Code/Date © 2005 by Smiths Group: Proprietary Data

Smiths Competency

Model

Strategic Decision Making

Leading People

Driving Results

CommercialOrientation

Influencing

StakeholderImpact

Smiths Competency Model

This model describes the 6 behaviours that are key in achieving excellent execution. At the core of some of these is Emotional Intelligence

Code/Date © 2005 by Smiths Group: Proprietary Data

Driving Results (Formally known as Driving Potential)

Positive Indicators

Consistently drives and encourages change

Energised by creating better ways of doing things; looks for continuous improvement

Identifies and seizes new opportunities

Agrees challenging but realistic goals, actions, performance indicators and deadlines to ensure effective execution

Monitors, reviews and adapts plans to ensure delivery

Development Indicators

Takes an overly safe and cautious approach

Struggles with change or unable to adapt plans to changing environments

Happy to accept the status quo or tends to follow past practices

Works without plans, performance indicators timelines or specific actions and may miss deadlines

Does not actively take responsibility for achieving results

Definition: ‘The ability to persistently pursue and achieve results. To look for improvements and embrace change in order to drive the business forward. Actively monitors and reviews plans in order to hit or exceed targets’

Code/Date © 2005 by Smiths Group: Proprietary Data

Positive Indicators

Makes timely decisions and takes action based only on critical information

Works well with ambiguity and uncertainty

Generates a wide range of solutions

Considers the consequences of actions on other areas of the business

Adapts short term plans in line with business priorities

Sees beyond the task to the ‘bigger picture’

Development Indicators

Has difficulty identifying root causes of issues

Struggles to interpret complex information

Over deliberates when making decisions

When under pressure may find it difficult to make rational judgements

Does not consider the effect of decisions on other areas of the business

Focuses on the short term at the expense of the longer term

Strategic Decision Making

Definition: ‘The ability to make good judgements in an increasingly complex global market by effectively sourcing and analysing critical information and making effective, timely decisions. Demonstrates an understanding of the implications their decisions have for other areas of the business or in the longer term’.

Code/Date © 2005 by Smiths Group: Proprietary Data

Positive Indicators

Respectfully expresses unpopular opinions

Expresses views openly and shows personal conviction

Asks lots of questions to clarify others’ positions and indentifies the benefits

Effectively communicates using the appropriate medium whether written or verbal

Values and accepts diverse perspectives

Demonstrates understanding of how people feel even across different cultures and overcomes barriers

Anticipates the reactions of others and adapts style accordingly

Development Indicators

Tends to go with the majority, unlikely to raise controversial issues

Seeks consensus to avoid conflict

Does not adapt their style to the audience or uses one style to fit all

Does not tend to ask for input or feedback

Focuses predominantly on the message rather than adapting its delivery

Shows limited respect for others’ views

Gets aggressive or upset under pressure

Does not tend to notice emotional reactions and does not respond to others’ body language

Definition: ‘The art of effective persuasion; winning hearts and minds. The ability to inspire others to take action toward a common objective. The willingness to challenge others whilst considering their viewpoint and adapting their style to truly bring people with them.’

Influencing

Code/Date © 2005 by Smiths Group: Proprietary Data

Positive Indicators

Inspires people to follow their role model and communicates a clear motivational vision

Adapts leadership style to suit the situation and culture

Ensures a pipeline of talent is developed for the current and future needs of the organisation

Agrees specific, measurable objectives with people and monitors progress

Coaches people to improve performance

Gives honest, timely and balanced feedback. Always completes Performance Reviews on time

Delegates work in an empowering and developmental way

Development Indicators

Does not consistently lead by example

Tends not to communicate a strategy to the team or stakeholders

Does not openly demonstrate passion for the business

Overly task focused at the expense of the people focus

Sets unclear or unrealistic objectives

Does not consistently monitor people’s progress. Does not take Performance Reviews seriously

Struggles to give constructive feedback

When delegating tends to tell people what to do and how to do it

Leading People (Formally known as Managing People)

Definition: ‘The ability to clearly articulate an inspiring vision for people to follow and effectively lead and manage the performance of their people. An effective leader is a role model to others, monitors progress on objectives and behaviours and coaches others for success.’

Code/Date © 2005 by Smiths Group: Proprietary Data

Positive Indicators Understands who the key stakeholders are for their

role

Identifies the future needs of stakeholders

Takes time to consider the stakeholders’ key drivers and motivators

Consistently delivers or exceeds stakeholder expectations

Looks for customer feedback and acts on it. Demonstrates self awareness

Actively works cooperatively across Smiths and across cultures

Looks for ‘win:win’ situations in relationships

Takes the time to Invests in relationships

Development Indicators

Considers a narrow range of stakeholders

Does not consult with stakeholders to understand their motivators

Limited focus on improving standards for internal and external customers

Has a limited network or tends to work in isolation

Engages in inappropriate conflict situations with some stakeholders, takes disagreements personally

Acts competitively with internal stakeholders

Stakeholder Impact (Formally Stakeholder Management)

Definition: ‘The ability to build an effective network of relationships both internally and externally. An important skill for Smiths’ leaders is to understand key stakeholders and their needs and to proactively manage important internal or external relationships’

Code/Date © 2005 by Smiths Group: Proprietary Data

Positive Indicators

Talks knowledgeably about how their role contributes to the commercial success of the business

Proactively identifies and acts upon market opportunities

Drives and encourages commercial behaviour in the business

Implements a Business Planning strategy

Uses effective metrics to track business performance

Identifies and acts upon opportunities to improve the top and bottom line

Uses financial information to drive key decisions

Development Indicators

Struggles to explain how their work contributes to the success of the business

Plans in isolation and without reference to the external market

Lacks awareness of competitor activities

Misses opportunities to reduce costs or generate profit

Makes decisions in absence of financial data or lacks understanding of the longer term business impact

Tends not to use business performance measures

Commercial Orientation (Formally Known as Commercially Astute)

Definition: ‘The understanding and application of commercial management. Identifying market opportunity and the effective implementation of strategies for improved financial performance for the short and long term are key skills for Smiths’ leaders.

Code/Date © 2005 by Smiths Group: Proprietary Data

Rating Scale - Behaviours

5. Consistently demonstrates positive behaviour in all areas

4. Consistently demonstrates positive behaviour in most areas

3. Demonstrates positive behaviour in the key areas

2. Sometimes demonstrates some negative behaviour in some of the areas

1. Often demonstrates negative behaviours

N/A. Too soon to demonstrate or not applicable to role

Code/Date © 2005 by Smiths Group: Proprietary Data

Rating Scale – Final Overall Rating

5. Performance consistently exceeds the requirements of the position in all areas (Objectives & Behaviours)

4. Performance exceeds the requirements of the position in one or more areas (Objectives & Behaviours)

3. Performance consistently meets the requirements of the position (Objectives & Behaviours)

2. Performance meets the requirements of the position, but improvement is needed in one or more areas. (Objectives & Behaviours)

1. Performance does not meet the requirements of the position in several area and immediate improvement is required (Objectives & Behaviours)

N/A. Too soon to demonstrate or not applicable to role