right decisions
Will not deal with adversity, situations become worse or go unaddressed
Tends to lose focus at times of conflict
Can become too emotionally involved and lose objectivity
Sometimes takes a passive approach to conflict management
Can be too accommodating and occasionally gives in rather than standing up for their point of view
Skilled at sorting through complicated situations and actively separates key issues from unimportant details
Does not avoid conflict
Works to resolve differences
Identifies potential areas of compromise
Efficiently and accurately analyzes conflicts and problems
Evaluates issues and facts without bias
Handles conflict effectively
Finds common ground to gain cooperation
Sorts through various perspectives and gets directly to the core issues
Focuses on facts, prevents emotions from dominating the situations
Objective approach leads to conflict resolution
Makes everyone feel as though they have contributed toward making it work
Results Leadership
ORGANIZATIONAL AGILITY
KEY BEHAVIORS
Knowledgeable about how organizations work
Knows how to get things done both through formal channels and the informal network
Understands the origin and reasoning behind key policies, practices, and procedures
Understands the cultures of organizations
Unsatisfactory Inconsistent Solid Strong Exceptional
Has not recognized opportunities to take advantage of the informal network
Uses formal channels even when not working
Does no work effectively with other groups
Work may flounder because he/she is not able to determine who to go to outside the group
Efforts to cooperate did not work
Rejects politics as a fact of organizational life
Does not make efforts necessary when dealing with people or political situations
Personal relationships could help grease the wheel but has not used them
Prefers formal channels
Goes by the book to get things done
Hasn't developed strong working relationships
Struggles in cross collaboration
Is not politically sensitive
Makes little adjustments to get along in the culture
Knows how the organization is set up to move projects down the line
Follows procedures as required, but knows how to expedite matters
Understands where to go in the organization for support and resources
Knows who the decision makers are and can get commitments
Keeps major projects moving forward
Is politically tuned in and knows how the organization works
Knows the proper channel and people to go through to get things done
Is well versed at organizational structure
Knows how to move projects through completion using both formal and informal channels
Knows how to work across the organization to get results on cross unit projects
Understands the needs and operations of other groups and can get cooperation to complete projects
Knows formal and informal systems well
Can leverage key relationships to get things done
Has developed a real sensitivity to the politics in the organization
Is an expert at navigating the organizational maze
Knows how to maneuver through informal and formal channels
Shows remarkable talent for working across the organization and getting results where others can't
Has impressive understanding of political and cultural landscape
Knows where the land mines are
Knows the gatekeepers and expediters
Results Leadership
MANAGING & MEASURING WORK
KEY BEHAVIORS
Clearly assigns responsibility for tasks and decisions
Sets clear objectives and measures
Monitors process, progress, and results
Designs feedback loops into work
Unsatisfactory Inconsistent Solid Strong Exceptional
Does not communicate to others what they should be doing
Leaves people confused and unsure of their role or work because there is no sharable plan
Spirits out of the gate without thinking about where people are going
The group ends up spending a lot of energy on unproductive direction
Fails to provide adequate feedback. People don't know where they stand on goals
Pays no attention to process measures
Does not provide much guidance on others’ responsibilities
Sometimes charges forward without thinking about the impact
Rarely sets goals and objectives and often gets side tracked
At times provides feedback but is too negative, too vague or too late
Does not measure work adequately
Assigns responsibilities to others in a clear manner
Communicates what needs to be done
Uses objectives to keep everyone moving in the same direction
Sets goals and communicates them clearly
Uses work processes
Collects data to determine progress and make adjustments as necessary
Pays attention to assigning responsibilities
Provides guidance to each person from the start
Sets clear expectations
Focuses on what needs to be accomplished and ensures goals are set to align to the overall plan
Provides a balance of positive and corrective feedback designed to stimulate midcourse adjustments
Sets clear measures and addresses when off track to get things back on course
Assigns work explicitly ensuring it is clear
Work is done efficiently and effectively and team has no doubt what roles and goals are
Sets concrete and specific objectives up front
Has excellent sense of providing balanced feedback at the critical times
Presents negative feedback constructively and in an inspiring way
Uses excellent process measures to stay on top of progress and adjust midcourse as necessary
Results Leadership
MANAGING VISION & PURPOSE
KEY BEHAVIORS
Communicates a compelling and inspired vision or sense of core purpose
Talks beyond today
Talks about possibilities
Is optimistic
Creates mileposts and symbols to rally support behind the vision
Makes the vision sharable by everyone
Can inspire and motivate entire units or organizations
Unsatisfactory Inconsistent Solid Strong Exceptional
Has trouble explaining how the actions we take today move toward the vision
Has trouble communicating the vision and core purpose of the organization to others
Poor at getting others excited about the vision
Will repeat the words but does not understand what it means, or how to get people driving toward the vision
No roadmap of how today's action will lead to the future vision of the organization
Focus is only on today
Skill at communicating the organizations vision and purpose is sometimes lacking
Language tends to be vague and the language too complex
Has difficulty energizing others about the vision of the organization
Can't paint a picture others see themselves in
Can put forth the words but can't inspire and motivate others
Has trouble explaining how the steps taken today will lead the organization forward
Can explain the organization's vision
Can lay down a conceptual blueprint of the future
Can get people to see the vision, painting a credible picture
Optimistic about future projects and tends to break down resistance with enthusiasm and persuasiveness
Skilled at taking the vision and drawing a pathway of how to get there
People get to see how their work today leads to tomorrow
Is competent talking about the vision of the organization and sense of core purpose
Language is clear and presentation is thorough
Turns complex strategies into images that are clear
Gets people motivated about the future
Determined and passionate about seeing the future become a reality
Can clearly show how the actions of today are the stairs to get us to tomorrow
Highly effective at communicating a compelling vision with a sense of purpose
Presentation of the organization’s vision and mission is optimistic and inspirational
People feel excited and motivated about being part of the organization
Captures the people's imagination and makes the future come alive
Always inspires a positive "we can do it; we can get there attitude"
Shows people how they can get here to there in digestible steps
Results Leadership
DRIVE FOR RESULTS
KEY BEHAVIORS
Can be counted on to exceed goals successfully
Is constantly and consistently one of the top performers
Very bottom-line oriented
Steadfastly pushes self and others for results
Unsatisfactory Inconsistent Solid Strong Exceptional
Performance is unpredictable and usually below standard
Let’s deadlines slip and leaves tasks half-done
Doesn't seem committed to tasks
Procrastinates as long as possible
Is not making the required contribution to meet the overall organizational goals
Is an inconsistent performer
Meets deadlines and goals at times
Procrastinates and lets work pile up until it is too late
Doesn't put in enough effort to meet goals
Is a dependable performer
Completes tasks according to plan
Knows results need to be concrete and tangible
Looks at the bottom line to determine success
Helps others produce results
Is a consistent and steady performer
Achieves positive, concrete results and can be trusted to do so over time
Focuses on bottom line outcomes
Encourages others to achieve results
Good at helping others preserve under pressure
One of the strongest performers in the organization
Doesn't just meet challenges, surpasses them
Isn't satisfied with achieving results, always focused on raising standards higher to do more, to do better, be the best
Sets aggressive goals and pushes others to achieve extraordinary results