“How” We Do It
An Introduction to NSLIJ’s Behavioral Expectations Model
Objectives
 Provide an overview of what behavioral expectations are,
why they are important, and how we use them.
 Provide a deeper understanding of NSLIJs Behavioral
Expectations Model.
 Collectively describe what good looks like for each behavior
related to your role/the roles you support.
Why do we use
behavioral expectations?
 Creates a common understanding of what good performance
looks like.
 Gives us a “language” to communicate with one another
around the picture of success.
 Defines expectations on how an employee should act at work
to have the best results in their role.
 Ensures a level of consistency in how we make decisions
around our talent.
 Gives us the ability to differentiate performance.
 Help us focus our employees on the behaviors that will make
the most difference in NSLIJ's success.
Behavioral Expectations are
utilized throughout an Employee’s lifecycle
 NSLIJ's behaviors and expectations model is used for
more than just annual performance reviews.
 They are utilized across the entire employee life cycle.
 All of our talent practices are anchored in the
behavioral model.
Using the model to
select candidates
• The model is used to assess past
performance as a predictor of
future success.
• The behavioral interviewing tool
provides recommended questions
that you may use to assess
whether or not you would consider
each behavior a strength or gap for
the candidate.
• A simple rating scale is provided to
help you document how each
candidate compares relative to one
another.
Using the behavioral expectations
model to differentiate performance
Using the model to identify
gaps and develop future talent
Our Core Behaviors
Can you guess the behavior?
EXECUTION
DEFINITION
 Displays technical and functional expertise.
 Takes ownership of work.
 Structures job tasks.
 Maintains appropriate pace in handling multiple
deadlines to achieve excellence.
Can you guess the behavior?
ORGANIZATIONAL
AWARENESS
DEFINITION
 Understands how to overcome obstacles
 Ably works through the realities of a large
healthcare organization.
 Applies best approaches to achieve business goals.
Can you guess the behavior?
ENABLE
CHANGE
DEFINITION
 Willingly adapts to shifting business needs.
 Seeks opportunities to champion new processes
and ideas.
 Anticipates and responds to change to improve
work outcomes.
Can you guess the behavior?
DEVELOPING
SELF
DEFINITION
 Takes consistent action to increase knowledge and
skills.
 Embraces challenging assignments.
 Seeks learning opportunities to enhance
performance.
What Does Good Look Like?
Activity:
Each table will be assigned one behavior from our core behaviors and
expectations model. Within your table teams, work together to
complete the following:
Step 1 (5 Minutes)
Using a flipchart, create a list of attributes that define your assigned
behavior.
Step 2 (5 minutes)
Develop a “Bumper Sticker” slogan or
picture that represents the behavior.
Execution
Individual
Contributor
• Completing assigned
tasks accurately and
within established
timeframes and budget.
• Adopting a resourceful
and results-driven
approach.
Team
Leader
Operational/Strategic
Leader
• Ensures team
performance in achieving
excellence by:
• Organizing resources,
• Adjusting for
complexities,
• Measuring results,
• Planning for
improvements.
• Creating a culture of
excellence and
accountability through:
• Motivation of talent,
• Translation of strategy
into reality,
• Exercising sound
judgment,
• Aligning
communication,
people, processes and
resources.
Organizational Awareness
Individual
Contributor
• Collaborating with peers,
managers and customers
to solve problems within
the guidelines of key
policies and practices.
Team
Leader
Operational/Strategic
Leader
• Displaying superior
• Understanding the
understanding of:
competition.
• Group behavior and
organizational politics, • Creating solid cross• Culture and operations. functional partnerships.
• Exhibits strong decisionmaking skills that align to
key business priorities
and objectives.
• Successfully navigating
the organization’s culture
to obtain the buy-in
necessary to drive critical
business outcomes.
Enable Change
Individual
Contributor
• Seeking and acting on
feedback to identify
improvement
opportunities.
• Displaying enthusiasm
for expanding one’s
knowledge and scope.
• Thinking differently to
find new solutions.
Team
Leader
• Regularly offering
feedback.
• Analyzing successes and
failures to identify
improvement
opportunities.
• Planning for and creating
opportunities to
implement process
enhancements within the
team.
Operational/Strategic
Leader
• Creating a climate that
embraces new and
different solutions.
• Removing barriers that
limit change
• Maintaining a global line
of sight.
• Gaining commitment and
partnership from others
to execute change plans.
Developing Self
Individual
Contributor
Team
Leader
Operational/Strategic
Leader
• Holds self accountable for becoming a subject matter expert within one’s own job
role, seeks performance-related feedback, and identifies learning opportunities to
explore with one’s manager.
Our Leadership Behaviors
Can you guess the behavior?
MANAGERIAL
COURAGE
DEFINITION
 Acts with conviction to make the right decisions for
the right reasons.
 Exercises sound judgment and takes action to
preserve the integrity of the organization.
Can you guess the behavior?
MOTIVATING &
INSPIRING OTHERS
DEFINITION
 Leverages and embraces diversity.
 Shares wins and successes.
 Motivates and energizes others to achieve highlevel results.
Can you guess the behavior?
STRATEGIC
AGILITY
DEFINITION
 Seeks opportunity to gain/share expertise with
other areas to create innovative strategies.
 Exercises both narrow and broad perspective to
ensure business success.
Can you guess the behavior?
DEVELOPING
OTHERS
DEFINITION
 Continuously seeks opportunity to develop the
capabilities of others.
 Provides challenging stretch assignments and tasks
to enhance departmental performance.
What Does Good Look Like?
Activity: (10 Minutes)
Each table will be assigned one leadership behavior from our behaviors and
expectations model. Within your table teams, work together to complete the
following:
Using a flipchart, in your own words, describe
what it means to do ___________.
Managerial Courage
Team
Leader
• Adhering to a strict ethical and moral
code in all business decisions and
dealings with people.
• Delivering critical messages honestly
and effectively.
Operational/Strategic
Leader
• Empowering others to make ethical
decisions.
• Removing political barriers that may
limit or prevent positive change.
• Implements practices to ensure that
• Displaying the ability to make difficult
employees are held accountable for
decisions in a timely manner, rewarding
their behavior and performance at all
those who display desirable behaviors,
levels.
and holding direct reports accountable
• Ensures all employees in area(s) of
for poor performance.
responsibility comply with mandatory
• Ensures direct reports are compliant
training, educational requirements and
with mandatory trainings, educational
system initiatives.
processes and system initiatives.
Motivating and Inspiring Others
Team
Leader
Operational/Strategic
Leader
• Celebrating the efforts and
achievements of individuals and teams.
• Creates opportunities to promote team
successes at department & system level.
• Creating a feeling of belonging within
the team.
• Manages with an “open door” policy,
ensures assigned area(s) understand
how each contributes to the larger
goals of the organization.
• Conveying confidence in the ability of
others to make valuable contributions,
• Ensures team members have the skills,
support and resources necessary to
produce the desired results.
• Ensures team members are rewarded
for good performance, and that, when
appropriate, consequences are
delivered to drive the right behaviors.
• Continuously takes inventory to ensure
assigned area(s) have resources
necessary to achieve superior results.
• Empowers leaders to reward
employees for good performance and
to deliver consequences, as appropriate,
to drive the right behaviors.
Strategic Agility
Team
Leader
Operational/Strategic
Leader
• Demonstrating complete understanding • Ensuring operations of assigned area(s)
of department’s workflow, operations
align with the larger organizational
and necessary skill sets,
goals.
• Leverage the talents of the team to
brainstorm and anticipate future
consequences and solutions.
• Partner with other areas to share
knowledge and influence strategy
development outside of normal defined
scope.
• Establish formal and informal processes
for high performers to become involved
in cross-organizational improvement
efforts.
• Leverage connections with other
organizational leaders to develop and
execute breakthrough strategies that
impact organizational operations on
multiple levels.
Developing Others
Team
Leader
• Holding frequent performance and
development discussions with direct
reports.
• Provide diverse opportunities for team
participation in projects outside of
normal defined scope.
• Shaping team roles to leverage skills,
build capabilities and foster team
collaboration.
Operational/Strategic
Leader
• Developing high performers through
mentorship and coaching.
• Creating opportunities for joint
problem-solving and cross-functional
learning through shared projects.
• Embracing feedback for one’s own
improvement.
Recap
 We reviewed why having a behavioral expectation model
is important, and how we use them to:

Differentiate performance

Identify gaps and develop future talent

Behavioral interviewing
 We took a deeper dive into how each of our core and
leadership behaviors are defined.
 We took some time as a group to describe what good
looks like for each behavior related to your role/the roles
you support.
My Commitments
• What steps can you take to ensure you
embody these behaviors?
• What will you do to ensure your team
understands these behaviors and how they
will be evaluated against them?