Management

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Levels & Steps

We currently have four Levels for our Management Path. Each one of the levels is expected to have different leadership traits as we explored in the chapter Leadership.

In the Management Path, there are also four steps per level that you can grow into. To move up from one step to the other it’s evaluated the authority and involvement regarding:


Contents

Level 1 - Our pace setters

L1 Technical Leadership

Technical Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
RACI & CODE-KS Completeness / Core Duties
  • Does not coordinate processes as the work schedule is organized by the manager.
  • Completes tasks as requested by superiors.
  • Analyzes established processes for the role and makes an effort to improve them.
  • Follows the standard practices, procedures, and links processes defined in the RACI and CODE-KS.
  • Focuses on department practices and processes to suggest improvements.
  • Proactively defines new processes that promote accountability.
  • The manager is a process lead.
  • Focuses on departments' practices and processes to constantly discusses improvements regarding processes that affect several departments.
  • Organizes department's processes, involves needed stakeholders, documents and proactively proposes new processes that promote accountability.
  • Focuses on practices and processes that affect several departments, discusses improvements with appropriate parties, and drives implementation.
  • Collaborates with other managers to improve organizational practices and processes.
Achievement / Performance
  • Understands their team's practices and processes.
  • Successfully executes tasks by setting-up defined criteria for processes execution.
  • Might not take into consideration the other team members and their duties when creating processes or executing tasks.
  • Process definition occurs in a reactive way and with undefined documentation.
  • Ensures processes are being successfully followed by all the stakeholders involved in them.
  • Demonstrates good judgment in selecting methods and techniques that act as effective solutions driving tangible results.
  • Takes into consideration the tasks and projects of the department members when defining new processes. Processes are understood and managed proactively across the department.
  • Achieves successful process change management through effective communication among stakeholders.
  • Reviews tasks critically and ensures they’re appropriately sized and prioritized.
  • Successfully improves established processes through follow-up and reports.
  • Processes deliver a high impact on the department's performance.
  • When managing processes exercises judgment to select and define methods, techniques, and evaluation criteria that act as effective solutions driving tangible results. Promotes full department alignment and successful process execution.
  • Achieves successful process change management through effective communication within several departments and stakeholders.
  • The processes are implemented, documented, reported, successfully executed, and managed, ensuring all aspects of the department are covered.
  • Successfully exercises independent judgment in defining methods, techniques, and evaluation criteria when managing processes.
  • Ensures cross-department alignment when creating new organizational processes that promote accountability and when improving the existing ones.
  • Process management drives effective solutions driving tangible results in the overall organization.
Ceremonies Completeness / Core Duties
  • Understands the theoretical concept and importance of ceremonies.
  • Identifies the need for certain ceremonies and signalizes it to upper management.
  • Understands their team's ceremonies and works with teammates and other managers to resolve disagreements in a healthy manner.
  • Structures ceremonies and communicates the desired outcomes based on the department's needs. Identifies the purpose and the needed stakeholders of ceremonies.
  • Fosters a culture where people are encouraged to share their opinions.
  • Builds ceremonies based on the needs of a variety of teams and departments.
  • Encourages the colleagues to openly share their opinions, integrates their point of view, and coaches them to contribute to discussions in a respectful manner.
  • Fosters a culture of clear, concise, effective, audience-oriented communication with other managers and teammates.
  • Effectively communicates cross-dependencies between projects to re-align the efforts and to successfully achieve goals in different teams and/or departments.
  • Facilitates engagement between other managers, teams, and stakeholders to contribute to discussions in a respectful manner.
  • Improves and monitors the current needs of different departments and serves as an advisor in cross-department ceremonies to accomplish business needs.
  • Re-aligns ceremonies with business needs and communicates effectively on such changes.
  • Communicates effectively with all stakeholders, so they are fully aware of the ceremony's purpose and goals and what is their impact on it before the actual ceremony.
  • Re-aligns ceremonies with business needs and market strategy. Communicates effectively on such changes.
  • Fosters a culture of clear, concise, effective, audience-oriented communication across the whole organization.
  • Designs ceremonies that aid competitive advantage.
Achievement / Performance
  • Participates in ceremonies defined and mediated by upper management.
  • Executes some ceremonies and tries to bring some structure to them. Stakeholders are encouraged to openly share their opinions.
  • The department doesn't always implement effective communication in an audience-oriented way, in written and verbal form.
  • The manager conducts conversations based on organizational strategy and principles with team members and tries to ensure alignment.
  • Might lack knowledge and/or judgment regarding expectations and outcomes for department's ceremonies but functions well across diverse groups.
  • Actively listens to others and ensures they are understood. Respects the time of the audience.
  • Teams have most ceremonies structured, and managers are engaged in the execution of such ceremonies. Issues have defined action steps and are reviewed as a follow-up.
  • The right stakeholders are effectively involved for problem resolution through clear, concise communication in written and verbal form both technical and non-technical subjects and in an audience-oriented way.
  • The manager is empowered to share concerns and action plans in an unbiased way and capable is of having conversations based on organizational strategy and principles to create alignment.
  • The involved stakeholders have a shared understanding of the desired outcomes and are open to changing their perspectives and plans based on others' input.
  • Ceremonies are structured and executed with complete documentation: follow-up actions, outcomes, objectives, and stakeholders' level of involvement.
  • The teams' disagreements are approached non-defensively, and contradictory opinions are used as a basis for constructive, productive conversations. Influences, plans, and leads decisions in different teams.
  • Assures that the communication is based on organizational strategy.
  • Ceremonies are aligned with the business needs and promote innovation through unbiased, respectful discussions.
  • Stakeholders are successfully communicated regarding their impact on Secure Group's overall strategy and have the necessary context to achieve it.
  • Facilitates and inspires cross-team collaboration and collaboration with others departments.
  • All necessary touchpoints are mapped and successfully executed with complete documentation. The participants are fully engaged throughout the process.
  • Stakeholders are frequently communicated on their impact and understand their role and expected outcomes in the ceremonies.
  • The department is known for a culture of clear, concise, effective, audience-oriented communication, ensuring all participants actively listen to others and are understood.
  • Ceremonies promote healthy collaboration within the organization.

L1 Business Leadership

Level 1
Business Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
Strategy Completeness / Core Duties
  • The manager is not expected to be involved in any strategic development at this level.
  • Understands the organization's strategy and how it's related to his/her daily work.
  • Creates tasks aligned with milestones defined by upper management. Defines KPIs for his/her own tasks and projects.
  • Participates in discussions about the implications of the strategy for the department.
  • Follows-up KPIs on a role and department level to build action plans and to achieve the KPIs.
  • Supports senior managers regarding the execution of strategic initiatives.
  • The manager is fully responsible for executing action plans related to strategic initiatives and for managing KPIs.
Achievement / Performance
  • Receives milestones and accomplishes tasks as requested, without connecting the execution to the strategy.
  • Receives milestones and accomplishes tasks as requested, while connecting the execution to the strategy. Supports the achievement of strategic initiatives.
  • Contributes to conversations based on organizational strategy and principles with teammates when appropriate.
  • Tasks are successfully executed according to strategic initiatives. KPIs are defined and reported.
  • Initiates conversations based on organizational strategy and principles with their teammates when appropriate.
  • Oriented towards goals and works towards their team's goals.
  • Ensures the department's KPIs are measured and controlled.
  • Action plans for achieving strategic initiatives are created, monitored, and effectively reported effectively contributing to the business goals.
  • Strongly oriented towards goals. Ensures their team is continuously working towards their shared goals.
  • Department's strategic tasks are successfully measured and controlled by the manager.
  • Conducts conversations based on organizational strategy and principles when appropriate to ensure department and cross-department alignment.

L1 Achievement: Capability Assessment Definition

It’s defined by the likelihood of success and execution of strategy based on capability management and understanding. That refers to leaders’ ability to excel in their core duties based on effectively assessing their team's and department's capability to manage campaigns, business plans, projects, initiatives, and achieve business goals. It’s divided into two categories:

  • General Factors

Owning the technical knowledge needed for the role, understanding the team's and/or department domain and the feasibility of their team's and/or department's technical knowledge, and the needed technical knowledge at a company level.

Score Definition
1 Limited Has a basic understanding of their team's overall domain, framework's Realm and SG strategic plan.
Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed.
2 Intermediate Has a complete understanding of framework's Realm and their team's domain, and how it contributes to the overall organization's strategy.
Has a complete understanding of their team's technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks.
3 Experienced Has a thorough understanding of framework's Realm and their team's overall domain, how it's built in the strategic map and how it contributes to overall business strategy.
Has a thorough understanding of their team's technical domain and has a complete understanding of adjacent teams' technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects.
4 Exceptional Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other.
  • Internal Factors

The leaders' Secure Group Knowledge in terms of who we are as a company and what we offer.

Score Definition
1 Limited Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains.
2 Intermediate Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains.
3 Experienced Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points.
4 Exceptional Has a thorough understanding of the entire business including all departments and teams domains.
L1 Capability Assessment Scoring
Capability Definition Criteria Score Additional Comment
Incomplete Manager has no strategic involvement due to incomplete approach General Factors 1 N/A
Internal Factors 1
Initial Manager's Strategic involvement is based on intuitive action - not organized, not explainable General Factors 1 or 2 Scores 2 in at least one criteria
Internal Factors 1 or 2
Managed Manager is successfully working and communicating on department's strategy - proven record General Factors 2 or 3 Scores 3 in at least one criteria
Internal Factors 2 or 3
Defined Manager is constantly working on department's and cross-department's succesfully communicating and providing strategic guidance General Factors 3 or 4 Scores 4 in at least one critera
Internal Factors 3 or 4
Optimal Manager works on organizational strategic matters and provides context at all levels General Factors 4 N/A
Internal Factors 4

L1 Achievement: Opportunity Finding Definition

Opportunity Category Definition
Experience Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes.
Exposure Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to Secure Group problems, and ability to reinvent him/herself when facing role changes.
L1 Opportunity Finding Scoring
Opportunity Category Definition Incomplete Initial Managed Defined Optimal
Experience Project & Task Complexity Works on projects and campaigns of limited scope in their own department and/or domain of knowledge. Works on projects, campaigns, and initiatives of moderate scope, including cross-department initiatives and/or various domains of knowledge. Works on business plans, initiatives, campaigns, and projects of diverse scope in his/her department and cross-department promoting alignment and ensuring dependencies are noticed. Works on unique tasks, business plans, initiatives, campaigns, and cross-department projects. Ensures organizational alignment. Works on business plans, initiatives, and projects that directly impact business success and investments. He/she is accountable for organization-wide initiatives.
Believability He/she was involved in the successful execution of a project, campaign, or initiative of limited scope. Does not demonstrate knowledge to participate in cross-department initiatives. Successfully managed some projects, campaigns, and initiatives achieving its major goals and have a great explanation of his/her approach when probed. Might lack the understanding to notice dependencies. Successfully managed some projects, campaigns, and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success. Possesses proven track of success and frequency on effectively managing business plans, initiatives, campaigns, and projects. Possess a proven track record of managing projects and business plans that have a company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enables growth.
Exposure Problem-Solving Explores and understands business challenges. Possesses the ability to apply solutions to known problems. Lacks the ability to explain the reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Can explain and has the ability to articulate the success factor. Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems. Monitors and reports department's action plans for business challenges. Develops new solutions for known problems new problems due to outstanding ability to drill down issues. Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions.
Ability to reinvent him/herself Does not find the skills and strengths to cope with fast needed changes and challenges (bounces back). Possess the skills and strengths to cope with new challenges but overcomes adversities without a clear action plan. The growth might be disorganized due to a lack of understanding of the new picture. Understands the new picture and traces a structured action plan to conquer new challenges Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. Taps into inner resources, skills, and strengths to constantly overcome adversities from fast changes.
Always makes sense of past experiences, has a proven record of reinventing him/herself, and uses new challenges as a tool for growth.
Knowledge of External Factors Does not possess market and industry knowledge. Has a basic understanding of the company’s industry, and market space. Has a complete understanding of the company’s industry, and market space. Has a thorough understanding of the company’s industry, competitors' strategies, and market space. Has a thorough understanding of the entire industry, competitors' strategies, market, business concepts, and technical concepts.
Opportunity Outlook It’s aware of the importance of being exposed to business-related matters within the Realms that affect his/her role but stays passive regarding it. Seeks business-related matters within the Realms of the framework and makes an effort to be exposed to them in order to acquire context. Understands that discomfort is part of the process. Successfully exposes him/herself to business-related matters of the framework's Realms to acquire context. Reframes discomfort as a signal of improvement. Consistently exposes him/herself to business-related circumstances within the framework's Realms and exercises proper judgment linking knowledge to Secure Group matters. Shows a proven record of trying, failing, and overcoming learning discomforts and challenges. Always exposes him/herself to business-related circumstances within the framework's Realms. Exercises independent judgment linking knowledge to Secure Group matters. Leads internal efforts to provide such context to different audiences
Communication & Approach Communication is ad-hoc and not structured. Communication is conscious and partially structured. Communication is open, with a fully defined and structured approach. Communication is open with a fully defined and structured approach. Communication is adequate according to different audiences. Communication is open, promotes effective collaboration, possesses a defined and structured approach. Communication is adequate according to different audiences from different levels of influence.
Risk Assessment Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting). Performs structured risk assessment, mainly in silos, and is aware of the benefits it brings to the organization. Performs goal-driven risk assessment. He/she is aware of the benefits and deploys them across the organization. Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined. Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders.
Relationship Building Works mostly on ad-hoc tasks at an operational level and struggles to understand what drives stakeholders. Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship. Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking. Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses. Acts as a strategic partner. Manages and communicates shared goals for maximizing value. Shares risks and rewards with stakeholders.
Score 1 1 and 2 2 and 3 3 and 4 4
L1 Capability Assessment & Opportunity Finding Matrix


PNG capability opportunity.png

L1 People Management Leadership

People Management Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
Workforce Planning
& Development
Completeness / Core Duties
  • No authority.
  • No authority.
  • Provide relevant insights for Level & Step Reviews when requested.
  • Participates in Level & Step Reviews as a secondary reviewer when requested.
  • Participates in Level & Step Reviews as a secondary reviewer when requested.
Achievement / Performance
  • The manager lacks proficiency (grade 3) in the KAI of the stakeholders involved in the process he/she is leading.
  • When requested, helps the teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
  • The manager demonstrates proficiency (grade 3) in the KAI of the stakeholders involved in the process he/she is leading.
  • Sometimes helps the teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
  • Consistently helps their teammates overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
  • Motivates others to work with themselves to reach the team's objectives. Facilitates and inspires cross-department collaboration.
  • Consistently works across teams to help them resolve blockers and complete work tasks. Ensures that credit is shared and given where due.
  • Is an advisor in establishing a collaborative culture.
  • Consistently works across different teams to enable them to support each other. Ensures that credit is shared and given where due.

L1 Adaptive Leadership

Adaptive Leadership
Perspective Step A Step 1 Step 2 Step 3 Step 4
Get on the Balcony Ability to view the situation and the responses of participants from a mental “balcony”, from which one can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other employees engage in the adaptive challenge.
  • Doesn't interpret what see and hear
  • Starts interpreting what see and hear
  • Interprets correctly what he/she sees and hears
  • When sitting in a meeting, practice by watching what is happening while it is happening. Can identify some behavioral patterns.
  • Diagnose ability within colleagues, external stakeholders, and/or suppliers.
  • Has the capacity to identify the issue as it is happening and to understand how today’s turns in the road will affect tomorrow’s plans

Space - Doesn't understand what's going on in the room/meeting/situation and cannot distinguish expected and unexpected situations.
Time - Doesn't have the ability to identify if the issue is routine or non-routine and therefore struggles to act at the required pace considering the consequences that are to come.
Object - Doesn't understand how things are organized.
People - No ability to read the people or to identify their mood and body language. Struggles to navigate between different audiences.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come.
Object - Sufficiently understands how things are organized.
People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences. From time to time, he/she acts at the right pace and with the right language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come.
Object - Effectively understands how things are organized.
People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences. Consistently acts at the right pace and with the right language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and has the ability to very often act at the required pace considering to avoid negative consequences.
Object - Understands how things are organized and understands very often the reason why they are organized in such a way.
People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide) at the right pace and language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly.
Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come.
Object - Understands how things are organized and why they are organized in such way.
People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and departments) at the right pace and language according to each of them.

Identify Adaptive Challenges Ability to identify challenges that require people to learn new ways of doing things, change their attitudes, values, and norms, and adopt an experimental mindset.
  • Doesn't have the ability to identify adaptive challenges
  • Identifies adaptive challenges but doesn't act on them
  • Identifies adaptive challenges but and points out the need for change
  • Identifies adaptive challenges and acts on them reactively
  • Identifies adaptive challenges and acts on them by providing directions and some corporate context proactively
  • Willing to make a change
Regulate Distress Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself
  • Doesn't regulate distress on the team, suppliers, and/or customers
  • Doesn't regulate distress on the team, suppliers, and/or customers
  • Because there's lack of knowledge on how to act on adaptive challenges might not be able to regulate distress (ex: tells people something is wrong repeatedly but cannot explain the reasons properly, causing frustration and demotivation)
  • Helps others recognize the need for change and monitor the stress people are experiencing
  • Manages adversity and regulates distress
  • Regulates distress
  • Keeps it within a productive range
Maintain disciplined attention Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue
  • Doesn't maintain disciplined attention and tends to turn back to operational tasks
  • Doesn't maintain disciplined attention and tends to turn back to operational tasks
  • Usually doesn't maintain disciplined attention
  • Starts prioritizing tasks based on audience reactions
  • Very often can reframe the issue, debate it, and break it into parts.
  • Very often can reframe the issue, debate it and break it into parts in order to delegate effectively.
  • Communicates on it with the stakeholders
Give the work back to the people Ability to place the work where it belongs, being willing to be part of the challenge rather than directing its solution by providing answers from a position of formal authority
  • Sometimes doesn't get the work done as required.
  • Get the work done but might jeopardize the quality and/or delivery time.
  • Prioritizes the tasks that need to be done to get the work done
  • Supports corporate needs by pursuing good communication with stakeholders
  • Ensures productivity
  • Relies on system and processes
  • Improves system and processes to get the work done
Protect the voices from below Ability to give voice to all people willing to experiment and learn. Incentives original voices that routinely got discouraged or silenced in the organization even if they are not as articulate as one would wish.
  • Not applicable for this level.
  • Not applicable for this level.
  • Not applicable for this level.
  • Not applicable for this level.
  • Not applicable for this level.

Level 2 - Our coaches

L2 Technical Leadership

Technical Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
RACI and CODE-KS Completeness / Core Duties
  • Does not set up processes for the department.
  • Focuses on teams and/or department practices and processes. Analyzes established processes for the department and makes an effort to improve them.
  • Focuses on cross-department processes.
  • Defines new processes for his/her department.
  • Ensures teams and/or department practices and processes are well organized. Proactively proposes new processes.
  • Promote accountability within the teams/department.
  • Sets up cross-department processes that promote accountability.
  • Models processes according to innovative and cost-effective tools.
  • Takes ownership and responsibility for the department's practices and processes and their continuous improvement through control, communication, and report.
  • Focuses on organizational-wide processes.
  • Improve and adjust the processes so they are structured, flexible in case of changes, and always promote accountability.
Achievement / Performance
  • RACI and CODE-KS are undefined due to a lack of knowledge regarding the needed roles.
  • Processes knowledge reside within individuals and have limited documentation.
  • Delegates and prioritizes tasks
  • Processes are followed and effectively communicated within the teams/department. The teams/departments exercise judgment within defined procedures and practices described in the RACI and CODE-KS to determine appropriate action.
  • Ensures tasks are prioritized correctly, and that dependencies are noted within the teams/department.
  • New processes are defined mainly in a reactive way. Processes are documented with varying levels of understanding and basic tools in place.
  • Lacks the knowledge and ability to promote accountability cross-department.
  • Processes are correctly documented, followed, and broadly analyzed by the teams/department for improvements.
  • Processes are fully aligned, understood, and managed proactively across the teams/department and cross-department.
  • Ensures dependencies are noted at tasks and projects and well understood by the teams/department.
  • Works within the teams/department to foster a culture of priority setting and urgency in alignment with organizational strategy.
  • The established processes are successfully followed by the teams/department, controlled, and reported.
  • Teams/departments are empowered, accountable, and capable of directly linking the processes and defining rules for executing them enabling the manager to focus more on people's management than process management.
  • Ensures cross-teams/department dependencies are noted and well understood by all teams involved and other relevant stakeholders.
  • The established processes are successfully followed by the teams/department, controlled, and reported.
  • The processes are constantly improved and flexible in cases of changes to cover all aspects of the department.
  • Identifies dependencies across the organization and works with other managers and ICs to resolve them before they become an issue, and installs preventative measures to mitigate repeat occurrences.
Ceremonies Completeness / Core Duties
  • Understands the theoretical concept and importance of ceremonies.
  • Identifies the need for certain ceremonies in the department.
  • Understands their department's ceremonies and works with subordinates and other managers to resolve disagreements in a healthy manner.
  • Identifies the purpose and the needed stakeholders of ceremonies.
  • Structures ceremonies and communicates the desired outcomes based on the department's needs.
  • Fosters a culture where people are encouraged to share their opinions and function well across diverse groups.
  • Builds ceremonies based on the needs of a variety of teams and departments/divisions.
  • Encourages the department to openly share their opinions, integrates their point of view, and coaches them to contribute to discussions in a respectful manner.
  • Fosters a culture of clear, concise, effective, audience-oriented communication with other managers and subordinates.
  • Effectively communicates cross-dependencies between projects and re-aligns the efforts through ceremonies to successfully achieve goals in different teams and departments.
  • The manager facilitates engagement between other managers, teams, and stakeholders to contribute to discussions in a respectful manner.
  • Improves and monitors the current needs of different teams and serves as an advisor in cross-department ceremonies to accomplish business needs.
  • Influences, plans, and leads decisions in different teams.
  • Re-aligns ceremonies with business needs and communicates effectively on such changes.
  • Communicates effectively with all stakeholders, so they are fully aware of the ceremony's purpose and goals and what is their impact on it before the actual ceremony.
  • Re-aligns ceremonies with business needs and market strategy. Effectively communicates on such changes.
  • Fosters a culture of clear, concise, effective, audience-oriented communication across the whole organization.
  • Design ceremonies that aid competitive advantage.
Achievement / Performance
  • Ceremonies happen without previous organization and in an unstructured way.
  • Executes some ceremonies and tries to bring some structure to them. Department members are encouraged to openly share their opinions.
  • Might lack knowledge and/or judgment regarding ceremonies expectations and outcomes.
  • The department understands the importance of effective communication in an audience-oriented way, in written and verbal form but does not always implement it.
  • The manager conducts conversations based on organizational strategy and principles with department members when appropriate to ensure alignment.
  • Managers and departments contribute to ceremonies in a respectful and non-biased manner.
  • Actively listens to others and ensures they are understood. Respects the time of the audience.
  • Department and teams have most ceremonies structured, and Managers are engaged in the execution of such ceremonies. Issues have defined action steps and are reviewed as a follow-up.
  • The right stakeholders are effectively involved for problem resolution through clear, concise communication in written and verbal form both technical and non-technical subjects and in an audience-oriented way.
  • The department and teams are empowered to share concerns and action plans in an unbiased way and capable is of having conversations based on organizational strategy and principles to create alignment.
  • The teams have a shared understanding of the desired outcomes and are open to changing their perspective and plans based on others' input.
  • Ceremonies are structured and executed and have complete documentation: follow-up actions, outcomes, objectives, and stakeholders' level of involvement.
  • The teams' disagreements are approached non-defensively, and contradictory opinions are used as a basis for constructive, productive conversations.
  • The communication is based on organizational strategy is assured.
  • Ceremonies are aligned with the business needs and promote innovation through unbiased, respectful discussions.
  • Teams and departments are successfully communicated regarding their impact on Secure Group's overall strategy and have the necessary context to achieve it.
  • Facilitates and inspires cross-department collaboration.
  • All necessary touchpoints are mapped, designed, and successfully implemented with complete documentation. The participants are fully engaged throughout the process.
  • Stakeholders are frequently communicated on their impact and understand their role and expected outcomes in the ceremonies.
  • The team/department is known for a culture of clear, concise, effective, audience-oriented communication, ensuring all participants actively listen to others and are understood.
  • Ceremonies promote collaboration within departments and divisions.

L2 Business Leadership

Level 2
Business Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
Strategy Completeness / Core Duties
  • Doesn't define initiatives or KPIs for the department or doesn't get involved in strategic matters
  • The manager is aware of the department's strategy and communicates it with the team.
  • The manager defines action plans to achieve strategic initiatives.
  • The manager has a thorough understanding of the team's domain, how it's built in the strategic map and how it contributes to the overall business strategy.
  • The manager sets up and follows KPIs to monitor action plans' effectiveness.
  • The manager has a thorough understanding of their team's domain, strategy, and how it's built into a strategic map. Has a thorough understanding of other teams' strategies, how they map to their team and interaction points, and how this is built into strategic maps.
  • The manager follows up, monitors, and reports on KPIs to achieve strategic initiatives.
  • The manager has a thorough understanding of the entire business, organizational strategy (strategic maps), including other departments' domains, and how they contribute to the overall strategy.
  • Department's strategic map is successfully filled with initiatives and KPIs to achieve goals.
Achievement / Performance
  • Tasks of the team are done on-demand without relating it to the strategy.
  • Conducts conversations based on organizational strategy and principles with the subordinates when appropriate to ensure team alignment.
  • The team is oriented towards goals and the action plans related to strategic initiatives are well-defined and achieved.
  • KPIs and initiatives are achieved and tasks are effectively sized and drilled down based on the department's strategic map.
  • The team is strongly oriented towards goals and it's empowered and capable of having conversations based on organizational strategy and principles to create alignment.
  • Initiatives are successfully executed. KPIs are monitored, and reported supporting the achievement of strategic goals.
  • The team is strongly oriented towards goals and due to effective communication, the manager ensures that other departments are encouraged to continue working towards their shared goal.
  • The team has a full understanding of the team's context and strategy and successfully contributed to Secure Group's overall strategy and goals by achieving all KPIs and initiatives.

L2 Achievement: Capability Assessment Definition

It’s defined by the likelihood of success and execution of strategy based on capability management and understanding. That refers to leaders’ ability to excel in their core duties based on effectively assessing their team's and department's capability to manage campaigns, business plans, projects, initiatives, and achieve business goals. It’s divided into two categories:

  • General Factors

Owning the technical knowledge needed for the role, understanding the team's and/or department domain and the feasibility of their team's and/or department's technical knowledge, and the needed technical knowledge at a company level.

Score Definition
1 Limited Has a basic understanding of their team's overall domain, framework's Realm and SG strategic plan.
Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed.
2 Intermediate Has a complete understanding of framework's Realm and their team's domain, and how it contributes to the overall organization's strategy.
Has a complete understanding of their team's technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks.
3 Experienced Has a thorough understanding of framework's Realm and their team's overall domain, how it's built in the strategic map and how it contributes to overall business strategy.
Has a thorough understanding of their team's technical domain and has a complete understanding of adjacent teams' technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects.
4 Exceptional Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other.
  • Internal Factors

The leaders' Secure Group Knowledge in terms of who we are as a company and what we offer.

Score Definition
1 Limited Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains.
2 Intermediate Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains.
3 Experienced Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points.
4 Exceptional Has a thorough understanding of the entire business including all departments and teams domains.
L2 Capability Assessment Scoring
Capability Definition Criteria Score Additional Comment
Incomplete Manager has no strategic involvement due to incomplete approach General Factors 1 N/A
Internal Factors 1
Initial Manager's Strategic involvement is based on intuitive action - not organized, not explainable General Factors 1 or 2 Scores 2 in at least one criteria
Internal Factors 1 or 2
Managed Manager is successfully working and communicating on department's strategy - proven record General Factors 2 or 3 Scores 3 in at least one criteria
Internal Factors 2 or 3
Defined Manager is constantly working on department's and cross-department's succesfully communicating and providing strategic guidance General Factors 3 or 4 Scores 4 in at least one critera
Internal Factors 3 or 4
Optimal Manager works on organizational strategic matters and provides context at all levels General Factors 4 N/A
Internal Factors 4

L2 Achievement: Opportunity Finding Definition

Opportunity Category Definition
Experience Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes.
Exposure Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to Secure Group problems, and ability to reinvent him/herself when facing role changes.
L2 Opportunity Finding Scoring
Opportunity Category Definition Incomplete Initial Managed Defined Optimal
Experience Project & Task Complexity Works on projects and campaigns of limited scope in their own department and/or domain of knowledge. Works on projects, campaigns, and initiatives of moderate scope, including cross-department initiatives and/or various domains of knowledge. Works on business plans, initiatives, campaigns, and projects of diverse scope in his/her department and cross-department promoting alignment and ensuring dependencies are noticed. Works on unique tasks, business plans, initiatives, campaigns, and cross-department projects. Ensures organizational alignment. Works on business plans, initiatives, and projects that directly impact business success and investments. He/she is accountable for organization-wide initiatives.
Believability He/she was involved in the successful execution of a project, campaign, or initiative of limited scope. Does not demonstrate knowledge to participate in cross-department initiatives. Successfully managed some projects, campaigns, and initiatives achieving its major goals and have a great explanation of his/her approach when probed. Might lack the understanding to notice dependencies. Successfully managed some projects, campaigns, and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success. Possesses proven track of success and frequency on effectively managing business plans, initiatives, campaigns, and projects. Possess a proven track record of managing projects and business plans that have a company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enables growth.
Exposure Problem-Solving Explores and understands business challenges. Possesses the ability to apply solutions to known problems. Lacks the ability to explain the reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Can explain and has the ability to articulate the success factor. Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems. Monitors and reports department's action plans for business challenges. Develops new solutions for known problems new problems due to outstanding ability to drill down issues. Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions.
Ability to reinvent him/herself Does not find the skills and strengths to cope with fast needed changes and challenges (bounces back). Possess the skills and strengths to cope with new challenges but overcomes adversities without a clear action plan. The growth might be disorganized due to a lack of understanding of the new picture. Understands the new picture and traces a structured action plan to conquer new challenges Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. Taps into inner resources, skills, and strengths to constantly overcome adversities from fast changes.
Always makes sense of past experiences, has a proven record of reinventing him/herself, and uses new challenges as a tool for growth.
Knowledge of External Factors Does not possess market and industry knowledge. Has a basic understanding of the company’s industry, and market space. Has a complete understanding of the company’s industry, and market space. Has a thorough understanding of the company’s industry, competitors' strategies, and market space. Has a thorough understanding of the entire industry, competitors' strategies, market, business concepts, and technical concepts.
Opportunity Outlook It’s aware of the importance of being exposed to business-related matters within the Realms that affect his/her role but stays passive regarding it. Seeks business-related matters within the Realms of the framework and makes an effort to be exposed to them in order to acquire context. Understands that discomfort is part of the process. Successfully exposes him/herself to business-related matters of the framework's Realms to acquire context. Reframes discomfort as a signal of improvement. Consistently exposes him/herself to business-related circumstances within the framework's Realms and exercises proper judgment linking knowledge to Secure Group matters. Shows a proven record of trying, failing, and overcoming learning discomforts and challenges. Always exposes him/herself to business-related circumstances within the framework's Realms. Exercises independent judgment linking knowledge to Secure Group matters. Leads internal efforts to provide such context to different audiences
Communication & Approach Communication is ad-hoc and not structured. Communication is conscious and partially structured. Communication is open, with a fully defined and structured approach. Communication is open with a fully defined and structured approach. Communication is adequate according to different audiences. Communication is open, promotes effective collaboration, possesses a defined and structured approach. Communication is adequate according to different audiences from different levels of influence.
Risk Assessment Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting). Performs structured risk assessment, mainly in silos, and is aware of the benefits it brings to the organization. Performs goal-driven risk assessment. He/she is aware of the benefits and deploys them across the organization. Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined. Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders.
Relationship Building Works mostly on ad-hoc tasks at an operational level and struggles to understand what drives stakeholders. Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship. Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking. Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses. Acts as a strategic partner. Manages and communicates shared goals for maximizing value. Shares risks and rewards with stakeholders.
Score 1 1 and 2 2 and 3 3 and 4 4
L2 Capability Assessment & Opportunity Finding Matrix


Lvl2 capOpt.png

L2 People Management Leadership

People Management Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
Workforce Planning
& Development
Completeness / Core Duties
  • Level & Step reviews are not done or are not structured according to SGMM rules.
  • Manager is not aware of needed open positions to achieve the departments' objectives.
  • Knowledge-sharing is not encouraged.
  • Evaluations are done according to SGMM rules and K-POCs are set up in the system with SMART goals.
  • Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed a set of knowledge (KAI).
  • Fosters a culture of structured knowledge-sharing within the department.
  • Evaluations are done according to SGMM rules and K-POCs are set up in the system with SMART goals.
  • Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed a set of knowledge (KAI).
  • Fosters a culture of structured knowledge-sharing within the department.
  • Evaluations are done according to SGMM rules, and K-POCs are set up in the system with SMART goals.
  • Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed a set of knowledge (KAI).
  • Fosters a culture of structured knowledge-sharing culture within the department and cross-department.
  • Evaluations are done according to SGMM rules, and K-POCs are set up in the system with SMART goals.
  • Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed a set of knowledge (KAI).
  • Fosters a culture of structured knowledge-sharing culture within the organization.
Achievement / Performance
  • The Manager achieves Grade 2 in the overall Department KAI.
  • Growth expectations are not clear to subordinates. The department understands the concept of the KAI but doesn’t understand what's expected of them in terms of knowledge development.
  • The teams/department show a lack of progression and does not have set-up K-POCS.
  • Workforce planning is not done and hiring is on-demand (firefighting).
  • The Manager achieves Grade 3 and 4 in the overall Department KAI.
  • Identifies the department's strengths in terms of knowledge and reports frequently on it. Subordinates are aware of what's needed to grow and the manager makes an effort to help his/her subordinates overcome obstacles, resolve blockers, and complete work tasks.
  • The department members know, understand, and strive to develop the KAI of their roles but K-POCs are still solely the responsibility of the subordinates. The Manager doesn't act on them in order to help the achievement.
  • The department share knowledge in a non-structured way.
  • Gives or shares credit where due when working on common projects with other managers.
  • Workforce planning and hiring process are reactive and planned with uncertainty.
  • The Manager achieves Grade 3 and 4 in the overall Department KAI.
  • The manager possesses strong knowledge gap awareness and designs and implements knowledge-related initiatives to mitigate such gaps. Successfully guides employees for them to achieve their K-POCs so growth is constant in the department.
  • Consistently helps their subordinates to overcome obstacles, resolve blockers, and complete work tasks.
  • The department is empowered to constantly develop the KAI of their roles and knowledge sharing occurs in a structured way.
  • The department subordinates are held accountable for their performance.
  • Gives or shares credit where due when working on common projects with other managers.
  • Desirable turnover occurs reactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations.
  • The Manager achieves Grade 5 in the overall Department KAI for Concepts.
  • The whole department has a successful and consistent record of leveling up and stepping up.
  • The manager constantly assesses and improves the KAI, communicates with the department, and reports on it to senior management.
  • The Manager ensures K-POC achievement and avoids stagnation through coaching and mentoring.
  • Consistently works with other managers to support each other. Ensures that credit is shared and given where due.
  • Knowledge sharing is structured, monitored, and measured
  • Desirable turnover occurs proactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations.
  • Hiring process is usually successful due to the correct role definition. The manager knows exactly what to test in each candidate in terms of knowledge and skills to fill in open positions.
  • The Manager achieves Grade 5 the overall Department KAI.
  • K-POCs cycle is constantly being achieved and the manager successfully communicates the progress, providing directions and context, and promoting a high-performance team.
  • Subordinates are empowered and responsible/accountable for their development plan. The teams/department are empowered to be constantly sharing knowledge in a structured way.
  • The department's KAI is achieved and the department knowledge management strategy aids a competitive advantage to the business.
  • Defines the department's competitive advantage based on knowledge and can extract the best out of every department member through coaching.
  • Consistently works across the organization to enable teams/departments to support each other. Ensures that credit is shared and given where due.
  • The manager embraces turnover in terms of being capable of taking the best out of the employees while they are in the company and capable of managing employees leaving and coming in a healthy way.
  • Hiring process has a track record of being successful due to correct role definition.

L2 Adaptive Leadership

Adaptive Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
Get on the Balcony Ability to view the situation and the responses of participants from a mental “balcony”, from which one can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other employees engage in the adaptive challenge.
  • Doesn't observe the relationships between subordinates
  • Cannot recognize how people’s attention to one another can vary: supporting, thwarting, or listening
  • Doesn't interpret data and behavioral patterns
  • No diagnosis ability
  • Observe the relationships between subordinates
  • See how people’s attention to one another can vary: supporting, thwarting, or listening
  • Interprets data and behavioral patterns
  • Some ability to distant himself/herself from the situation
  • Resists the instinct to react without analysis
  • Defends what's being addressed by providing data
  • Diagnosis ability within the teams/department
  • Ability to get on the balcony
  • Capable of determining each stakeholder (promoters, detractors)
  • Navigates well between the audience
  • Diagnosis ability within various departments/department
  • Diagnosis ability within the organization
  • Capable of determining the neutral stakeholders
  • Identifies the needs and criteria for neutral stakeholders to address adaptive challenges
  • Recognized as the go-to person in terms of situational awareness

Space - Doesn't understand what's going on in the room/meeting/situation and cannot distinguish expected and unexpected situations.
Time - Doesn't have the ability to identify if the issue is routine or non-routine and therefore struggles to act at the required pace considering the consequences that are to come.
Object - Doesn't understand how things are organized.
People - No ability to read the people or to identify their mood and body language. Struggles to navigate between different audiences.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come.
Object - Sufficiently understands how things are organized.
People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences within the teams/department and sometimes in the organization. From time to time acts at the right pace and with the right language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come.
Object - Effectively understands how things are organized.
People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences within the teams/department and sometimes in the organization. Consistently acts at the right pace and with the right language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and has the ability to very often act in the required pace considering to avoid negative consequences.
Object - Understands how things are organized and understands very often the reason why they are organized in such way.
People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide: other leaderships and departments) at the right pace and language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly.
Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come.
Object - Understands how things are organized and why they are organized in such way.
People - People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and cross-department) at the right pace and language according to each of them.

Identify Adaptive Challenges Ability to identify challenges that require people to learn new ways of doing things, change their attitudes, values, and norms, and adopt an experimental mindset.
  • Doesn't identify adaptive challenges or identifies and doesn't act on them
  • Identifies adaptive challenges and points out the need for change
  • Identifies adaptive challenges and acts on them reactively
  • Identifies adaptive challenges and acts on them by providing directions and the corporate context in a proactive way
  • Identifies adaptive challenges
  • Provides context and coaching for the whole team/department to be able to balance the pros and cons
Regulate Distress Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself
  • Doesn't regulate distress on the teams and other departments
  • Regulates distress only when it's inside their comfort zone (meaning, they have enough knowledge to provide context)
  • Starts to regulate distress outside their comfort zone.
  • Regulates distress constantly
  • Creates a holding environment
  • Conflict management
  • Regulates any distress in the teams/department
  • Provides direction, protection, orientation, and productive norms
  • Regulates personal distress
Maintain disciplined attention Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue
  • Not capable of maintaining disciplined attention because of a lack of distress regulation.
  • Usually is not capable of maintaining disciplined attention because of a lack of distress regulation.
  • Employees' actions are reactive.
  • Very often can reframe the issue, debate it, and break it into parts.
  • Communicates on it with the teams/department.
  • Effectively ensures Task prioritization
  • Promotes effective communication
  • Provides relevant context
  • Teams/department understand priorities
  • Brings attention back to the issue
  • Effective and clear communication at all levels
Give the work back to the people Ability to place the work where it belongs, being willing to be part of the challenge rather than directing its solution by providing answers from a position of formal authority
  • Subordinates struggle to follow instructions (tend to resist).
  • Subordinates tend to follow instructions because of the Manager's authority position.
  • Delegates tasks effectively so people can focus on what's really important at the moment
  • Practices walk the talk promoting best practices
  • Starts empowering the teams/department
  • Subordinates have a sense of understanding on what they should act or not at the moment but still struggle to find a way of doing so.
  • Ensures effective communication
  • Provides relevant context
  • Subordinates are often able to come up with prioritization and action plans to nail the challenges
  • Manager is a teambuilder
Protect the voices from below Ability to give voice to all people willing to experiment and learn. Incentives original voices that routinely got discouraged or silenced in the organization even if they are not as articulate as one would wish.
  • Doesn't encourage the teams/department to share their opinion
  • Encourages the teams/department to share their opinion
  • Not always achieves the expected results
  • Fosters a culture within their teams/department where people are encouraged to share opinions.
  • Occasionally approaches disagreement non-defensively.
  • Approaches disagreement non-defensively.
  • Use contradictory opinions as a basis for constructive discussions.
  • Works through "surface"-level disagreements to expose the concerns of disagreeing/weaker voices.
  • Integrates concerns into their perspective and plans

Level 3 – Our visionaries and servant leaders

L3 Technical Leadership

Technical Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
RACI and CODE-KS Completeness / Core Duties
  • Does not suggest or set up processes.
  • Focuses on cross-department and several teams practices and processes and discusses improvements with other managers.
  • Analyzes current processes and the desired outcomes of them.
  • Improves the processes that don't meet the desired outcomes.
  • Monitors department and cross-department processes and crafts automation.
  • Collaborates with others to improve organizational practices and processes.
  • Supports the creation of processes in other divisions and suggests frequent optimization.
  • Reviews critically the divisions and cross-department processes and re-aligns them to the business needs and market.
  • Analyzes measures and controls processes from different teams, departments, and divisions.
  • Takes ownership and responsibility for organizational practices and processes and their continuous improvement.
  • Leads process change management efforts on an organizational level.
  • Improve and adjust the processes from different teams, departments, and divisions so they are structured, flexible in case of changes, and always promoting accountability.
Achievement / Performance
  • Processes are followed by routine without analysis of their efficiency.
  • The processes are continually improved, followed, and deliver a high impact on different teams and divisions' performance.
  • The processes are automatized, fully aligned, well understood, and managed proactively across different teams and departments.
  • Ensures divisions and cross-department tasks and processes are appropriately broken down prioritized, and well understood by all involved stakeholders.
  • Departments and divisions are effectively communicated on processes' progress and change.
  • The processes are successfully aligned with the market strategy and business outcomes.
  • Cross-department processes are analyzed, measured, and controlled.
  • Processes are optimized and viewed as a competitive advantage for the company.
  • Change management is effective in all departments.
  • Different departments have in place well-understood and well-executed processes that promote accountability.
  • Identifies dependencies across the organization and works with other Managers to resolve them before they become an issue, and installs preventative measures to mitigate repeat occurrences.
Ceremonies Completeness / Core Duties
  • Understands the theoretical concept and importance of ceremonies.
  • Identifies the need for certain cross-department ceremonies.
  • Understands the ceremonies of a variety of departments and divisions, and works with subordinates and other managers to resolve disagreements in a healthy manner.
  • Identifies the purpose and the needed stakeholders of ceremonies.
  • Structures ceremonies and communicates the desired outcomes based on different divisions' and cross-department needs.
  • Fosters a culture where people are encouraged to share their opinions and function well across diverse groups.
  • Encourages the divisions to openly share their opinions, integrates their point of view, and coaches them to contribute to discussions in a respectful manner.
  • Fosters a culture of clear, concise, effective, audience-oriented communication with other managers and subordinates.
  • Effectively communicates cross-dependencies between projects and re-aligns the efforts through ceremonies to successfully achieve goals in different departments and divisions.
  • The manager facilitates engagement between other managers, divisions, and stakeholders to contribute to discussions in a respectful manner.
  • Improves and monitors the current needs of different divisions and serves as an advisor in cross-department ceremonies to accomplish business needs.
  • Influences, plans, and leads decisions in different teams/divisions.
  • Re-aligns ceremonies with business needs and communicates effectively on such changes.
  • Communicates effectively with all stakeholders, so they are fully aware of the ceremony's purpose and goals and what is their impact on it before the actual ceremony.
  • Re-aligns ceremonies with business needs and market strategy. Communicates effectively on such changes.
  • Fosters a culture of clear, concise, effective, audience-oriented communication across the whole organization.
  • Designs ceremonies that aid competitive advantage.
Achievement / Performance
  • Ceremonies happen without previous organization and in an unstructured way.
  • Executes some ceremonies. Divisions and departments members are encouraged to openly share their opinions.
  • The stakeholders understand the importance of effective communication in an audience-oriented way, in written and verbal form but not always implement it.
  • The manager conducts conversations based on organizational strategy and principles with subordinates when appropriate to ensure alignment.
  • Managers and divisions contribute to ceremonies in a respectful and non-biased manner.
  • Actively listens to others and ensures they are understood. Respects the time of the audience.
  • Most divisions and cross-department ceremonies are structured, and Managers are engaged in the execution of such ceremonies. Issues have defined action steps and are reviewed as a follow-up.
  • The right stakeholders are effectively involved for problem resolution through clear, concise communication in written and verbal form both technical and non-technical subjects and in an audience-oriented way.
  • The subordinates and other stakeholders are empowered to share concerns and action plans in an unbiased way and capable is of having conversations based on organizational strategy and principles to create alignment.
  • The departments have a shared understanding of the desired outcomes and are open to changing their perspective and plans based on others' input.
  • Ceremonies are structured, successfully executed, and possess complete documentation: follow-up actions, outcomes, objectives, and stakeholders' level of involvement.
  • The cross-department and cross-division disagreements are approached non-defensively, and contradictory opinions are used as a basis for constructive, productive conversations.
  • The communication based on organizational strategy is assured.
  • Ceremonies are aligned with the business needs and promote innovation through unbiased, respectful discussions.
  • Employees are successfully communicated regarding their impact on Secure Group's overall strategy and have the necessary context to achieve it.
  • Facilitates and inspires cross-teams and cross-divisions collaboration.
  • All necessary touchpoints are mapped and successfully executed with complete documentation. The participants are fully engaged throughout the process.
  • Stakeholders are frequently communicated on their impact and understand their role and expected outcomes in the ceremonies.
  • The organization is known for a culture of clear, concise, effective, audience-oriented communication, ensuring all participants actively listen to others and are understood.
  • Ceremonies promote collaboration within divisions.

L3 Business Leadership

Level 3
Business Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
Strategy Completeness / Core Duties
  • Doesn't work on business plans and doesn't get involved in strategic matters.
  • Creates business plans to achieve strategic goals.
  • Identifies and communicates cross-department opportunities for achieving business goals.
  • The Manager has a thorough understanding of the organization's strategy and makes final decisions on cross-department business plans that will reflect on different maps.
  • Creates business plans and coordinates communication with senior management to ensure strategic execution on all levels.
  • The Manager has a thorough understanding of the market and the industry's strategy.
  • Develops, modifies, and re-aligns business plans to achieve strategic maps and business goals that have a company-wide effect to ensure innovation.
  • Leads strategic organizational decisions and plans. Consistently works at a strategic level, influencing decisions to achieve organizational alignment on major goals.
Achievement / Performance
  • Action plans in the department are not well defined.
  • Business plans are not achieved.
  • Business plans are defined, communicated, and drilled down in the department.
  • Other Managers and subordinates are engaged through effective collaboration business plans are achieved.
  • Initiates conversations based on organizational strategy and principles with subordinates and other managers when appropriate.
  • He/she is fully equipped with strategic context to be able to drill down strategy in all levels of the departments.
  • Communicates effectively and in a goal-oriented way regarding strategic matters.
  • Business plans related to strategic goals of different departments are achieved.
  • The teams are strongly oriented towards goals and continuously monitor, report, and achieve the goals through business plans execution.
  • Strategic maps are achieved.
  • Fosters a culture across the organization of having conversations based on organizational strategy and principles to create alignment.
  • Ensures goals are understood and continuously worked towards across the organization through well-defined business plans.
  • Secure Group's overall strategy is achieved.

L3 Achievement: Capability Assessment Definition

It’s defined by the likelihood of success and execution of strategy based on capability management and understanding. That refers to leaders’ ability to excel in their core duties based on effectively assessing their team's and division's capability to manage campaigns, business plans, projects, initiatives, and achieve business goals. It’s divided into two categories:

  • General Factors

Owning the technical knowledge needed for the role, understanding the team's and/or division domain and the feasibility of their team's and/or division's technical knowledge, and the needed technical knowledge at a company level.

Score Definition
1 Limited Has a basic understanding of their team's overall domain, framework's Realm and SG strategic plan.
Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed.
2 Intermediate Has a complete understanding of framework's Realm and their team's domain, and how it contributes to the overall organization's strategy.
Has a complete understanding of their team's technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks.
3 Experienced Has a thorough understanding of framework's Realm and their team's overall domain, how it's built in the strategic map and how it contributes to overall business strategy.
Has a thorough understanding of their team's technical domain and has a complete understanding of adjacent teams' technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects.
4 Exceptional Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other.
  • Internal Factors

The leaders' Secure Group Knowledge in terms of who we are as a company and what we offer.

Score Definition
1 Limited Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains.
2 Intermediate Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains.
3 Experienced Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points.
4 Exceptional Has a thorough understanding of the entire business including all departments and teams domains.
L3 Capability Assessment Scoring
Capability Definition Criteria Score Additional Comment
Incomplete Manager has no strategic involvement due to incomplete approach General Factors 1 N/A
Internal Factors 1
Initial Manager's Strategic involvement is based on intuitive action - not organized, not explainable General Factors 1 or 2 Scores 2 in at least one criteria
Internal Factors 1 or 2
Managed Manager is successfully working and communicating on department's strategy - proven record General Factors 2 or 3 Scores 3 in at least one criteria
Internal Factors 2 or 3
Defined Manager is constantly working on department's and cross-department's succesfully communicating and providing strategic guidance General Factors 3 or 4 Scores 4 in at least one critera
Internal Factors 3 or 4
Optimal Manager works on organizational strategic matters and provides context at all levels General Factors 4 N/A
Internal Factors 4

L3 Achievement: Opportunity Finding Definition

Opportunity Category Definition
Experience Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes.
Exposure Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to Secure Group problems, and ability to reinvent him/herself when facing role changes.
L3 Opportunity Finding Scoring
Opportunity Category Definition Incomplete Initial Managed Defined Optimal
Experience Project & Task Complexity Works on projects and campaigns of limited scope in their own department and/or domain of knowledge. Works on projects, campaigns, and initiatives of moderate scope, including cross-department initiatives and/or various domains of knowledge. Works on business plans, initiatives, campaigns, and projects of diverse scope in his/her department and cross-department promoting alignment and ensuring dependencies are noticed. Works on unique tasks, business plans, initiatives, campaigns, and cross-department projects. Ensures organizational alignment. Works on business plans, initiatives, and projects that directly impact business success and investments. He/she is accountable for organization-wide initiatives.
Believability He/she was involved in the successful execution of a project, campaign, or initiative of limited scope. Does not demonstrate knowledge to participate in cross-department initiatives. Successfully managed some projects, campaigns, and initiatives achieving its major goals and have a great explanation of his/her approach when probed. Might lack the understanding to notice dependencies. Successfully managed some projects, campaigns, and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success. Possesses proven track of success and frequency on effectively managing business plans, initiatives, campaigns, and projects. Possess a proven track record of managing projects and business plans that have a company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enables growth.
Exposure Problem-Solving Explores and understands business challenges. Possesses the ability to apply solutions to known problems. Lacks the ability to explain the reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Can explain and has the ability to articulate the success factor. Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems. Monitors and reports department's action plans for business challenges. Develops new solutions for known problems new problems due to outstanding ability to drill down issues. Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions.
Ability to reinvent him/herself Does not find the skills and strengths to cope with fast needed changes and challenges (bounces back). Possess the skills and strengths to cope with new challenges but overcomes adversities without a clear action plan. The growth might be disorganized due to a lack of understanding of the new picture. Understands the new picture and traces a structured action plan to conquer new challenges Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. Taps into inner resources, skills, and strengths to constantly overcome adversities from fast changes.
Always makes sense of past experiences, has a proven record of reinventing him/herself, and uses new challenges as a tool for growth.
Knowledge of External Factors Does not possess market and industry knowledge. Has a basic understanding of the company’s industry, and market space. Has a complete understanding of the company’s industry, and market space. Has a thorough understanding of the company’s industry, competitors' strategies, and market space. Has a thorough understanding of the entire industry, competitors' strategies, market, business concepts, and technical concepts.
Opportunity Outlook It’s aware of the importance of being exposed to business-related matters within the Realms that affect his/her role but stays passive regarding it. Seeks business-related matters within the Realms of the framework and makes an effort to be exposed to them in order to acquire context. Understands that discomfort is part of the process. Successfully exposes him/herself to business-related matters of the framework's Realms to acquire context. Reframes discomfort as a signal of improvement. Consistently exposes him/herself to business-related circumstances within the framework's Realms and exercises proper judgment linking knowledge to Secure Group matters. Shows a proven record of trying, failing, and overcoming learning discomforts and challenges. Always exposes him/herself to business-related circumstances within the framework's Realms. Exercises independent judgment linking knowledge to Secure Group matters. Leads internal efforts to provide such context to different audiences
Communication & Approach Communication is ad-hoc and not structured. Communication is conscious and partially structured. Communication is open, with a fully defined and structured approach. Communication is open with a fully defined and structured approach. Communication is adequate according to different audiences. Communication is open, promotes effective collaboration, possesses a defined and structured approach. Communication is adequate according to different audiences from different levels of influence.
Risk Assessment Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting). Performs structured risk assessment, mainly in silos, and is aware of the benefits it brings to the organization. Performs goal-driven risk assessment. He/she is aware of the benefits and deploys them across the organization. Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined. Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders.
Relationship Building Works mostly on ad-hoc tasks at an operational level and struggles to understand what drives stakeholders. Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship. Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking. Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses. Acts as a strategic partner. Manages and communicates shared goals for maximizing value. Shares risks and rewards with stakeholders.
Score 1 1 and 2 2 and 3 3 and 4 4
L3 Capability Assessment & Opportunity Finding Matrix
Lvl3 capOpt.png

L3 People Management Leadership

People Management Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
Workforce Planning
& Development
Completeness / Core Duties
  • Level & Step reviews are not done or are not structured according to SGMM rules.
  • Manager is not aware of needed open positions to achieve the department's and/or division's objectives.
  • Evaluations are done according to SGMM rules and K-POCs are set up in the system with SMART goals.
  • Open positions in the department are mapped and with clear Responsibilities and Accountabilities and needed a set of knowledge (KAI).
  • Fosters a culture of effective communication regarding structured knowledge-sharing, high-performance, and their importance for the business.
  • Evaluations are done according to SGMM, and K-POCs are set up in the system with SMART goals.
  • Identifies knowledge GAP from internal references and creates relevant initiatives to mitigate them.
  • Open positions in the divisions/departments are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI)
  • Fosters a culture of documentation and knowledge sharing in the division/department.
  • Evaluations are done according to SGMM rules and K-POCs are set up in the system with SMART goals.
  • Frequently communicates with subordinates and other managers regarding objectives achievement enabling them to understand and assimilate what needs to be done to reach the next level of their career path.
  • Empowers other managers to cascade improvements to the teams.
  • Open positions in the divisions/departments are mapped and with clear Responsibilities and Accountabilities and needed set of knowledge (KAI).
  • Advises the Recruitment Team with outlining the skills, knowledge, and experience to fill in open management positions.
  • Fosters a culture of documentation and knowledge sharing across a variety of departments/divisions.
  • Evaluations are done according to SGMM rules and K-POCs are set up in the system with SMART goals.
  • Frequently communicates with subordinates and other managers regarding objectives achievement enabling them to understand and assimilate what needs to be done to reach the next level of their career path.
  • Empowers other managers to cascade improvements to the teams.
  • Advises the Recruitment Team with outlining the skills, knowledge, and experience to fill in open management positions.
  • Fosters a culture of documentation and knowledge sharing across the organization.
  • Promotes a knowledge-sharing and knowledge accountability culture within the company.
Achievement / Performance
  • The Manager achieves Grade 2 in the overall Department/Division KAI.
  • Growth expectations are not clear to subordinates.
  • The teams/divisions show a lack of progression due to non-set-up/non-defined K-POCs
  • Workforce planning is not done and hiring is on-demand (firefighting)
  • The Manager achieves Grade 2 in the overall Department/Division KAI.
  • Subordinates are aware of what's needed to grow. The manager helps their subordinates and other managers to overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
  • K-POCs are still solely the responsibility of the subordinates. The Manager doesn't provide coaching for them to achieve their K-POCs.
  • Shares knowledge with teammates and subordinates.
  • Workforce planning and hiring process are reactive and unplanned with uncertainty.
  • The Manager achieves Grade 3 in the overall Department/Division KAI.
  • The Manager successfully guides and coaches employees for them to achieve their K-POCs.
  • Growth is constant in the division/department.
  • Desirable turnover occurs reactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations.
  • Knowledge-sharing is effectively structured and effectively achieved cross-department/cross-division.
  • The Manager achieves Grade 4 in the overall Department/Division KAI for concepts.
  • The whole department/division has a successful record of leveling up and stepping up.
  • Leadership development is continuous.
  • Desirable turnover occurs proactively: an employee whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations.
  • Hiring process for Level 3 and UP ICs is successful due to the correct role definition
  • Departments/divisions are coached and trained through creative initiatives and action plans, which help eliminate the knowledge gaps
  • K-POCs cycles are always achieved. The department/division has a proven record of high performance.
  • Successfully communicates K-POCs progress, provides directions and context.
  • Other leaders are leveling up and stepping up on time based on effective coaching.
  • Embraces turnover. He/she is capable of taking the best out of the employees while they are in the company and manages employees leaving and coming in a healthy way.
  • All departments' KAIs are achieved, cross-department and cross-division knowledge sharing is structured. The organization is empowered and accountable for knowledge sharing.

L3 Adaptive Leadership

Adaptive Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
Get on the Balcony Ability to view the situation and the responses of participants from a mental “balcony”, from which one can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other employees engage in the adaptive challenge.
  • Doesn't observe the relationships between subordinates
  • Cannot recognize how people’s attention to one another can vary: supporting, thwarting, or listening
  • Doesn't Interprets data and behavioral patterns
  • No diagnosis ability
  • Observe the relationships in all levels of the teams/divisions
  • See how people’s attention to one another can vary: supporting, thwarting, or listening
  • Interprets data and behavioral patterns
  • Ability to identify and let go of those who can’t make the changes the challenge requires.
  • Understands the loss that is being asked for the teams/divisions to accept regarding the challenge.
  • Capable of naming the loss, be it a change in time-honored work routines or an overhaul of the company’s core values
  • Acknowledges the resulting discomfort
  • Diagnosis ability within the teams/divisions
  • Identifies potential opposition to acknowledge their own responsibility for whatever problems the organization currently faces.
  • Evaluates possible communication channels to address challenges at all levels.
  • Diagnosis ability within the teams/divisions and other leaders from different departments.
  • Recognized as the go-to person in terms of situational awareness.
  • Analyzes internal and external factors.
  • Communicates with managers from different departments to gather and analyze the context.
  • Understands people's behavior and anticipates them.
  • Monitors enough data in order to mobilize people from different levels and departments.
  • Diagnosis ability organizational-wide.

Space - Doesn't understand what's going on in the room/meeting/situation and cannot distinguish expected and unexpected situations.
Time - Doesn't have the ability to identify if the issue is routine or non-routine and therefore struggles to act in the required pace considering the consequences that are to come.
Object - Doesn't understand how things are organized.
People - o ability to read the people or to identify their mood and body language. Struggles to navigate between different audiences.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come.
Object - Sufficiently understands how things are organized.
People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences within the teams/divisions and sometimes in the organization. From time to time acts at the right pace and with the right language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come.
Object - Effectively understands how things are organized.
People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences within the teams/divisions and sometimes in the organization. Consistently acts at the right pace and with the right language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and has the ability to very often act at the required pace considering to avoid negative consequences.
Object - Understands how things are organized and understands very often the reason why they are organized in such way.
People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide: other leaderships and departments) at the right pace and language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly.
Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come.
Object - Understands how things are organized and why they are organized in such way.
People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and cross-department/division) at the right pace and language according to each of them.

Identify Adaptive Challenges Ability to identify challenges that require people to learn new ways of doing things, change their attitudes, values, and norms, and adopt an experimental mindset.
  • Doesn't identify adaptive challenges or identifies and doesn't act on them.
  • Identifies adaptive challenges and points out the need for change.
  • Identifies adaptive challenges and acts on them reactively.
  • Identifies adaptive challenges and acts on them by providing directions and the corporate context in a proactive way.
  • Identifies adaptive challenges
  • Provides context and coaching for the whole team to be able to balance the pros and cons and to act successfully on it
Regulate Distress Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself
  • Doesn't regulate distress on the teams and other departments/divisions.
  • Doesn't regulate distress on the teams and other departments/divisions.
  • Regulates distress in a reactive way (when realizes that managers and subordinates are already under stress).
  • Proactively regulates distress (avoid stress before it happens).
  • Regulates personal distress.
  • Protects the teams/divisions from any distress.
  • Conflict management.
  • Provides direction, protection, orientation, and productive norms.
Maintain disciplined attention Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue
  • Not capable of maintaining disciplined attention because of a lack of distress regulation.
  • Usually is not capable of maintaining disciplined attention because of a lack of distress regulation.
  • Employees' actions are reactive.
  • Very often can reframe the issue, debate it, and break it into parts.
  • Communicates on it with the teams and other managers. Aligns expectations.
  • Effectively ensures ceremonies and task prioritization
  • Promotes effective communication
  • Provides relevant context
  • Teams/divisions understand priorities
  • Brings attention back to the issue
  • Effective and clear communication at all levels and cross-department/division
Give the work back to the people Ability to place the work where it belongs, being willing to be part of the challenge rather than directing its solution by providing answers from a position of formal authority
  • Subordinates tend to follow instructions because of the Manager's authority position.
  • Subordinates tend to follow instructions because of the manager's authority position.
  • Delegates tasks effectively so people can focus on what's really important at the moment
  • Empowers teams/divisions through positive influence
  • Promotes learning and innovation
  • Manager is a teambuilder
  • Subordinates start sharing vision and values in order to get the work done.
  • Promotes a positive and creative culture.
  • The teams/divisions are empowered to get the work done.
  • The teams/divisions feel secure to experiment
Protect the voices from below Ability to give voice to all people willing to experiment and learn. Incentives original voices that routinely got discouraged or silenced in the organization even if they are not as articulate as one would wish.
  • Doesn't encourage the teams/divisions to share their opinion or doesn't act as an active listener.
  • Encourages the teams/divisions to share their opinion.
  • Not always achieves the expected results.
  • Can differentiate the "weight" of the voices.
  • Enables managers to protect voices.
  • Ability to filter voices from different audiences
  • Active listener
  • Promotes a culture of inclusion

Level 4 – Our transformational leaders

L4 Technical Leadership

Technical Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
RACI and CODE-KS Completeness / Core Duties
  • Does not set up processes for the organization.
  • Does not communicate regarding process management.
  • Takes ownership and responsibility for organizational practices and processes and their continuous improvement.
  • Defines processes at an organizational level.
  • Reviews critically cross-departments and or/ cross-division processes and re-aligns them to the business needs, the market, and other external factors.
  • Identifies dependencies across departments and promotes alignment for continuous improvement.
  • Reviews organization-wide processes critically and ensures projects are appropriately broken down and prioritized across the organization.
  • Promotes an organizational corporate culture focused on effective process management.
  • Promotes process accountability at an organizational level.
Achievement / Performance
  • The organization does not have structured processes that promote accountability or understand the importance of process management.
  • Processes are structured, promote accountability, and are managed proactively across the organization.
  • Comprehension of process management is achieved.
  • Ensures cross department's dependencies are noted and well understood by major stakeholders.
  • Organization-wide processes are successfully managed, constantly analyzed, and improved.
  • Processes management delivers a high impact on organization's performance.
  • Identifies dependencies across the organization, works to resolve them before they become an issue, and installs preventative measures to mitigate repeat occurrences.
  • Works across the organization to foster a culture of priority setting and urgency in alignment with organizational strategy.
  • Organizational process management is successfully aligned in business, market, and other external factors.
  • Processes are optimized and viewed as a competitive advantage by the company.
  • Successfully manages organization-wide processes, their progress, and deliverables.
  • Ensures expectations across the organization and external stakeholders are clarified.
  • Departments and divisions at all levels achieve an effective process management strategy that is structured, flexible, continuously improved and that promotes accountability.
  • Process management aids a tangible competitive advantage for the company.
Ceremonies Completeness / Core Duties
  • Understands the theoretical concept and importance of ceremonies.
  • Understands different departments' and divisions' ceremonies and works with subordinates and other managers to resolve disagreements in a healthy manner.
  • Identifies the purpose and the needed stakeholders of ceremonies.
  • Structures ceremonies and communicates the desired outcomes based on organizational needs.
  • Fosters a culture where people are encouraged to share their opinions and function well across diverse groups.
  • Builds ceremonies based on the needs of a variety of departments and divisions.
  • Encourages the teams, divisions, and departments to openly share their opinions, integrates their point of view, and coaches them to contribute to discussions in a respectful manner.
  • Fosters a culture of clear, concise, effective, audience-oriented communication with other managers and subordinates.
  • Effectively communicates cross-dependencies between projects and re-aligns the efforts through ceremonies to successfully achieve goals in different departments and divisions.
  • Facilitates engagement between other managers, departments, divisions, and stakeholders to contribute to discussions in a respectful manner.
  • Improves and monitors the current needs of different departments and divisions and serves as an advisor in cross-department and cross-division ceremonies to accomplish business needs.
  • Influences, plans, and leads decisions in different departments and divisions.
  • Re-aligns ceremonies with business needs and communicates effectively on such changes.
  • Communicates effectively with all stakeholders, so they are fully aware of the ceremony's purpose and goals and what is their impact on it before the actual ceremony.
  • Re-aligns ceremonies with business needs and market strategy. Communicates effectively on such changes.
  • Fosters a culture of clear, concise, effective, audience-oriented communication across the whole organization.
  • Ceremonies are designed to aid competitive advantage.
Achievement / Performance
  • Ceremonies happen without previous organization and in an unstructured way.
  • Ceremonies are not followed and their importance is not understood.
  • Executes ceremonies and tries to bring some structure to them (might lack knowledge and/or judgment regarding expectations and outcomes.)
  • Departments and divisions are encouraged to openly share their opinions.
  • The departments and divisions understand the importance of effective communication in an audience-oriented way, in written and verbal form but do not implement it.
  • The manager conducts conversations based on organizational strategy and principles with subordinates and other managers when appropriate to ensure alignment.
  • Managers and subordinates contribute to ceremonies in a respectful and non-biased manner.
  • Ceremonies' importance is understood by the teams, divisions and departments.
  • Actively listens to others and ensures they are understood. Respects the time of the audience.
  • Departments and divisions have structured ceremonies, and stakeholders are engaged in the execution of such ceremonies. Issues have defined action steps and are reviewed as a follow-up.
  • The right stakeholders are effectively involved for problem resolution through clear, concise communication in written and verbal form both technical and non-technical subjects and in an audience-oriented way.
  • The departments and divisions are empowered to share concerns and action plans in an unbiased way and are capable of having conversations based on organizational strategy and principles to create alignment.
  • The departments and divisions have a shared understanding of the desired outcomes and are open to changing their perspective and plans based on others' input.
  • Ceremonies are successfully designed, structured, executed, and have complete documentation: follow-up actions, outcomes, objectives, and stakeholders' level of involvement.
  • Organizational disagreements are approached non-defensively, and contradictory opinions are used as a basis for constructive, productive conversations.
  • The communication based on organizational strategy is assured.
  • Ceremonies are aligned with the business needs and promote innovation through unbiased, respectful discussions.
  • Organization is successfully communicated regarding the impact on overall strategy and has the necessary context to achieve it.
  • Facilitates and inspires cross-department collaboration and collaboration with other divisions.
  • All organizational necessary touchpoints are mapped and successfully executed with complete documentation. The participants are fully engaged throughout the process.
  • Stakeholders are frequently communicated on their impact and understand their role and expected outcomes in the ceremonies.
  • The organization is known for a culture of clear, concise, effective, audience-oriented communication, ensuring all participants actively listen to others and are understood.
  • Ceremonies promote collaboration within the company.

L4 Business Leadership

Level 4
Business Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
Strategy Completeness / Core Duties
  • Doesn't work on strategic maps and doesn't get involved in organizational strategic matters.
  • The Manager has a thorough understanding of the entire business, organizational strategy (strategic maps), including all department's domains, and how they contribute to the overall strategy.
  • Identifies and communicates cross-department opportunities and defines maps with other level 4 managers and shareholders.
  • The Manager effectively communicates cross-dependencies between strategic maps and re-aligns the efforts to successfully define them in different departments and divisions.
  • The Manager defines and communicates strategic priorities with executives and shares the context with subordinates.
  • The Manager has a thorough understanding of the market and the industry's strategy. Considers external factors and builds an organizational strategy that will aid competitive advantage.
  • Leads strategic organizational decisions and plans. Works with no exception at a strategic level, influencing upper management decisions to achieve organizational alignment on major goals.
Achievement / Performance
  • Secure Group's overall strategy is not well-defined and achieved.
  • Senior management is not aware of organizational strategic matters.
  • Fosters a culture within the senior management of having conversations based on organizational strategy and principles to create alignment.
  • The department's map is achieved.
  • Strategic maps are defined and communicated. Secure Group's overall strategy is defined and achieved.
  • Managers are successfully communicated regarding their team's impact on Secure Group's overall strategy and have the necessary context to achieve it and drill down to all levels in their departments.
  • Secure Group's overall strategy is overachieved.
  • Fosters a culture across the organization of having conversations based on organizational strategy and principles to create alignment.
  • Acts as a spokesperson for Secure Group Strategic Plan and has a thorough holistic understanding of the business.
  • Ensures that Secure Group's strategic management is part of the corporate culture.


L4 Achievement: Capability Assessment Definition

It’s defined by the likelihood of success and execution of strategy based on capability management and understanding. That refers to leaders’ ability to excel in their core duties based on effectively assessing their team's and division's capability to manage campaigns, business plans, projects, initiatives, and achieve business goals. It’s divided into two categories:

  • General Factors

Owning the technical knowledge needed for the role, understanding the team's and/or division domain and the feasibility of their team's and/or division's technical knowledge, and the needed technical knowledge at a company level.

Score Definition
1 Limited Has a basic understanding of their team's overall domain, framework's Realm and SG strategic plan.
Lacks understanding of his/her team's technical domain or does not possess the needed technical knowledge to succeed.
2 Intermediate Has a complete understanding of framework's Realm and their team's domain, and how it contributes to the overall organization's strategy.
Has a complete understanding of their team's technical domain but lacks judgment on how to apply technical skills on projects and when delegating tasks.
3 Experienced Has a thorough understanding of framework's Realm and their team's overall domain, how it's built in the strategic map and how it contributes to overall business strategy.
Has a thorough understanding of their team's technical domain and has a complete understanding of adjacent teams' technical domains. It’s capable of successfully delegate and evaluate tasks and cross-department projects.
4 Exceptional Has a thorough understanding of the entire business, including all department's technical domains, and how they co-relate to each other.
  • Internal Factors

The leaders' Secure Group Knowledge in terms of who we are as a company and what we offer.

Score Definition
1 Limited Has a basic organizational understanding of company’s business. Has a basic understanding of adjacent teams' business domains.
2 Intermediate Has a complete organizational understanding of company’s business. Strong knowledge of adjacent teams' business domains.
3 Experienced Has a thorough organizational understanding of company’s business. Has a thorough understanding of adjacent teams' strategies and how they map to their team and interaction points.
4 Exceptional Has a thorough understanding of the entire business including all departments and teams domains.
L4 Capability Assessment Scoring
Capability Definition Criteria Score Additional Comment
Incomplete Manager has no strategic involvement due to incomplete approach General Factors 1 N/A
Internal Factors 1
Initial Manager's Strategic involvement is based on intuitive action - not organized, not explainable General Factors 1 or 2 Scores 2 in at least one criteria
Internal Factors 1 or 2
Managed Manager is successfully working and communicating on department's strategy - proven record General Factors 2 or 3 Scores 3 in at least one criteria
Internal Factors 2 or 3
Defined Manager is constantly working on department's and cross-department's succesfully communicating and providing strategic guidance General Factors 3 or 4 Scores 4 in at least one critera
Internal Factors 3 or 4
Optimal Manager works on organizational strategic matters and provides context at all levels General Factors 4 N/A
Internal Factors 4

L4 Achievement: Opportunity Finding Definition

Opportunity Category Definition
Experience Knowledge that comes from on-the-job experiences and practical contact that equipped managers with the opportunity to discover and develop job-related skills, address challenges, and learn from their mistakes.
Exposure Ability to expose themselves to our challenges, level of market knowledge, ability to find and structure solutions to Secure Group problems, and ability to reinvent him/herself when facing role changes.
L4 Opportunity Finding Scoring
Opportunity Category Definition Incomplete Initial Managed Defined Optimal
Experience Project & Task Complexity Works on projects and campaigns of limited scope in their own department and/or domain of knowledge. Works on projects, campaigns, and initiatives of moderate scope, including cross-department initiatives and/or various domains of knowledge. Works on business plans, initiatives, campaigns, and projects of diverse scope in his/her department and cross-department promoting alignment and ensuring dependencies are noticed. Works on unique tasks, business plans, initiatives, campaigns, and cross-department projects. Ensures organizational alignment. Works on business plans, initiatives, and projects that directly impact business success and investments. He/she is accountable for organization-wide initiatives.
Believability He/she was involved in the successful execution of a project, campaign, or initiative of limited scope. Does not demonstrate knowledge to participate in cross-department initiatives. Successfully managed some projects, campaigns, and initiatives achieving its major goals and have a great explanation of his/her approach when probed. Might lack the understanding to notice dependencies. Successfully managed some projects, campaigns, and initiatives achieving its major goals. He/she is endorsed by senior employees or subject experts regarding execution success. Possesses proven track of success and frequency on effectively managing business plans, initiatives, campaigns, and projects. Possess a proven track record of managing projects and business plans that have a company-wide impact. Constantly develops new skills and industry knowledge with the company’s best interest in mind and enables growth.
Exposure Problem-Solving Explores and understands business challenges. Possesses the ability to apply solutions to known problems. Lacks the ability to explain the reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Develops and formulates new solutions for existing business challenges. Possess great reasoning of the cause-effect relationship regarding aspects of his/her project, campaign, or initiative. Can explain and has the ability to articulate the success factor. Plans and executes action plans for business challenges. Develops new solutions for known problems and extends known solutions to new problems. Monitors and reports department's action plans for business challenges. Develops new solutions for known problems new problems due to outstanding ability to drill down issues. Monitors and reports business challenges and ensures execution of action plans on an organizational level. Reflects on business anticipating new challenges and formulating new solutions.
Ability to reinvent him/herself Does not find the skills and strengths to cope with fast needed changes and challenges (bounces back). Possess the skills and strengths to cope with new challenges but overcomes adversities without a clear action plan. The growth might be disorganized due to a lack of understanding of the new picture. Understands the new picture and traces a structured action plan to conquer new challenges Completely understands the new picture and traces action plans. Always overcomes adversities that come from fast changes and effectively manages new challenges using them as a tool for growth. Taps into inner resources, skills, and strengths to constantly overcome adversities from fast changes.
Always makes sense of past experiences, has a proven record of reinventing him/herself, and uses new challenges as a tool for growth.
Knowledge of External Factors Does not possess market and industry knowledge. Has a basic understanding of the company’s industry, and market space. Has a complete understanding of the company’s industry, and market space. Has a thorough understanding of the company’s industry, competitors' strategies, and market space. Has a thorough understanding of the entire industry, competitors' strategies, market, business concepts, and technical concepts.
Opportunity Outlook It’s aware of the importance of being exposed to business-related matters within the Realms that affect his/her role but stays passive regarding it. Seeks business-related matters within the Realms of the framework and makes an effort to be exposed to them in order to acquire context. Understands that discomfort is part of the process. Successfully exposes him/herself to business-related matters of the framework's Realms to acquire context. Reframes discomfort as a signal of improvement. Consistently exposes him/herself to business-related circumstances within the framework's Realms and exercises proper judgment linking knowledge to Secure Group matters. Shows a proven record of trying, failing, and overcoming learning discomforts and challenges. Always exposes him/herself to business-related circumstances within the framework's Realms. Exercises independent judgment linking knowledge to Secure Group matters. Leads internal efforts to provide such context to different audiences
Communication & Approach Communication is ad-hoc and not structured. Communication is conscious and partially structured. Communication is open, with a fully defined and structured approach. Communication is open with a fully defined and structured approach. Communication is adequate according to different audiences. Communication is open, promotes effective collaboration, possesses a defined and structured approach. Communication is adequate according to different audiences from different levels of influence.
Risk Assessment Performs ad-hoc risk assessment and depends primarily on individual capabilities (fire-fighting). Performs structured risk assessment, mainly in silos, and is aware of the benefits it brings to the organization. Performs goal-driven risk assessment. He/she is aware of the benefits and deploys them across the organization. Risk assessment is built in the decision making and it’s quantitatively and qualitatively defined. Risk assessment is incorporated into business planning and strategic thinking. It’s sustainable and englobes the areas of activity of all stakeholders.
Relationship Building Works mostly on ad-hoc tasks at an operational level and struggles to understand what drives stakeholders. Demonstrates some misperceptions towards stakeholders but embraces the reality of existing business capabilities to drive the relationship. Acts as a service provider focused on benefits for both Secure Group and stakeholders. Starts engaging them in strategic thinking. Act as a trusted advisor. Promotes cooperation and innovation based on mutual respect and understanding of businesses. Acts as a strategic partner. Manages and communicates shared goals for maximizing value. Shares risks and rewards with stakeholders.
Score 1 1 and 2 2 and 3 3 and 4 4
L4 Capability Assessment & Opportunity Finding Matrix
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L4 People Management Leadership

People Management Leadership
Criteria Step A Step 1 Step 2 Step 3 Step 4
Workforce Planning
& Development
Completeness / Core Duties
  • Doesn't communicate with leaders and subordinates according to SGMM concepts and rules.
  • Leadership positions are not mapped
  • Coaches employees in the Management Path regarding the four required leadership categories.
  • Coaches senior ICs
  • Maps and defines leadership and senior open positions in the departments/divisions.
  • Communicates with leaders regarding the departments/divisions performance gap and provides direction.
  • Leadership open positions in the departments/divisions are mapped and with clear Responsibilities and Accountabilities and the needed set of knowledge. The Manager knows exactly what to test in each candidate in terms of knowledge and skills
  • Considers market and business strategy to coach employees to achieve their K-POCs.
  • Management layer has defined K-POC. Frequently communicates with them regarding objectives' achievement.
  • Leadership open positions in the departments/divisions are mapped and with clear Responsibilities and Accountabilities and the needed set of knowledge. The Manager knows exactly what to test in each candidate in terms of knowledge and skills
  • Coaches leaders, so they understand what's required from their departments regarding performance.
  • Clearly communicates K-POCs to each leader to understand and assimilate what needs to be done to reach the next level of their career path.
  • Manager possesses the ability for international and high-level networking.
Achievement / Performance
  • Growth expectations are not clear to leaders and subordinates.
  • The leaders and subordinates show a lack of progression due to non-set-up/non-defined K-POCs.
  • Leaders and subordinates are aware of what's needed to grow but coaching is not structured.
  • Helps employees to overcome obstacles, resolve blockers, and complete work tasks. Gives or shares credit where due.
  • Management workforce planning and hiring process are reactive and unplanned with uncertainty.
  • Manager successfully guides leaders and subordinates for them to achieve their K-POCs.
  • Growth is constant at an organizational level.
  • Desirable turnover occurs reactively: a leader whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations.
  • Leadership and senior roles are filled in.
  • The whole company has a successful record of leveling up and stepping up.
  • Leadership development is successful. Manager avoids leadership stagnation through coaching and mentoring. Lower-level managers are coached and trained through knowledge-sharing initiatives and action plans, which help eliminate organizational knowledge gaps.
  • Desirable turnover occurs proactively: a leader whose performance falls below the company’s expectations is replaced by someone whose performance meets or exceeds expectations.
  • Hiring process for leaders is usually successful due to the correct role definition
  • K-POCs cycles are always being achieved at an organizational level. Employees being responsible/accountable for their growth. All managers successfully communicate the progress, provide directions and context, and promote a high-performance corporate culture.
  • Leaders are constantly growing in the 4 perspectives of leadership and able to coach subordinates. Lower-level managers are engaged in the organizational knowledge management strategy.
  • The Manager embraces turnover in terms of being capable of taking the best out of the leaders while they are in the company and is capable of managing employees leaving and coming in a healthy way.
  • Hiring process for leaders and senior positions has a track record of being successful due to correct role definition.

L4 Adaptive Leadership

Adaptive Leadership
Perspective Step A Step 1 Step 2 Step 3 Step 4
Get on the Balcony Ability to view the situation and the responses of participants from a mental “balcony”, from which one can see patterns, minimize one's own emotional responses and react (or not!) in ways that will help the other employees engage in the adaptive challenge.
  • No diagnosis ability
  • Has enough market experience.
  • Capable of making assertive assumptions.
  • Doesn't analyze internal data.
  • Analyzes internal data.
  • Ability to put himself/herself in different "shoes" per department to understand patterns.
  • Doesn't get attached to personal biases, and it's willing to see things from different perspectives.
  • Recognized as the go-to person in terms of situational awareness.
  • Engages with all types of audience, always providing insights with the support of data.
  • Has enough knowledge to identify other people's personal opinions to relevant information.
  • Analyzes internal and external factors, assumptions, and market information.
  • Communicates effectively with managers from different departments to exchange context for different roles.
  • Understands people's behavior and anticipates them by providing enough data to address challenges.
  • Knows how to navigate between completely different audiences disregarding the level.

Space - Doesn't understand what's going on in the room/meeting/situation and cannot distinguish expected and unexpected situations.
Time - Doesn't have the ability to identify if the issue is routine or non-routine and therefore struggles to act in the required pace considering the consequences that are to come.
Object - Doesn't understand how things are organized.
People - No ability to read the people or to identify their mood and body language. Struggles to navigate between different audiences.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Occasionally reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and occasionally acts at the required pace considering the consequences that are to come.
Object - Sufficiently understands how things are organized.
People - Reads the people. Identifies their mood and body language. Reads between the lines and occasionally have the ability to navigate between different audiences within the teams/divisions/departments and sometimes in the organization. From time to time acts at the right pace and with the right language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations. Consistently reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and consistently acts at the required pace considering the consequences that are to come.
Object - Effectively understands how things are organized.
People - Reads the people. Identifies their mood and body language. Reads between the lines and consistently have the ability to navigate between different audiences within the teams/divisions/departments and sometimes in the organization. Consistently acts at the right pace and with the right language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations and very often reacts to them accordingly.
Time - Identifies if the issue is routine or non-routine and has the ability to very often act in the required pace considering to avoid negative consequences.
Object - Understands how things are organized and understands very often the reason why they are organized in such way.
People - Reads the people. Identifies their mood and body language and possible reactions. Reads between the lines and can very often navigate between different audiences (including organization-wide: other leaderships and departments/divisions) at the right pace and language.

Space - Understands what's going on in the room/meeting/situation and can distinguish expected and unexpected situations, always reacting to them accordingly.
Time - Identifies if the issue is routine or non-routine and always acts at the required pace considering the consequences that are to come.
Object - Understands how things are organized and why they are organized in such way.
People - Reads the people. Identifies their mood and body language. Reads between the lines and navigates between different audiences (organization-wide, external stakeholders, and cross-department/division) at the right pace and language according to each of them.

Identify Adaptive Challenges Ability to identify challenges that require people to learn new ways of doing things, change their attitudes, values, and norms, and adopt an experimental mindset.
  • Doesn't identify adaptive challenges or identifies and doesn't act on them.
  • Identifies adaptive challenges and points out the need for change.
  • Identifies adaptive challenges and acts on them reactively.
  • Identifies adaptive challenges and acts on them by providing directions and the corporate context in a proactive way.
  • Identifies adaptive challenges
  • Provides context and coaching for the whole team/division/department to be able to balance the pros and cons and to act successfully on it
Regulate Distress Ability to enable employees to see the need for change, while ensuring they do not become overwhelmed by the change itself
  • Doesn't regulate distress on the teams/divisions/departments and other departments.
  • Doesn't regulate distress on the teams/divisions/departments and other departments.
  • Regulates distress in a reactive way (when realizes that managers are panicking).
  • Regulates personal distress.
  • Proactively regulates distress (avoid stress before it happens).
  • Succeeds in conflict management.
  • Protects the teams/divisions/departments from any distress.
  • Provides direction, protection, orientation, and productive norms.
Maintain disciplined attention Ability to counteract any type of distraction that prevent people from dealing with the adaptive issue
  • Not capable of maintaining disciplined attention because of a lack of distress regulation.
  • Usually is not capable of maintaining disciplined attention because of a lack of distress regulation.
  • Employees' actions are reactive.
  • Very often can reframe the issue, debate it, and break it into parts.
  • Communicates on it with the managers.
  • Align expectations cross-department and with upper management.
  • Effectively ensures ceremonies prioritization.
  • Promotes effective communication.
  • Managers understand the priorities and are armed with the knowledge to drill them down.
  • Provides relevant context.
  • Brings attention back to the macro situation in which the issue arose.
  • Effective and clear communication to senior management and upper management.
Give the work back to the people Ability to place the work where it belongs, being willing to be part of the challenge rather than directing its solution by providing answers from a position of formal authority
  • Subordinates tend to follow instructions because of the Manager's authority position.
  • Subordinates tend to follow instructions because of the Manager's authority position.
  • Teams/divisions/departments are empowered through effective communication and collaboration.
  • Manager forms strategic alliances.
  • Acts as a partner for the teams/divisions/departments to get the work done.
  • Approaches a long term perspective when giving the work back to people.
  • Promotes employee fulfillment organization-wide.
Protect the voices from below Ability to give voice to all people willing to experiment and learn. Incentives original voices that routinely got discouraged or silenced in the organization even if they are not as articulate as one would wish.
  • Doesn't encourage the teams/divisions/departments to share their opinion or doesn't act as an active listener.
  • Encourages the teams/divisions/departments to share their opinion.
  • Not always achieves the expected results.
  • Active listener with the ability to filter voices from different departments.
  • Managers' discussions and conflicts happen in a productive manner.
  • Promotes a culture of inclusion.
  • Integrates upper management and senior management concerns into their perspective and plans.
  • The organization is empowered to share concerns in a productive manner.
  • Effective communication is part of the corporate culture.

Key Concepts

Core Duties

  • Level 1 managers are responsible for coordinating processes and stakeholders which means their main differentiator is Technical Leadership.
  • Level 2 managers are responsible for their division's performance and people's growth so even though they have to focus on Career Leadership, their main differentiator is Business Leadership through experience and exposure.
    • Level 2 Step 1 and Step 2 managers are still involved in the operation and execution of their department's processes while Level 2 Step 3 and Step 4 are responsible for process management on a higher level of report, design, automation, and monitoring.
  • Level 3 managers are responsible for coaching and ensuring people's growth in more than one division/team which requires proficiency in Business Leadership but the way of achieving this high-performance mindset is through Adaptive Leadership and it's the main differentiator for the level.
  • Level 4 managers focus on the organization's performance, growth, and alignment which means their main focus and differentiator is related to Organizational transformation.

Levels Rules - Hiring and Promotion

  • To be hired or promoted as a Manager Level 3 and 4 you must have proven experience in the external factors capability category.
  • You cannot be hired or promoted at a higher level than Level 2 Step 2 if you don't have proven experience in opportunity finding related to our business and/or industry. For Level & Step Reviews we will consider the experience acquired in our company and projects.
  • You cannot be hired at a higher level than Level 2 Step 2 if you were not previously exposed to our market and/or type of technical and business challenges.
  • For Business Leadership, if you score the Incomplete or Initial rating in Experience, it's mandatory to score Managed or higher in Exposure.