Behavioral Competency Model For Shared Success · Level: Leader of Others ... competency and to view the Behavioral Anchored Rating Scale (BARS) for each. ... integrity and speed

• Collegial/Patient Focus

• Agile Decisions

• Innovation

• Action Oriented

• Resourcefulness

• Accountability

• Collaboration

• Developing Others

• Organizational Savvy

• Trust

• Self-Awareness

• Resiliency

Level: Leader of Others

Please click on the appropriate competency to learn more about each competency and to view the Behavioral Anchored Rating Scale (BARS) for each.

Behavioral Competency Model For Shared Success

Needs Improvement Meets Expectations Exceeds Expectations

Takes few steps to improve patient/colleague experience.

Investigates and applies routine methods of improving patient/colleague experience on a general basis.

Is deeply attuned to patient/colleague metrics, trends, and experiences, and routinely identifies innovative, viable ways to drive substantial improvement.

Struggles to consistently see things from the patient’s/ colleague’s point of view when making recommendations or decisions.

Listens to and incorporates the patient/colleague perspective when making recommendations and decisions.

Ensures the patient’s/colleague’s voice is at the table every time, advocating for decisions with their best interests in mind.

Misses opportunities to follow up to ensure that patient/ colleague problems are solved.

Follows up with patients/colleagues to ensure problems have been resolved.

Ensures that problems have been investigated and resolved to patients’/colleagues’ full satisfaction, and that steps have been taken to avoid future issues.

Overlooks emerging patient/colleague needs and struggles to accommodate their new priorities or expectations.

Independently prepares for the future and determines appropriate responses to emerging patient/colleague needs.

Forecasts even subtle changes in patient/ colleague priorities and expectations to anticipate future opportunities and needs.

Gives patient/ colleague feedback little consideration and provides few ideas to meet future needs.

Reviews patient/ colleague feedback and uses it to offer some creative new ideas to meet future needs.

Actively listens to and investigates patient/ colleague feedback to identify opportunities, driving substantial innovations that enable the organization to better meet future needs.

Relies heavily on existing systems and approaches to addressing patient/ colleague needs.

Makes regular efforts to adjust systems and approaches in consideration of multi-faceted patient/ colleague needs.

Proactively adjusts systems and approaches in creative ways that anticipate changing patient/ colleague needs.

Proactively anticipates and secures needed support and resources to ensure that others are fully equipped to accomplish their assignments.

COLLEGIAL/PATIENT FOCUS: Has a superb service orientation, builds strong internal and external relationships, and delivers excellence in every patient/colleague interaction

• Searches for ways to improve the patient/colleague experience.• Follows up with patients/colleagues to ensure problems are solved.• Independently anticipates and meets patient/colleague needs.• Internalizes patient/colleague feedback and provides innovative ideas to meet their future needs.

Leader of OthersReturn


Shows flawed or inconsistent judgment on most matters.

Makes well-reasoned decisions on most matters.

Consistently demonstrates sharp-thinking, taking into account current and future needs to make confident and insightful judgments.

Struggles to make timely, informed decisions in urgent and uncommon situations.

Makes appropriate timely decisions during urgent, uncommon situations that keep the organization moving forward.

Quickly makes decisive, well-informed, decisions in urgent, uncommon, and challenging situations.

When making decisions, tends to focus on a limited range of data and priorities, failing to incorporate important input, perspectives or criteria.

Incorporates various input, data, decision criteria, and trade-offs to make effective decisions and recommendations.

Clearly defines implications of various trade-offs, skillfully balancing input and data from others with decision criteria to deliver high-quality decisions and recommendations that consider both current and future needs.

Struggles to know when to speak up to include others with more diverse experience and when to act independently, often choosing a course of action that is sub-optimal.

Is capable of distinguishing when to act independently and when to include others with broader experience, although may escalate issues unnecessarily on occasion.

Consistently operates with a clear understanding of when to act independently and when best to reach out to include input from others with broader, more diverse experience.

Frequently relies on others to make decisions, even in areas where assistance should not be needed.

Is capable of making effective decisions independently, without a heavy reliance on others.

Is a sought-after resource, relied on and trusted by others for expertise and guidance on decision-making.

Relies on and trusts the expertise of others in making recommendations and decisions

AGILE DECISIONS: Uses critical and analytical thinking to make confident decisions that keep the organization moving forward and anticipate future needs

• Carefully evaluates situations to make logical and insightful decisions that consider current and future needs.

• Makes sound independent decisions in urgent and uncommon situations.• Considers various input, criteria, and trade-offs to arrive at effective decisions and

recommendations.• Uses good judgment about whether to act independently or to escalate an issue.



Rarely explores alternative or creative options relying mostly on standard tied-and-true common solutions.

Regularly suggests new ideas and creative solutions. Considers multiple alternatives and approaches to overcome barriers and offer solutions.

Is known for devising and diplomatically suggesting creative and innovative solutions that substantially improve the way work gets done and overcome barriers

Is risk averse and uncomfortable trying new or unique approaches.

Considers new or unique approaches with curiosity and open-mindedness.

Is energized by discovering and sharing new and better approaches.

Uses expertise in traditional ways, rarely considering alternative ways to apply knowledge.

Applies expertise in new ways, finding application for unique and innovative approaches.

Continually searches for ways to apply expertise in ways that are unique and innovative.

Is quick to dismiss other’s ideas, and rarely encourages or strengthens their solutions.

Appreciates and listens to others’ creative ideas and solutions, enabling them through helpful input and enhancements.

Builds an environment where creative ideas and solutions are readily welcomed and encouraged, and guidance is consistently offered to realize and strengthen new ideas.

Recommends high-value innovative solutions, often finding unique connections between previously unrelated elements or areas.

INNOVATION: Inspires others and creates new and better ways for the organization to be successful

• Suggests creative ideas and innovative solutions.• Explores multiple alternatives and approaches to overcome obstacles and find solutions.• Applies expertise in ways that are unique or innovative.• Is open to and builds upon new ideas and solutions offered by others.



Delays or procrastinates in taking necessary action on important issues (e.g., asks for too much assistance and direction, even on matters that they have the authority to handle alone).

Takes action to address important issues in a timely and respectful manner.

Quickly initiates immediate and decisive action to resolve important issues in a professional fashion.

Misses opportunities to enable others with the guidance and support needed to take action.

Enables others to take action by providing guidance and support.

Empowers others with the authority and support needed to take independent ownership and action.

Addresses new opportunities with caution or reluctance.

Pursues and identifies new opportunities when they arise, grasping the major benefits to the organization.

Readily identifies and quickly seizes new opportunities that add significant value and benefit the organization.

Waits to be told what to do or waits for others to take action to fix the problems.

Takes the initiative to resolve problems that arise.

Takes quick and purposeful action to address problems, actively staying involved to ensure problems are effectively resolved, and prevented from occurring again.

Delays taking action on difficult situations or challenges.

Takes on difficult challenges in a timely manner.

Address difficult challenges with integrity and speed.

ACTION ORIENTED: Takes on new opportunities and tough challenges with responsiveness, high energy, and enthusiasm

• Initiates timely action to address important issues.• Enables others to take action.• Moves quickly to seize opportunities.• Takes action to resolve problems when they arise.• Takes on difficult challenges without procrastinating.



Struggles to find even basic solutions or get work done when resources are limited.

Identifies solutions and alternative approaches to accomplish work when limited by resources (e.g., people, budget, equipment, space, etc.).

Identifies unique solutions and creative approaches and workarounds to get work done efficiently regardless of constrained resources or other obstacles, with little to no impact on quality, results, or relationships.

Uses resources in an inefficient way, with little consideration of alternative modes of deployment.

Explores ways to use available resources more efficiently.

Investigates the most effective and culturally acceptable ways to fully extend and optimize available resources.

Struggles to make sufficient progress when managing multiple priorities or activities.

Makes effective progress across multiple priorities or activities.

Seamlessly coordinates work to ensure significant progress and productivity are made across multiple priorities or activities.

Pays little attention to appropriate resources needed to accomplish assignments, resulting in limited or ill-suited resources.

Identifies and obtains resources needed to accomplish assignments.

Proactively anticipates and secures needed support and resources to ensure that others are fully equipped to accomplish their assignments.

RESOURCEFULNESS: Finds creative ways to identify solutions and get things done; secures and deploys financial and non-financial resources effectively and efficiently

• Identifies creative solutions and ways to get work done within limited resources (e.g., people, budget, equipment, space, etc.).

• Finds ways to extend and optimize available resources.• Coordinates multiple priorities and activities to accomplish goals.• Identifies and obtains the resources (e.g., people, budget, equipment, space, etc.) needed to

accomplish assignments.



Overlooks or places limited focus on monitoring the safety and quality of self or others’ work.

Regularly monitors the safety and quality of self and others’ work.

Establishes and communicates clear metrics and monitors the safety and quality of self and others’ work, staying up to date on performance trends and potential hazards and risks.

Does not speak up when identifies potential risks.

Speaks up quickly and assertively when alerted to potential risks.

Proactively identifies and anticipates potential risks and speaks up to let others know.

Adheres to same approach, even when results start to lag or errors occur.

Recommends changes to the approach when results start to lag or errors are identified.

Actively recognizes opportunities for enhanced performance and safety standards, adjusts approaches accordingly, with little interruption to progress.

Allows own work to go unfinished, taking little ownership of results.

Takes responsibility for the effective completion and management of own and others’ work.

Deliver exceptional work, even amidst tough circumstances or competing priorities, ensuring own and others’ work is delivered with excellence.

Pushes work off to others. Handles a fair share of the workload.

Willingly takes ownership of challenging or difficult tasks, remaining professional and poised even when dealing with trying situations

May take credit for successes but not own share of the responsibility for failures, making excuses for problems, denying, downplaying, or blaming others.

Understands and accepts own share of both successes and failures.

Humbly admits problems and quickly seeks to drive improvement, modeling a strong sense of responsibility in taking ownership of both successes and failures.

Inconsistently meets commitments. Ensures own and team’s commitments and tasks are completed on time and within budget.

Proactively anticipates and solves challenges that would interfere with timely project/task completion, realigning resources and reprioritizing as needed to execute in the organization’s best interests.

Consistently takes clear steps to learn from both failures and successes.

ACCOUNTABILITY: Holds self and others accountable for meeting commitments in a timely manner and ensuring work is done correctly

• Monitors safety and quality and adjusts approach as needed.• Takes ownership of own work.• Takes responsibility for successes and failures in own work.• Follows through on commitments.



Invests limited efforts in connecting with people outside own area.

Builds a network of relationships across several disciplines and business units.

Makes regular and routine efforts to expand own network into many different functions, disciplines, and business units.

Has difficulty working effectively with those who have different perspectives, backgrounds, and/or styles.

Partners successfully with those who have different perspectives, backgrounds, and/or styles.

Brings together those who have different perspectives, backgrounds, and/or styles, and skillfully leverages the unique capabilities of each.

Allows surprises to arise by withholding information that others would have liked to know or should have known.

Keeps in touch with stakeholders and makes sure to share important updates and facts.

Ensures that stakeholders remain regularly well informed and that surprises are eliminated.

Allows team members to pursue objectives that are not aligned with the organization’s expectations messages, and goals.

Takes steps to ensure that team members are working in alignment with the organization’s expectations, messages, and goals.

Finds new ways to promote alignment towards the organization’s, expectations, messages, and goals, often motivating team members to go above and beyond in pursuit of organizational objectives.

Works in isolation, even when the best outcomes can be attained by partnering with others.

Readily involves others internally and externally as appropriate to accomplish goals.

Identifies and enlists a wide variety of internal and external partners to bring a diverse set of perspectives that add value to goals and team outcomes.

Engages in “us vs. them” thinking or allows it to exist within the team.

Discourages “us vs. them” thinking in self and others, helping others see they are on the same team when this thinking is presented.

Encourages collaboration by actively and consistently challenging “us vs. them” thinking, demonstrating collaboration, strong listening skills, inclusiveness, and reinforcing shared goals when issues arise.

Focuses largely on own views. Accepts and encourages others’ ideas and input.

Fosters an environment where ideas and input are readily welcomed, encouraged, and shared with others.

Misses opportunities to acknowledge others’ ideas and input.

Acknowledges the input and contributions of others.

Regularly highlights the contributions of others, and expresses strong, genuine, and motivating encouragement and appreciation for efforts.

COLLABORATION: Builds partnerships and teams, and works collaboratively with others to meet shared objectives

• Cultivates a network of people across a variety of functions and business units.• Shares information with others so there are no surprises.• Aligns team members’ actions with the expectations, messages, and goals of the organization.• Involves others internally and externally as appropriate to accomplish goals.• Encourages unity rather than “us vs. them” thinking.• Welcomes and acknowledges the ideas and input of others.



Fails to provide feedback in a timely or respectful manner, delivering either too few or too harsh messages on how people can improve.

Gives feedback in a constructive and timely manner to help people develop and achieve higher performance.

Shares ongoing, targeted feedback with clear and specific examples in a prompt, constructive, and encouraging manner, and ties feedback to development and performance goals.

Seldom shares own experience and expertise with others.

Regularly shares own experience and expertise with others.

Proactively shares relevant experience and expertise tightly aligned to the interests, motivations, and development goals of others.

Makes insufficient efforts to identify successors for key roles.

Identifies key successors on their team.

Looks to the future and builds a long-term succession plan for all key roles.

Misses opportunities to recommend development opportunities and assignments for key successors.

Provides key successors with some valuable development activities and stretch assignments.

Recommends and facilitates developmental activities and assignments that make substantial contributions to the growth of key successors and potential future leaders.

Gives limited support to the developmental efforts of others, missing opportunities to contribute to an inclusive development culture.

Supports an inclusive development culture where all others have developmental opportunities and support.

Champions an inclusive and constructive culture of development, ensuring others have diverse and meaningful developmental opportunities and support.

Focuses on day-to-day results without providing enough learning opportunities.

Provides meaningful opportunities for people to learn new skills and work on their development.

Gets people energized about their own development and actively helps a diverse pool of people develop their careers by providing

DEVELOPING OTHERS: Helps people develop so they meet performance, career, and organizational goals

• Offers constructive ideas on how others can better achieve team or organizational objectives.• Provides timely and respectful feedback to help others develop and achieve higher performance.• Shares own experience and expertise with others.• Supports the developmental efforts of others.



Invests limited efforts in connecting with people outside own area.

Builds a network of relationships across several disciplines and departments.

Proactively makes efforts to expand own network into many different functions, disciplines, and business units, helping the team make connections across the institution.

Gains limited or insufficient support from key decision makers and stakeholders to move ideas forward.

Connects with key decision makers and stakeholders and constructively wins their commitment.

Builds and maintains a broad base of support for ideas among key decision makers and stakeholders.

Fails to understand the nuances of organizational politics or does not adapt behavior to fit the organizational culture.

Demonstrates a firm grasp on organizational culture and politics, effectively navigating issues as they arise.

Skillfully navigates the cultural and political dynamics at play in the organization, using this understanding to achieve results in culturally sensitive and effective ways.

Acts independently, even when problems or decisions require escalation or additional support.

Knows when to bring an issue, problem, or decision to the attention of others in the organization.

Swiftly addresses obstacles by enlisting the appropriate individuals and garnering their support.

Overlooks political constraints and pushes ahead without considering how to overcome resistance.

Recognizes some of the main political roadblocks and carefully considers how to address these difficulties using positive influence.

Anticipates and identifies insightful ways to overcome political difficulties that ideas and initiatives will face, coming up with alternate paths to overcome challenges or obstacles.

ORGANIZATIONAL SAVVY: Maneuvers comfortably through complex systems and enterprise-wide policies, processes, and people-related organizational dynamics to achieve alignment.

• Builds support for ideas among key stakeholders and decision makers.• Grasps the organizational culture and politics.• Knows who to involve to remove barriers and get things done.• Can anticipate and address organizational and political difficulties or resistance.



May withhold or distort information at times.

Builds trust by maintaining an honest, courteous straightforward approach with people.

Is well-known for acting in an honest, professional, transparent, and straightforward manner when working with others.

Struggles to be direct, particularly in uncomfortable situations.

Shares uncomfortable information in a clear and helpful manner.

Delivers difficult and uncomfortable information with the utmost tact and sensitivity.

Occasionally overcommits or does not follow through when dealing with competing priorities.

Follows through on agreements and commitments despite competing priorities.

Has a reputation for dependability, and goes above and beyond to put in extra effort necessary to honor agreements and commitments, even while managing competing priorities.

Does not consistently practice what they preach; at times, actions do not match commitments.

Regularly demonstrates consistency between what is said and what is done.

Is dedicated to ensuring consistency between words and actions, acting as a role model for delivering on commitments even in challenging situations.

May overlook or ignore some standards or professional codes of conduct.

Maintains integrity, upholding professional and ethical codes of conduct.

Establishes a solid reputation for integrity by maintaining high ethical standards and adherence to professional codes of conduct.

TRUST: gains the confidence and trust of others through honesty, integrity, and authenticity

• Is honest and straightforward when working with others.• Honors agreements and commitments, even when working through competing priorities.• Shows consistency between words and actions.• Maintains integrity and professional codes of conduct.



Has difficulty working effectively with those who have different perspectives, backgrounds, and/or styles.

Partners respectfully with those who have different perspectives, backgrounds, and/or styles.

Brings together those who have different perspectives, backgrounds, and/or styles, and skillfully leverages the unique capabilities of each.

Avoids seeking feedback, and primarily focuses only on positive input.

Seeks balanced feedback from others on what is working well and what could be improved.

Consistently seeks out and listens to both positive and constructive feedback from a broad set of sources, approaching feedback as an opportunity to learn.

Responds defensively when faced with criticism, or finds ways to devalue or discount feedback.

Is open and receptive to both positive and constructive views.

Always handles feedback in an open, receptive, and positive manner.

Has a limited understanding of own impact on others, needing frequent reminders.

Is aware of own impact on others, adapting actions or style when needed based on others’ reactions or needs.

Has a keen awareness of impact on others, seamlessly modifying their personal approach to subtly adapt to and address reactions and shifting needs.

Is unclear about own strengths, weaknesses, biases, and barriers to success.

Can effectively articulate own strengths, weaknesses, and biases.

Shows a clear understanding of personal strengths, weaknesses, and biases, demonstrating success in leveraging strengths and mitigating weaknesses and biases in pursuit of development goals.

Misses opportunities to apply lessons learned from feedback and experience, taking the same approach and expecting different results.

Applies lessons learned from feedback and experience, enhancing self-awareness.

Sincerely reflects on feedback from others to enhance self-awareness, actively integrating and applying key insights to enhance effectiveness and achieve development goals.

SELF-AWARENESS: Uses a combination of feedback and reflection to gain productive insight into personal strengths and weaknesses; has a strong emotional intelligence

• Seeks feedback from others.• Reacts positively when constructive criticism is offered.• Asks for input about how own actions impact others.• Recognizes own mistakes and the need to operate differently.



Allows setbacks and adversity to deter them from accomplishing goals.

Recovers from setbacks and adversity in a timely manner.

Rapidly recovers from setbacks and adversity and quickly adjusts by reframing, refocusing, and maintaining drive.

Loses focus or becomes less effective when stress and pressure arise.

Continues to work toward objectives, despite stress and pressure.

Maintains a highly collegial productive approach, even in the face of significant stress and pressure.

Becomes frustrated and discouraged in the face of obstacles.

Overcomes obstacles and challenges, without getting overly discouraged in the process.

Tenaciously overcomes obstacles.

Misses opportunities to learn from mistakes.

Draws lessons from mistakes to help improve for the future.

Owns mistakes and effectively applies previous lessons to quickly adapt in new situations and avoid potential pitfalls.

Loses composure and shows less professionalism when faced with difficult circumstances.

Stays calm and professional, even when situations become difficult.

Maintains excellent composure and professionalism, even in highly tense, emotional, or personally challenging situations.

Acts as a steadying force for others, helping the team maintain drive, composure, and resiliency in the face of obstacles

RESILIENCY: Learns and rebounds from setbacks and adversity when facing difficult situations and when leading or managing change

• Bounces back from setbacks or adversity.• Demonstrates composure and professionalism under difficult circumstances.• Maintains productivity under stress or pressure.• Overcomes obstacles and learns from failures.


Documents

Behavioral Competency Model For Shared Success · Level: Leader of Others ... competency and to view the Behavioral Anchored Rating Scale (BARS) for each. ... integrity and speed