FGCU Performance Management
Competency Library
Florida Gulf Coast University Human Resources, April 2013
Florida Gulf Coast University Performance Management Core Competency Library
Table of Contents
Change Management ........................................ 1
Perspective & Understanding Others ................ 10
Delegation .......................................................... 21
Adaptability.......................................................... 1
Leadership........................................................... 11
Developing Direct Reports and Others.............. 22
Dealing with Ambiguity ....................................... 1
Command Skills .................................................. 11
Directing and Measuring Others ....................... 22
Facilitating Change ............................................... 2
Ethics and Values ............................................... 12
Effective Hiring and Staffing .............................. 23
Gaining Commitment ........................................... 2
Integrity and Trust ............................................. 12
Fairness to Direct Reports ................................. 23
Innovation Management ..................................... 3
Managing Vision and Purpose ........................... 13
Knows the Team ................................................ 24
Stress Tolerance ................................................... 3
Stakeholder Focus .............................................. 13
Managing Through Systems .............................. 24
Communication ................................................... 4
Strategic Agility – Visioning ............................... 14
Motivating Others .............................................. 25
Communication .................................................... 4
Timely Decision Making ..................................... 14
Organizational Know-How ................................. 26
Informing .............................................................. 4
Other ..................................................................... 15
Valuing Diversity ................................................ 27
Listening ............................................................... 5
Action Oriented.................................................. 15
Work Process ..................................................... 28
Persuasiveness ..................................................... 5
Active Learning................................................... 15
Continuous Improvement.................................. 28
Presentation Skills ............................................... 6
Contributes to Team Success ............................. 16
Information Monitoring..................................... 28
Written Communications .................................... 6
Decision Making ................................................. 16
Managing Work/Time Management ................. 29
Interpersonal Relationships ............................ 7
Drive ................................................................... 17
Meeting Leadership ........................................... 29
Approachability .................................................... 7
Follow-Up ........................................................... 17
Meeting Participation ........................................ 29
Boss Relationships ............................................... 7
Ownership/Accountability ................................ 17
Planning and Organizing .................................... 30
Collaboration ....................................................... 7
Technical/Functional Skills and Learning .......... 18
Problem Solving ................................................. 30
Composure ........................................................... 8
Supervision ......................................................... 19
Process Management ........................................ 31
Conflict Management .......................................... 8
Builds Effective Teams ....................................... 19
Interpersonal Know-How .................................... 9
Building Partnerships ......................................... 20
Interpersonal Negotiation ................................... 9
Coaching ............................................................. 20
Peer Relationships ............................................. 10
Confronting Direct Reports................................ 21
Resource Utilization ........................................... 31
Safety Awareness ............................................... 32
Safety Intervention ............................................ 32
Technical/Professional Knowledge and Skills .. 32
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Change Management
Adaptability
Adaptability- Maintains effectiveness when
experiencing major changes in work
responsibilities or environment; adjusts effectively
to work within new work structures, processes,
requirements, or cultures; actively seeks
information about new work situations; strives to
understand rationale and implications for changes
in work responsibilities or environment; treats
change and new situations as opportunities for
learning or growth; identifies the benefits of
change, speaks positively about change to others ;
does not persist with ineffective behaviors.
Over Demonstrates Adaptability- So adaptable
that they don’t take a stand on anything; others
have lack of trust due to lack of stance; advocates
so much change and is so adaptable others are in
constant state of upheaval; leaves others feeling
unsettled.
Under Demonstrates Adaptability- Can’t get anything
done until fully settled with new process; doesn’t seek
information to understand the whole; may focus only on
a few parts of change; doesn’t see the benefit of change;
negative to coworkers and infects others; may dig in
heels and actively speak out against change; builds
alliances against change.
Over Demonstrates Dealing with Ambiguity- May
move to conclusions without enough data; may fill
in gaps by adding things that aren’t there; may
frustrate others by not getting specific enough;
may undervalue orderly problem solving; may
reject precedent and history; may err toward the
new and risky at the expense of proven solutions;
may over-complicate things.
Under Demonstrates Dealing with Ambiguity- May
block change; not comfortable with change or
uncertainty; may not do well on fuzzy problems with no
clear solution or outcome; may prefer more data than
others and structure over uncertainty; prefers things
tacked down and sure; less efficient and productive
under ambiguity; may have a strong need to finish
everything; may like to do things the same way time after
time.
Dealing with Ambiguity
Dealing with Ambiguity- Can effectively cope with
the process of change; can manage the transitions
phase; can shift gears comfortably; can decide and
act without having the total picture; isn’t upset
when things are up in the air; doesn’t have to finish
things before moving on; can comfortably handle
risk and uncertainty; can simultaneously manage
old and new; has a feel for what’s right.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Facilitating Change- May look
to change first, rather than correct errors and
resolve problems; may oversimplify change; may
not explore repercussions of change adequately,
may not plan for resistance to change, may not
communicate change to all stake holding parties;
thinks everyone accepts change as they do.
Under Demonstrates Facilitating Change- May resist
change, may try to patch broken systems to prevent
change, does not provide opportunities for feedback on
current systems or encourage others to think of a better
way to do things.
Over Demonstrates Gaining Commitment- Whips
team into state of frenzy without ensuring
understanding; focus on ideas but not action;
constantly looking to influence others but fails to
follow through and initiate.
Under Demonstrates Gaining Commitment- Describes
expectations, goals, requests or future states as a
mandate; doesn’t understand or value importance of
sparking interest; takes a hammer approach; leaves
others to flounder if they don’t understand the
expectations; takes a sink or swim approach.
Facilitating Change
Facilitating Change- Encourages boundary
breaking; challenges associates to ask “why” until
underlying cause is discovered; consistently
remains open to ideas offered by others; helps
individuals overcome resistance to change; shows
empathy with people who feel loss as a result of
change; tries to minimize complexities,
contradictions and paradoxes; clarifies direction
and smooths the process of change.
Gaining Commitment
Gaining Commitment- Describes expectations,
goals, requests, or future states in a way that
provides clarity and excites interest; seeks, gives,
and summarizes information; ensures situation is
understood; presents own ideas; seeks and
develops suggestions of others; uses appropriate
influence strategies to gain genuine agreement;
summarizes outcomes of discussions and
establishes next steps if needed.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Innovation ManagementMay err toward the new and reject the old; may
prefer creative people and undervalue those less
creative; may get too far out in front of others in
thinking and planning.
Under Demonstrates Innovation Management- Overly
focused on own ideas; can’t select from among ideas
which would work the best; doesn’t innovate; may not be
open to the creative suggestions of others; may be stuck
in comfort zone of tasks and methods of doing them; may
not understand creativity or the process of innovation;
may be a perfectionist avoiding risk and fearing failures
and mistakes; may not use experiments to learn and
improve, and may block the innovations of others.
Over Demonstrates Stress Tolerance- May not
take “crunch time” situations seriously; may not
put extra effort into achieving goals by established
deadlines; may not stay focused on the task at
hand; may not consider downstream effects of
incomplete work.
Under Demonstrates Stress Tolerance- May act frantic or
chaotic in times of stress; may create drama in the office;
may take stress out on others; may have unreasonable
expectations of others in order to get work done; may
work to a point of excess and become physically unwell.
Innovation Management
Innovation Management- Is good at bringing the
ideas of others to fruition; has good judgment
about which creative ideas and improved
processes and suggestions will work; can facilitate
effective brainstorming; can project how potential
ideas may play out; easily makes connections
among previously unrelated ideas.
Stress Tolerance
Stress Tolerance- Stays focused on work tasks and
productively uses time and energy under stress;
presents positive disposition and maintains
constructive interpersonal relationships under
stress; develops appropriate strategies as needed
to alter conditions that create stress and to sustain
physical and mental health.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Communication
Communication
Communication- Clearly conveys information and
ideas through a variety of media to individuals or
groups in a manner that engages the audience and
helps them understand and retain the message;
clarifies purpose and importance; stresses major
points; follows a logical sequence; seeks input;
checks understanding.
Over Demonstrates CommunicationCommunicates so much that people get annoyed,
takes too much time; fails to leave out the small or
trivial; unable to discern communication needs of
others; thinks everything holds the same
importance; unable to emphasize main points;
engages audience but leaves message unclear;
may share inflammatory information without care.
Under Demonstrates Communication- Fails to
communicate even fundamental information; keeps
people in the dark; hoards information; may convey
essential message but fails to fill in the details to broaden
understanding; may not share information with all
stakeholders; fails to engage audience; may not adapt
communication to different learning styles; may not
share message through multiple channels.
Over Demonstrates Informing- May provide too
much information; may upset people by giving
them information they can’t handle or preliminary
information that turns out not to be true; guesses
at outcomes and may waste the time of others
without understanding proper direction; shares
confidential information with inappropriate
parties.
Under Demonstrates Informing- Not a consistent
communicator; tells too little or too much or too late;
may be unclear, may inform some better than others;
may not think through who needs to know by when;
doesn’t understand the data needs of others; may inform
but lack follow-through; may either hoard information or
not see informing as important; may only have one
method—written or oral or email.
Informing
Informing- Provides the information people need
to know to do their jobs and to feel good about
being a member of the team, unit, and/or the
organization; provides individuals information so
that they can make accurate decisions; is timely
with information; conveys information regarding
the strategy and direction of the organization.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Listening- May spend too
much time listening; may avoid necessary action;
others may confuse listening with agreement.
Under Demonstrates Listening- Doesn’t listen well; cuts
people off and finishes their sentences if they hesitate;
interrupts to make a pronouncement or render a solution
or decision; doesn’t learn much from interactions with
others; appears not to listen or is too busy constructing a
response; misses the point others are trying to make;
may appear arrogant, impatient or uninterested; may
listen to some groups or people and not to others;
inaccurate in restating the case of others; doesn’t make
eye contact; doesn’t value listening.
Over Demonstrates Persuasiveness- May build
confidence in ideas without information or
understanding; may leverage support factors for
own personal benefit; may use derisive or
inappropriate techniques to gain agreement; may
rely on relationships rather than actual benefits to
get others onboard with ideas.
Under Demonstrates Persuasiveness- May hesitate to
overcome objections with facts and supporting evidence;
may not seem confident or positive about ideas; may
refuse to build rapport in order to establish effective
relationships; may refuse to compromise or collaborate
to win support.
Listening
Listening- Practices attentive and active listening;
has the patience to hear people out; can accurately
restate the opinions of others even when he/she
disagrees; understands other’s points of view;
people feel heard.
Persuasiveness
Persuasiveness- Seeks information to understand
situations, needs, and desired potential benefits;
develops approaches that best position services or
ideas; leverages supportive factors, overcomes or
minimizes barriers, and addresses unique needs
and preferences of key decision makers; makes
favorable impressions by interacting with
prospects in a manner that builds effective
relationships; presents services of ideas in a
manner that clearly shows how they would meet
needs and provide benefits; builds confidence in
services or ideas; uses appropriate techniques to
move others to action or to gain agreement.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Presentation Skills- May try to
win with style and presentation skills over fact and
substance; may be able to wing it and dance
without really being prepared; may be able to sell
things that shouldn’t be sold; may lack follow
through beyond initial presentation; lack of
substance may lead to lack of trust.
Under Demonstrates Presentation Skills- Not a skilled
presenter in varying situations; may be shy; may be
disorganized, presentations lack focus; may have a flat or
grating style; doesn’t listen to audience; may have
personal idiosyncrasies and habits that get in the way;
may be unprepared for or unable to handle tough
questions; may not be able to incorporate in-the-moment
feedback; may always present the same way, not
adjusting to audiences; may lose his/her cool during hot
debate; may be nervous, even scared when speaking.
Over Demonstrates Written CommunicationsMay invest too much time crafting
communications; may too often try for perfection
when something less would do the job; may be
overly critical of the written work of others.
Under Demonstrates Written Communications- Not a
clear communicator in writing; may be hard to tell what
the point is; may be too wordy or too terse or have
grammar/usage problems; may not construct a logical
argument well; may not adjust to different audiences;
may have a single style of writing.
Presentation Skills
Presentation Skills- Is effective in a variety of
formal presentation settings: one-on-one, small
and large groups, with peers, direct reports, and
bosses; is effective both inside and outside the
organization on both cool data and hot and
controversial topics; commands attention and can
manage group process during the presentation;
can change tactics midstream when something
isn’t working; can inspire others to action.
Written Communications
Written Communications- Is able to write clearly
and succinctly in a variety of communication
setting and styles; can get messages across that
have the desired effect; can convince people
through writing.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Interpersonal Relationships
Approachability
Approachability- Is easy to approach and talk to;
spends the extra effort to put others at ease; can
be warm, pleasant, and gracious; is sensitive to and
patient with the interpersonal anxieties of others;
builds rapport well; is a good listener; is an early
knower, getting informal and incomplete
information in time to do something about it.
Over Demonstrates Approachability- May waste
too much time building rapport in meetings; may
be misinterpreted as easy-going or easy to
influence; may have too strong a desire to be liked;
may avoid necessary negative or unpleasant
transactions; may try to smooth over real issues
and problems; may waste time as the unofficial
office factotum or “helper”.
Under Demonstrates Approachability- Distant, not easy
to be around; not comfortable with first contacts; may be
shy, cool or a person of few words; doesn’t reveal much,
hard to know what he/she is really like; doesn’t build
rapport, may be a “let’s get on with it” type; may be a
poor listener or appear uninterested; may not pick up on
social cues that others would recognize; may be tense;
transactions doesn’t go smoothly.
Over Demonstrates Boss Relationships- May be
over dependent on bosses and high status figures
for advice and counsel; may shut out other sources
of feedback and learning; may take direction only
from immediate supervisor, disregarding other
team members; may pick the wrong boss to
model.
Under Demonstrates Boss Relationships- Not
comfortable with bosses; may be tense in boss’s
presence; may not be open to coaching or direction from
bosses; problems dealing comfortably with authority;
may not be comfortable approaching boss with issues
effecting productivity or to request resources; poor boss
relationships get in the way of working productively.
Over Demonstrates Collaboration- Develops so
many collaborative relationships that nothing gets
done; helps others to the point of neglecting own
work; sacrifices own goals in order to help others.
Under Demonstrates Collaboration-Fails to see the value
of working with others; overly focused on own goals;
sacrifices organization goals to achieve own; self-focused.
Boss Relationships
Boss Relationships- Responds and relates well to
bosses; would work harder for a good boss; is open
to learning from bosses who are good coaches and
who provide latitude; likes to learn from those who
have been there before; easy to challenge and
develop; is comfortably coachable; views feedback
as an opportunity for growth.
Collaboration
Collaboration- Works effectively and cooperatively
with others; establishes and maintains good
working relationships; places higher priority on
team or organizational goals than on own goals;
offers to help others achieve goals.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Composure- May not show
appropriate emotion; may be seen as cold and
uncaring; may seem flat in situations where others
show feelings; may be easily misinterpreted; may
not be able to relate well to those whose actions
and decisions are based more on feelings than on
thinking.
Under Demonstrates Composure- Gets rattled and loses
cool under pressure and stress; may blow up, say things
he/she shouldn’t; gets easily overwhelmed and becomes
emotional, defensive or withdrawn; may be defensive
and sensitive to criticism; may be cynical or moody; may
be knocked off balance by surprises and get easily rattled;
may contribute to others losing composure or being
unsettled; may let anger, frustration and anxiety show.
Over Demonstrates Conflict Management- May
be seen as overly aggressive and assertive; may get
in the middle of the problems of others; may drive
for a solution before others are ready; may have a
chilling effect on open debate; may spend too
much time with obstinate people and unsolvable
problems.
Under Demonstrates Conflict Management- Avoids
conflict in situations and with people; may accommodate,
want everyone to get along; may get upset as a reaction
to conflict, takes it personally; can’t operate under
conflict long enough to get a good result; gives in and
says yes too soon; gets into conflict by accident; doesn’t
see it coming; will let things fester rather than dealing
with them directly; will try to wait long enough for it to
go away; may be excessively competitive and have to win
every dispute; sets up a win-lose and takes sides rather
than working through; feeds conflict by refusing to
participate in solutions.
Composure
Composure- Is cool under pressure; does not
become defensive or irritated when times are
tough; is considered professionally mature; can be
counted on to hold things together during tough
times; can handle stress; is not knocked off balance
by the unexpected; doesn’t show frustration when
resisted or blocked; is a settling influence in a
crisis.
Conflict Management
Conflict Management- Steps up to conflicts, seeing
them as opportunities; reads situations quickly;
good at focused listening; can negotiate
agreements and settle disputes equitably; can find
common ground and get cooperation with
minimum noise; looks for win-win solutions.
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Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Interpersonal Know-HowMay be able to get by with smooth interpersonal
skills; may spend too much time building networks
and glad-handing; may not be taken as substantive
by some; may not be a credible take-charge leader
when that’s necessary; may have some trouble
and freeze when facing serious conflict; may
manage up too much; may be seen as too political
and ambitious; may spend too much time with
more senior managers, parrot their positions,
overestimate the meaning and usefulness of the
relationships; career may be too dependent on
champions; may be too free with confidential
information.
Under Demonstrates Interpersonal Know-How- Lacks
self-awareness; doesn’t relate smoothly to a variety of
people; may not build relationships easily—may lack
approachability or good listening skills; doesn’t take the
time to build rapport; may be too raw and direct at times;
may try to build rapport inappropriately; may be
excessively work oriented or intense; may be impatient to
get on with the agenda; judgmental or arrogant toward
others; may not read others well; may freeze or panic in
the face of conflict, attack or criticism; may be shy or lack
confidence around others. Lacks self-confidence in front
of more senior people; may appear nervous and tense,
not at his/her best; may lose composure or get rattled
when questioned by executives; doesn’t know how to
influence or impress more senior managers ;may not
understand what executive are looking for; may say or do
things that don’t fit the situation.
Over Demonstrates Interpersonal NegotiationMay leave people-damage in his/her wake; may
walk over people’s feelings; may always need to
win; may hang on to a position too long; may
become overly accommodating and be reluctant to
walk away; may need to smooth over everything;
may take too long to get things decided.
Under Demonstrates Interpersonal Negotiation- May
have to win every battle or gives away too much to get to
agreement; doesn’t come away with much; may use
ineffective tactics—too hard or too soft; poor conflict
manager; trouble dealing with attack, contention or nonnegotiable points; may hold back and be afraid to take
tough stands; poor listener; may not seek or know how to
find common ground; may be too noisy and do too much
damage to relationships; may not know how to be
diplomatic, direct and polite.
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Interpersonal Know-How
Interpersonal Know-How- Relates well to all kinds
of people—up, down, and sideways, inside and
outside the organization; builds appropriate
rapport; builds constructive and effective
relationships; uses diplomacy and tact; can defuse
even high tension situations comfortably; can deal
comfortably with more senior managers; can
present to more senior managers without undue
tension and nervousness; understands how senior
managers think and work; can determine the best
way to get things done with them by talking their
language and responding to their needs; can craft
approaches likely to be seen as appropriate and
positive.
Interpersonal Negotiation
Interpersonal Negotiation- Can negotiate skillfully
in tough situations with both internal and external
groups; can settle differences for win-win
outcomes; can win concessions without damaging
relationships; can be both direct and forceful as
well as diplomatic; gains trust quickly of other
parties to the negotiations; has a good sense of
timing; uses listening to enhance outcome.
Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Peer Relationships- May
touch base with too many peers; may be too
accommodating; may invest too much in peer
relationships at the expense of others; may be
uncomfortable with relationships where
everyone’s not equal; may share sensitive
information inappropriately just to solidify a
relationship; may get in trouble by being too
candid with peers; may be seen by others as
someone who continually tries to seek the favor of
and do anything to please higher ups.
Under Demonstrates Peer Relationships- Has difficulty
with peer boundaries; doesn’t strike fair bargains or
understand what peers expect or need; not open to
negotiation; a loner, not seen as a team player, doesn’t
have the greater good in mind; may withhold resources
from the other team members; may not respect their
functions or disciplines and somehow communicates
that; may be very competitive, play and maneuver for
advantage and withhold information; may have a chilling
effect on the entire unit because he/she won’t play; may
deal with peer conflict noisily or uncooperatively.
Over Demonstrates Perspective & Understanding
Others- Might have trouble concentrating on the
present; may leave others behind when he/she
speculates on the broad view of an issue; may not
set practical priorities; may always be reaching for
too much and/or the ideal; may see connections
that aren’t there.
Under Demonstrates Perspective & Understanding
Others- Is narrow and parochial; has narrow views of
issues and challenges; doesn’t have far-ranging interests,
not well-read; background may be narrow; isn’t good at
running “what if” scenarios; lacks interest in the future
and how social and political events affect the
organization; won’t be a good strategist or visionary; a
here-and-now person who is often surprised by
unexpected change; may be a single
function/profession/technical area/skill person.
Peer Relationships
Peer Relationships- Can quickly find common
ground and solve problems for the good of all; can
represent his/her own interests and yet be fair to
other groups; can solve problems with peers with a
minimum of drama; is seen as a team player and is
cooperative; easily gains and maintains trust and
support of peers; encourages collaboration; can be
candid with peers.
Perspective & Understanding Others
Perspective & Understanding Others- Looks
toward the broadest possible view of an
issue/challenge whether a work process or
interpersonal concern; can easily pose future
scenarios; can think globally; can discuss multiple
aspects and impacts of issues and project them
into the future. Understands economic and social
impact decisions.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Leadership
Command Skills
Command Skills- Relishes leading; takes unpopular
stands if necessary; encourages direct and tough
debate but isn’t afraid to end it and move on; is
looked to for direction in a crisis; faces adversity
head on; energized by tough challenges; able to
keep team focused in tough times; knows when to
address issues; provides current, direct, complete
and “actionable” positive and corrective feedback
to others; lets people know where they stand;
faces up to people problems on any person or
situation (not including direct reports) quickly and
directly; is not afraid to take negative action when
necessary; is seen as having executive presence.
Over Demonstrates Command Skills-May not be a
team player; may not be tolerant of other people’s
ways of doing things; may choose to strongly lead
when other more team-based tactics would do as
well or better; may not develop other leaders; may
become controversial and be rejected by others;
may look to take credit for work of others; may be
overly critical may be too direct and heavy-handed
when providing feedback or addressing issues;
may provide too much negative and too little
positive feedback; may put too much emphasis on
the dark side; may fight too many battles.
Under Demonstrates Command Skills-More comfortable
following; may avoid conflict and crises, be unwilling to
take the heat, have problems with taking a tough stand;
too concerned about what others may say or think; may
worry too much about being liked, correct or above
criticism; may be conflict shy or lack perseverance; may
not be cool under pressure; may not display a sense of
urgency; doesn’t take tough stands with others; holds
back in tough feedback situations; doesn’t know how to
present a tough position; knows but doesn’t disclose;
doesn’t step up to issues; intimidated by others in power;
hangs back and lets other take the lead; is a conflict
avoider unwilling to take the heat of controversy; afraid
to be wrong, get in a win/lose situation, or make a tough
personnel call.
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Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Ethics and Values-May go to
battle based on beliefs and values when not
appropriate; may be overly sensitive to situations
he/she sees as litmus test of principles, values, and
beliefs; may be seen as stubborn and insensitive to
the need for change and compromise; may be
overly critical of those who do not hold the same
values; may use ethics statements to close off
discussion.
Under Demonstrates Ethics and Values-Values may be
out of sync with those of the organization; blind to the
values of others; makes others uncomfortable; may not
think about own values much and have no idea how
he/she comes across; behavior may vary too much across
situations; values may be seen as too self-serving; he/she
doesn’t walk the talk; says one thing, does another.
Over Demonstrates Integrity and Trust- May be
too direct at times, which may catch people off
guard and make them uncomfortable; may push
openness and honesty to the point of being
disruptive; may be so “only the facts” driven as to
omit drawing reasonable conclusions, rendering
opinions, or fixing blame, even when it’s
reasonable.
Under Demonstrates Integrity and Trust- Is not widely
trusted; may hedge or not take a stand; may treat others
differently or indifferently at times; may not walk the talk
and be seen as inconsistent; may have trouble keeping
confidences and talks out of school; makes promises that
can’t be kept; may lack follow-through and causes
problems for others; blames others for own mistakes;
seen as just out for him/herself; causes team dysfunction
by discussing performance issues or problems with others
on the team rather than responsible parties.
Ethics and Values
Ethics and Values- Adheres to an appropriate and
effective set of core values and beliefs during both
good and bad times; acts in line with those values;
practices what he/she preaches; understands and
acknowledges personal core values and how they
affect our work; understand relationship of values
to larger context of public employee setting; seen
by others as a role model.
Integrity and Trust
Integrity and Trust- Is widely trusted; is seen as a
direct, truthful individual; can present the
unvarnished truth in an appropriate and helpful
manner; keeps confidences; admits mistakes;
doesn’t operate with a hidden agenda; doesn’t
play games.
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Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Managing Vision and
Purpose- May leave people behind; may lack
patience with those who don’t understand or
share his/her vision and sense of purpose; may
lack appropriate detail-orientation and concern for
administrative routine; may lack follow-through on
the day-to-day tasks.
Under Demonstrates Managing Vision and PurposeCan’t communicate or sell a vision; not a good presenter;
can’t persuade; uncomfortable speculating on the
unknown future; isn’t charismatic or passionate enough
to excite and energize others; tries to force vision on
others; can’t simplify enough to help people understand
complex strategy; may not understand how change
happens; doesn’t act like he/she really believes in the
vision; more comfortable in the present moment.
Over Demonstrates Stakeholder Focus- May be
overly responsive to stakeholder demands; may be
too willing to change established processes and
timetables to respond to unreasonable
stakeholder requests; may make too many
exceptions and not form consistent policies,
practices and processes for others to learn and
follow; sticks so close to current stakeholder needs
that breakthroughs are missed.
Under Demonstrates Stakeholder Focus- Doesn’t think of
stakeholders first; may think he/she already knows what
they need; may focus on internal operations and get
blindsided by stakeholder problems; may not make the
first move—won’t meet and get to know stakeholders;
uncomfortable with new people contacts; may be
unwilling to handle criticisms, complaints and special
requests; may not listen well to stakeholders, may be
defensive; may not make the time for stakeholder
contact.
Managing Vision and Purpose
Managing Vision and Purpose- Communicates a
compelling and inspired vision or sense of core
purpose; talks beyond today; talks about
possibilities; is optimistic; creates mileposts and
symbols to rally support behind the vision; makes
the vision sharable by everyone; can inspire and
motivate entire units or organizations.
Stakeholder Focus
Stakeholder Focus- Dedicated to meeting the
reasonable expectations and requirements of
internal and external stakeholders; gets first-hand
stakeholder information and uses it for
improvement; acts with stakeholders in mind;
establishes and maintains effective relationships
with stakeholders and gains their trust and respect.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Strategic Agility – VisioningMay be seen as too theoretical; may not be
tolerant of or have patience with day-to-day
details; may over-complicate plans; may not be
able to communicate with tactical or less complex
people; wants to be seen as the expert.
Under Demonstrates Strategic Agility – VisioningDoesn’t think or talk strategy; can’t put together a
compelling strategic plan; more comfortable in the dayto-day activity; lacks the perspective to pull together
varying elements into a coherent strategic view; can’t
weave a vision of the future; may reject the usefulness of
strategy, considering it pie in the sky; may have narrow
experience and not be knowledgeable of business and
world events; may try to simplify too much or be very
tactical; may lack the disciplined thought processes
necessary to construct a strategic view.
Over Demonstrates Timely Decision Making - May
jump to conclusions and take action before
reasonable consideration of the information; may
get caught up in deciding for its own sake; may
have a chilling effect on getting everyone’s input
before deciding; might be considered impulsive
and impatient; might have some trouble and
freeze on issues and problems that are close calls;
may make decisions quickly to avoid debate and
personal discomfort.
Under Demonstrates Timely Decision Making - Slow to
decide or to declare; conservative and cautious; may
procrastinate, seek more information to build confidence
and avoid risk; may be a perfectionist, needing to be
right, protect strongly against criticism; may be
disorganized and always scrambling to meet decision
deadlines; may be slow to make decisions on more
complex issues.
Strategic Agility – Visioning
Strategic Agility – Visioning- Sees ahead clearly;
can anticipate future consequences and trends
accurately; has broad knowledge and perspective;
is future oriented; can articulate a clear picture of
the future; can create competitive and
breakthrough strategies and plans. Can adapt
strategies and initiatives within challenging
political environments.
Timely Decision Making
Timely Decision Making - Makes decisions in a
timely manner, sometimes with incomplete
information and under tight deadlines and
pressure; able to make a quick decision with needs
of organization as whole in mind; understands how
decision impacts organization both positive and
negatives; makes decisions that support strategies,
mission and vision of the organization.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Other
Action Oriented
Action Oriented- Enjoys working hard; is action
oriented and full of energy for the things he/she
sees as challenging; not fearful of acting with a
minimum of planning seizes more opportunities
than others; a prudent risk-taker.
Over Demonstrates Action Oriented- May be a
workaholic; may push solutions before adequate
analysis; may be non-strategic; may over manage
to get things done too quickly; may have personal
and family problems due to disinterest and
neglect; may not attend to important but nonchallenging duties and tasks; may ignore personal
life, burn out; may exhaust team members by
expecting them to work at accelerated pace.
Under Demonstrates Action Oriented- Slow to act on an
opportunity; may be overly methodical, a perfectionist, or
risk averse; may procrastinate; may not set very
challenging goals; may lack confidence to act; may know
what to do but hesitates to do it; may not be motivated;
may be bored with the work or burned out.
Over Demonstrates Active Learning- May leave
others behind; may frustrate others with his/her
need for change; may tend to change things too
often; people may interpret openness as
indecisiveness or being wishy washy; may seek out
change for the sake of change regardless of the
situation; may not be good at routine
administration or unchallenging tasks or jobs.
Under Demonstrates Active Learning- Not versatile in
learning to deal with first-time or unusual problems; may
not analyze problems carefully or search for multiple
clues and parallels; may be afraid to take a chance on the
unknown; learns new things slowly; may be stuck in
historical, tried-and-true methods; uncomfortable with
ambiguity and quick to jump to a solution; doesn’t look
under rocks, just sticks to the obvious, looks for the
simplest explanation too soon; gives up too soon and
accepts a marginal solution; functions on the surface;
doesn’t, go deep; may block or cut-off good ideas by
ending discussions too soon; impatient with anything
new.
Active Learning
Active Learning- Learns quickly when facing new
problems; a relentless and versatile learner; open
to change; analyzes both successes and failures for
clues to improvement; experiments and will try
anything to find solutions; enjoys the challenge of
unfamiliar tasks; quickly grasps the essence and
the underlying structure.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Contributes to Team SuccessAs proponent for team appears to be controlling;
puts pressure on others to achieve team goals
without consideration for individual goal
accomplishment; sets team expectations and
guidelines too high; makes others uncomfortable
with high level of personal commitment to team;
assumes everyone on team has same level of
contribution and same value.
Under Demonstrates Contributes to Team SuccessMakes few, if any, suggestions for achieving team goals;
appears disinterested in team accomplishments; doesn’t
listen or involve others in decisions or actions; fails to see
effect of individual differences and talents.
Over Demonstrates Decision Making- Collects so
much information it becomes invaluable in
decision making; stays too long in information
gathering mode; information gathering becomes
safety zone; uses only one source of information.;
makes decisions too quickly.
Under Demonstrates Decision Making- Refers all
decisions to higher-ups; won’t make any decisions; lacks
clear decision criteria; doesn’t obtain buy-in.
Contributes to Team Success
Contributes to Team Success- Makes procedural or
process suggestions for achieving team goals or
performing team functions; provides necessary
resources or helps to remove obstacles to help the
team accomplish its goals; listens to and fully
involves others in team decisions and actions;
values and uses individual differences and talents;
shares important or relevant information with the
team; adheres to the team’s expectations and
guidelines; fulfills team responsibilities;
demonstrates personal commitment to the team.
Decision Making
Decision Making- Recognizes issues, problems, or
opportunities and determines whether action is
needed; identifies the need for and collects
information to better understand issues, problems,
and opportunities, integrates information from a
variety of sources; detects trends, associations,
and cause-effect relationships; creates relevant
options for addressing problems and achieving
desired outcomes; formulates clear decision
criteria; evaluates options by considering
implications and consequences; includes others in
the decision-making process as warranted to
obtain good information, makes the most
appropriate decisions, and ensures buy-in and
understanding of the resulting decisions.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Drive- May stick to efforts
beyond reason in the face of overwhelming odds
and evidence to the contrary; may be seen as
stubborn and unyielding; may not set appropriate
priorities; may find it difficult to change course;
may confuse personal have-to-do’s with what
most needs to be done.
Under Demonstrates Drive- Gives up too soon or moves
on to something that’s going better; doesn’t push hard
enough to get things done; doesn’t go back with different
strategies for the third and fourth try; may take rejection
too personally; may hesitate to push when met with
conflict, disagreement or attacks; may agree too early
just to get it over with; may compromise for less than the
original goal or objective; may simply not want to take
charge and be out front; may not show a sense of
urgency to finish longstanding projects.
Over Demonstrates Follow-Up- Follows-up to the
point of micromanagement; doesn’t give people a
chance before inquiring about progress; asks so
many questions it gets in the way; constantly
asking for feedback; everything is urgent.
Under Demonstrates Follow-Up- No sense of urgency or
timeliness; develops no milestones; doesn’t anticipate
results or ask questions; conveys a laissez-faire attitude.
Over Demonstrates Ownership/AccountabilityMay be a loner and not a good team player or
team builder; may not give appropriate credit to
others; may be seen as too self-centered; may not
wear well over time; may cling too tightly to their
projects and resist productive change; may
become personally offended when given
unsolicited feedback; may not be effective if
reassigned to another project.
Under Demonstrates Ownership/Accountability-Isn’t
comfortable going it alone; prefers to be in the
background; may prefer to be one of many or be part of a
team; doesn’t take the lead on unpopular standards;
doesn’t take on controversial issues by him/herself; may
avoid and shrink from dispute and conflict; may not have
passion, may be burned out; prefers not to know the
details or have deep knowledge of projects and deflects
responsibility for outcomes on other team members.
Drive
Drive- Pursues everything with energy, drive and a
need to finish; seldom gives up before finishing,
especially in the face of resistance or setbacks;
knows when to quit.
Follow-Up
Follow-Up- Builds due dates into assignments and
task delegation; effectively communicates
milestones and expected results; asks questions to
obtain relevant information; convenes meetings
review progress and share information; gets
feedback on results from those directly involved.
Ownership/Accountability
Ownership/Accountability- Doesn’t shirk personal
responsibility; can be counted on when times are
tough; willing to be the only champion for an idea
or position; is comfortable working alone on a
tough assignment.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Technical/Functional Skills
and Learning- May be seen as too narrow; may
overdevelop or depend upon technical and
functional knowledge and skills at the expense of
personal, interpersonal and managerial skills; may
use deep technical knowledge and skills to avoid
ambiguity and interpersonal contact; may learn
but not act; may overdo learning at the expense of
using it; may be seen as too academic; may not
relate well to those who can’t catch on as quickly.
Under Demonstrates Technical/Functional Skills and
Learning- Not up to functional or technical proficiency;
makes technical/functional errors; judgment and decision
making marginal because of lack of knowledge; may be
stuck in past skills and technologies; may be
inexperienced, new to the area, or lack interest in it; lack
of detail orientation to go deep; may not make the time
to learn; doesn’t learn new technical skills readily; is
among the last to learn or adopt new technology; may be
stuck on past technologies and resist switching to new
ones; may be intimidated by technology; may lack
experience or exposure with new technologies; may not
be interested in things technical or areas involving lots of
detail; may not know how to or may reject using others
to learn new technologies.
Technical/Functional Skills and Learning
Technical/Functional Skills and Learning- Has the
functional and technical knowledge and skills to do
the job at a high level of accomplishment; picks up
on technical/functional things quickly; can learn
new skills and knowledge; is good learning new
technical or functional information; stays on top of
trends, like internet technology.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Supervision
Builds Effective Teams
Builds Effective Teams- Creates strong morale and
spirit in his/her team; defines effective outcomes,
expectations, and results; fosters open dialogue;
lets people finish and be responsible for their
work; defines success in terms of the whole team;
creates a feeling of belonging in the team; holds
each member accountable for team contributions
and success; selects appropriate people for teams
as needed; understands different roles needed for
team development.
Over Demonstrates Builds Effective Teams- May
not treat others as unique individuals; may slow
down reasonable process by having everything
open for debate; may go too far in not hurting
people’s feelings and not making tough decisions;
may not develop individual leaders; might not
provide take-charge leadership during tough times.
Under Demonstrates Builds Effective Teams- Doesn’t
assemble, build or manage in a team fashion; manages
people on a one-to-one basis; doesn’t create a common
mindset or common challenge; rewards and compliments
individuals not the team; may not hold many team
meetings; doesn’t create any synergies in the team;
everyone works on his/her own projects; doesn’t manage
in a way that builds team morale or energy; doesn’t have
the skills or interest to build a team; may be very action
and control oriented and won’t trust a team to perform.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Building Partnerships- Wants
partners to do all the work; builds so many
partnerships that true area of responsibility gets
lost; overly concerned with effect of work on
partners without seeing effect on own team; may
spend more time managing team dynamics than
achieving goals.
Under Demonstrates Building Partnerships- Territorial;
doesn’t build partnerships or see value of working
together; can’t define true area of responsibility; puts it
all on others; places higher priority on own work than
organization’s goals; may be unwilling to assist others
achieve their goals; may not consider downstream effects
of decisions.
Over Demonstrates Coaching- Creates overreliance on coaching for others; wastes time by
including everyone even when there is no reason
for inclusion; builds dependency; provides too
much feedback to the point of causing doubt; may
give advice in a condescending way instead of
instructional or supportive coaching.
Under Demonstrates Coaching- Fails to clarify behaviors;
is a poor role model; thinks criticism is coaching; uses
coaching as an excuse for micromanagement; fails to
enable others; uses a “do as I say” approach; may not
include the opportunity for employee feedback in
coaching; may wait to provide feedback until information
is no longer useful .
Building Partnerships
Building Partnerships- Builds effective working
relationships with other departments. Exchanges
information with potential partner areas to clarify
benefits and potential problems; collaboratively
determines expectations so needs of both can be
met; places higher priority on organization’s goals
than on own area’s goals; anticipates effects of
own area’s actions and decisions on partners;
influences others to support partnership
objectives.
Coaching
Coaching- Clarifies expected behaviors, knowledge,
and level of proficiency by seeking and giving
information and checking for understanding;
provides instruction, positive models, and
opportunities for observation in order to help
others develop skills; encourages questions to
ensure understanding; gives timely, appropriate
feedback on performance; reinforces efforts and
progress; establishes good interpersonal
relationships by helping people feel valued,
appreciated, and included in discussions (enhances
self-esteem, empathizes, involves, discloses,
supports).
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Confronting Direct ReportsMay be too quick to act on problem direct reports;
may not put enough developmental effort toward
the problem; may expect turnarounds in too short
a time; may expect miracles; does not negotiate
steps for change or managed improvement.
Under Demonstrates Confronting Direct Reports- Not
comfortable delivering negative messages to direct
reports; procrastinates and avoids problems until forced
to act; may not communicate clear standards or provide
much feedback; lets problems fester hoping they will go
away; may give in too soon to excuses; may give people
too many chances; can’t pull the trigger even when all
else has failed; has low standards or plays favorites.
Over Demonstrates Delegation- May over
delegate without providing enough direction or
help; may have unrealistic expectations for direct
reports and others, or may over structure tasks
and decisions before delegating them to the point
of limiting individual initiative; may not do enough
of the work him/herself.
Under Demonstrates Delegation- Doesn’t believe in or
trust delegation; lacks trust and respect in the talent of
direct reports and others; does most things by
him/herself or hoards, keeps the good stuff for
him/herself; doesn’t want or know how to empower
others; may delegate but micromanages and looks over
shoulders; might delegate but not pass on the authority;
may lack a plan of how to work through others; may just
throw tasks at people; doesn’t communicate the bigger
picture.
Confronting Direct Reports
Confronting Direct Reports- Deals with problem
direct reports firmly and in a timely manner;
doesn’t allow problems to fester; regularly reviews
performance and holds timely discussions; can
make unpopular decisions when all other efforts
fail; deals effectively with troublemakers.
Delegation
Delegation- Clearly and comfortably delegates
both routine and important tasks and decisions
including developmental and stretch assignments;
broadly shares both responsibility and
accountability; tends to trust people to perform;
lets direct reports and others finish their own
work; understands skill levels of subordinates.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Developing Direct Reports
and Others- May concentrate on the development
of a few at the expense of many; may create work
inequities as challenging assignments are parceled
out; may be overly optimistic about how much
people can grow; adapts self to individuals needs
and stages of direct reports; may expect overnight
results; overuses good people and may wear them
out.
Under Demonstrates Developing Direct Reports and
Others- Not a people builder; very results driven and
tactical; no time for long-term development; doesn’t see
long-term development as his/her job; plays it safe—
can’t or doesn’t assign stretching work; thinks
development is going to a course—doesn’t know how
development really happens; may not know the
aspirations of people, may not hold career discussions or
provide coaching, may not push people to take their
development seriously; may prefer to select for talent
rather than develop it; doesn’t understand development
takes time; manages day-to-day.
Over Demonstrates Directing and Measuring
Others-Is seen as overly controlling; may have a
chilling effect on others, discouraging input and
ideas, intolerant of disagreements; may only
delegate pieces and not share the larger picture;
may be overly directive and stifle creativity and
initiative; may look over people’s shoulders; may
prescribe too much and not empower people;
edits the work of others without providing
developmental feedback; just wants their own
stamp on the work.
Under Demonstrates Directing and Measuring OthersUnclear or cryptic communicator to direct reports;
doesn’t set goals, targets, mileposts and objectives; not
purposeful in giving out work—just gives out tasks;
mostly tells; doesn’t listen much; plays favorites and is
tough on others; may be too impatient to structure work
for others; doesn’t delegate well; doesn’t take the time to
manage; may lack interest in managing and be more
eager to work on own assignments; doesn’t use goals and
objectives to manage self or others; not orderly in
assigning and measuring work; isn’t clear about who is
responsible for what; may be disorganized, just throw
tasks at people, or lack goals or priorities; may manage
time poorly and not get around to managing in an orderly
way; doesn’t provide work-in-progress feedback; doesn’t
set up benchmarks and ways for people to measure
themselves.
Developing Direct Reports and Others
Developing Direct Reports and OthersUnderstands and responds to needs of direct
reports; understands developmental stages of
direct reports and adapts to those needs; is a
people builder; provides challenging and stretching
tasks and assignments; holds frequent
development discussions; is aware of each
person’s career goals; constructs realistic
development plans and executes them; pushes
people to accept developmental moves; will take
on those who need help and further development.
Directing and Measuring Others
Directing and Measuring Others- Is good at
establishing clear directions; sets stretch
objectives; distributes the workload appropriately;
lays out work in a well-planned and organized
manner; maintains two-way dialogue with others
on work and results; brings out the best in people;
is a clear communicator. Clearly assigns
responsibility for task and decisions; sets clear
objectives and measures; monitors process,
progress, and results; designs feedback loops into
work; uses the talents of all staff members;
involves everyone; is able to assist people in feeling
part of larger whole and see how their work fits in.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Effective Hiring and StaffingMay select on surface characteristics; may
assemble a team of individual performers who
aren’t good team players; may prefer currently
talented people who aren’t broad enough for
further growth; may be too quick to replace rather
than work with a person; may be hypercritical of
others; takes small pieces of interview information
out of context and magnifies it; may be unwilling
to alter an initial judgment about others; may not
look for or be open to further evidence; may miss
on slow starters and quiet and less expressive
people.
Under Demonstrates Effective Hiring and StaffingDoesn’t have a good track record in hiring and/or staffing;
may clone him/herself or focus on one or two preferred
characteristics; may look narrowly for people who are
similar to him/her; may play it safe with selections;
doesn’t value diversity; may not know what competence
looks like, lack criteria, or assume he/she just knows; may
lack the patience to wait for a better candidate; isn’t
accurate in his/her impressions of people; does not
evaluate the strengths and weaknesses of others well;
biases and stereotyping may play too much in his/her
appraisals; may have simplistic models of people; may
make instant judgments on almost no data; doesn’t
change after the initial appraisal; his/her estimates and
projections of what people will do in certain
circumstances turns out to be wrong; may be such a poor
listener to and observer of others that he/she really
doesn’t know what they’re like; doesn’t learn or listen to
others to understand the job requirements, just matches
up words on a resume.
Over Demonstrates Fairness to Direct ReportsMay spend too much time pleasing everyone; may
worry about distributing the work evenly and not
using, challenging, or developing the best; his/her
need to be fair may mask real problems and
differences.
Under Demonstrates Fairness to Direct Reports- Is not
equitable toward direct reports; doesn’t listen to direct
reports; concerns and needs; may not read people’s
needs well and not be able to tell how they are
responding to his/her treatment; hides or keeps things
from his/her people they have a right to know; may be
inconsistent and play favorites; may not think about it or
be too busy to pay attention to equity; may bucket
people into good and bad buckets and treat them
accordingly.
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Effective Hiring and Staffing
Effective Hiring and Staffing- Has a nose for talent;
hires the best people available from inside or
outside; is not afraid of selecting strong people;
assembles talent staffs. Is a good judge of talent;
after reasonable exposure, can articulate the
strengths and limitations of people inside or
outside the organization; can accurately project
what people are likely to do across a variety of
situations; identifies and selects talented people by
gaining appropriate knowledge to serve on
committees and panels; learns about the position
and function to make appropriate calls; develops
interview questions appropriate for specific job
role and reflective of candidate’s past
performance; respects the balance of technical and
soft skills.
Fairness to Direct Reports
Fairness to Direct Reports- Treats direct reports
equitably; acts fairly; has candid discussions;
doesn’t have hidden agenda; doesn’t give
preferential treatment; is available and ready to
help.
Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Knows the Team- May have
trouble being firm with direct reports; may give
them too much room for excuses; may not
challenge them to perform beyond their comfort
zone; may get too deep into their lives; work
related feedback may be taken personally by
employees because of close personal relationship;
may not be able to make objective calls on
performance and potential; may not know when to
stop showing care when efforts are rejected.
Under Demonstrates Knows the Team- May not care
much about the personal needs of direct reports; may be
too busy to know much about direct reports; may believe
work and personal life should be separate; may be more
work and task oriented than most; may be very tense and
impersonal with direct reports; may lack the listening
skills or interest to know people’s hopes and problems;
may give the impression that organizational goals are
more important than employee emotional and physical
well-being.
Over Demonstrates Managing Through SystemsIs uninvolved and/or unavailable; is out of touch
with the details; may get too comfortable having
things run on autopilot; may get surprised by
negative events; may be slow to change existing
systems; spends excessive amount of time
developing systems for minor or one-time
projects.
Under Demonstrates Managing Through SystemsPrefers hands-on management; doesn’t set up rules,
procedures and tie breakers so people know what to do
in his/her absence; may be very controlling and a
micromanager; relies on personal intervention; has to
physically be there for things to go well; doesn’t think or
manage in terms of policies, practices and systems;
doesn’t delegate much; doesn’t really believe people can
perform on their own; may not communicate clearly
enough for people to know what to do without repeated
inquiries of him/her; does not train team members well.
Knows the Team
Knows the Team- Is interested in the lives of direct
reports; asks about their plans, problems and
desires; know about their concerns and questions;
is available for listening to problems; monitors
workloads and appreciates extra effort.
Managing Through Systems
Managing Through Systems- Can design practices,
processes, and procedures which allow managing
at arm’s length; is comfortable letting things
manage themselves without intervening; can make
things work through others without constant
supervision; can impact people and results
remotely; trusts employees to do their job and is
not adverse to taking the risk of letting employees
do their job; mistakes are understood as learning
opportunities; trains employees using standard
and/or repeatable processes.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Motivating Others- May not
be good at building team spirit because of an
emphasis on individuals; may be seen as providing
inequitable treatment by treating each person
individually; may not take tough stands when the
situation calls for it; may take too long getting
input; may be reluctant to assign work with tough
deadlines.
Under Demonstrates Motivating Others- Doesn’t know
what motivates others or how to do it; people under
him/her don’t do their best; not empowering and not a
person many people want to work for, around or with;
may be a one-style-fits-all person, have simplistic models
of motivation, or many not care as much as most others
do; may be a driver just interested in getting the work
out; may have trouble with people not liking him/her;
may be a poor reader of others, may not pick up on their
needs and cues; may be judgmental and put people in
stereotypic categories; intentionally or unintentionally
demotivates others.
Motivating Others
Motivating Others- Creates a climate in which
people want to do their best; can motivate many
kinds of direct reports and team or project
members; can assess each person’s core needs and
use it to get the best out of him/her; pushes tasks
and decisions down; empowers others; invites
input from each person and shares ownership and
visibility; makes each individual feel his/her work is
important; is someone people like working for and
with.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Organizational Know-HowMay spend too much time maneuvering for
advantage; may spend too much time and energy
working on issues that lack substance; may be
seen as excessively political; may not be trusted;
may tell other what they are expecting to hear
rather than what he/she knows to be true; may
overstate what he or she knows; may be seen as
manipulative and scheming; may sacrifice worthy
goals in order to retain connections or political
advantage; may be viewed as nosey or waste
valuable work time cross training on functions or
processes they do not use.
Under Demonstrates Organizational Know-HowDoesn’t get things done in organizations beyond his/her
area; may lack the interpersonal skills to get things done
across boundaries; may not negotiate well within
organizations; may be too timid and laid back to
maneuver through organizations; may reject the
complexity of organizations; may lack the experience or
simply not know who and where to go; may be too
impatient to learn; may neither know nor care to know
the origins of how things work around the organization.
Doesn’t know how to navigate smoothly and quietly
through political waters; says and does things that cause
political problems; doesn’t understand how to deal with
not-invented-here and territory protection; rejects
politics and may view self as apolitical; others might see
this as naïve; may not deal with upper management
persuasively; may be impatient with political process and
make procedural errors; may be too direct and not
consider impact on others; may not project out
consequences of his/her actions well.
Organizational Know-How
Organizational Know-How- Knowledgeable about
how organizations work; knows how to get things
done both through formal channels and the
informal network; understand the origin and
reasoning behind key policies, practices, and
procedures; understands the cultures of
organizations; sensitive to how people and
organizations function. Can maneuver through
complex political situations effectively and quietly;
is sensitive to how people and organizations
function; anticipates where the land mines are and
plans his/her approach accordingly; views
corporate politics as a necessary part of
organizational life and works to adjust to that
reality; is seen as an asset by others.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Valuing Diversity- May make
too many allowances for members of a particular
class; may not apply equal standards and criteria
to all classes; may show an inappropriate
preference for a single class of people; may
compromise standards to achieve diversity.
Under Demonstrates Valuing Diversity- Not effective
with groups much different from him/her; may be
uncomfortable with those not like him/her; may act
inappropriately with those different from him/her;
defends turf from outsiders; avoids conflict and the noise
of differing views and agendas; doesn’t see the value of
diversity; treats everybody the same without regard to
their differences; very narrow and ethnocentric; believes
his/her group to be superior; may carry around negative
and demeaning stereotypes he/she has trouble getting
rid of.
Valuing Diversity
Valuing Diversity- Manages all kinds and classes of
people equitably; deals effectively with all races,
nationalities, cultures, disabilities, ages and both
sexes; hires variety and diversity without regard to
class; supports equal and fair treatment and
opportunity for all; is seen as supporting Guiding
Principle of Diversity.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Work Process
Continuous Improvement
Continuous Improvement- Reviews processes to
determine any gaps between current outputs and
expected requirements; identifies conditions that
contribute to gaps or key variances; explores
relationships between conditions and outcomes;
distinguishes causes from symptoms and identifies
primary causes; generates ideas for solutions;
analyzes the potential effect or impact of each
solution; selects appropriate solutions; gathers
feedback on effectiveness.
Over Demonstrates Continuous ImprovementStarts another change before giving most recent
change enough time to validate whether new
process is working or improved; changes for the
sake of change; sees relationships between
conditions and outcomes where none exist; tries
to solve everything; flies into change mode before
understanding root cause; sees symptoms as
cause; generates solution to address symptom;
fails to consider potential effect or impact of
proposed solutions.
Under Demonstrates Continuous Improvement-Does not
view change process as adding value; resists change; may
view temporary fixes as long-term solutions; may refuse
to devote appropriate time and resources to
improvement efforts.
Over Demonstrates Information MonitoringCollects data with no stated purpose in mind; looks
for correlations or draws conclusions not in
evidence; doesn’t understand that anecdotal
information is also data; creates monitoring
systems that are disruptive; constantly changes
monitoring systems.
Under Demonstrates Information Monitoring- Does not
value monitoring information; rejects the idea of
collecting information due to fear of negative findings or
results; cannot accurately analyze data for correlations;
can’t see the story in the data; does not seek to prove or
disprove premises based on data.
Information Monitoring
Information Monitoring- Determines which
processes or areas need to be monitored; identifies
what information needs to be obtained;
establishes systems to monitor activities or outputs
that are easy to use and that provide timely and
pertinent information; effectively puts in place
monitoring systems with minimal interruption;
collects and reviews data on a regular basis to
determine progress, anticipates needs and makes
necessary adjustments.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Managing Work/Time
Management- May over plan or schedule every
moment of work time; may be unable to adjust to
shifting priorities; may be unable to manage
emergencies that do not fall into “the plan”; may
utilize others to do work that should be completed
by self; may be overly concerned with details of
managing work and miss the “big picture”; may
stress others with rigidity.
Under Demonstrates Managing Work/Time
Management- May be known as a procrastinator; may
not prioritize work effectively; may spend excessive
amounts of time dealing with urgent but not important
matters; may scramble at the last minute to complete
projects; may not be able to utilize the assistance of
others because there is no time to stop and instruct
them.
Over Demonstrates Meeting Leadership- May
attempt to control all aspects of a meeting without
allowing participants to contribute; may be seen as
overly aggressive or “ruling with an iron fist”; may
dwell on process or parliamentary procedure; may
contribute own opinion too often without allowing
feedback; may exclude quiet or more reserved
participants.
Under Demonstrates Meeting Leadership- May not
create agendas or meeting plan; may not manage
meeting time well; may allow meetings to run over
because of excessive and repetitive discussion; may not
attempt to summarize discussion or push the group to
decisions; may create chaos by trying to allow
participants to lead without direction.
Over Demonstrates Meeting Participation- May
try to contribute to every portion of the discussion
even if the points are already covered; may not
listen to the views of others, but only waits for
their turn to speak; may take the group off topic
with unrelated discussion; may be seen as
confrontational or argumentative.
Under Demonstrates Meeting Participation- May not
prepare for meetings ahead of time; may not pay
attention during meetings; may become distracted by
technology (emails/text messages); may often arrive late
or leave early; may behave flippantly or act as if the
meeting is unimportant.
Managing Work/Time Management
Managing Work/Time Management- Identifies
more critical and less critical activities and tasks;
adjusts priorities as appropriate; ensures required
equipment and/or materials are in appropriate
locations so work can be done effectively; allocates
own time to complete work; takes advantage of
available resources (individuals, processes, tools)
to complete work efficiently; uses time effectively
and prevents irrelevant issues or distractions from
interfering with work completion.
Meeting Leadership
Meeting Leadership- Helps to establish purpose
and importance of meeting; seeks, gives, and
summarizes information; checks for understanding;
makes procedural suggestions; tries to build
agreement on outcomes and establishes follow-up;
establishes good interpersonal relationships by
helping people feel valued, appreciated and
included in discussions.
Meeting Participation
Meeting Participation- Seeks, gives and
summarizes information; checks for understanding;
seeks, makes and develops suggestions; makes
procedural suggestions; tries to build agreement
on outcomes and actions; establishes good
interpersonal relationships by helping people feel
valued, appreciated, and included in discussions.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Planning and Organizing- May
be overly obsessed with details that are less
important than the value of overall content; may
not be able to “see the forest because of the
trees”; may have difficulty making changes or
adjusting the initial plan; may make unreasonable
resource demands that prevent progress.
Under Demonstrates Planning and Organizing- May not
know where to begin when planning large projects; may
forget to address essential planning details and needs;
may not effectively manage staff and volunteers by giving
appropriate tasks at the appropriate time; may cause “rework” by omitting steps in the process; may have to
request additional resources because of unanticipated
problems.
Over Demonstrates Problem Solving- May tend
toward analysis paralysis; may wait too long to
come to a conclusion; may not set analysis
priorities; may get hung up in the process and miss
the big picture; may make things overly complex;
may do too much of the analysis personally.
Under Demonstrates Problem Solving-Protects current
process; may be stuck in the past and what worked
before; afraid to solve problems; many times has to come
back and rework the problem a second time; may be a
fire-ready-aim type; may get impatient and jump to
conclusions too soon; may not stop to define and analyze
problems; doesn’t look under rocks; may have a set bag
of tricks and pull unfit solutions from it; may miss the
complexity of the issue and force-fit it to what he/she is
most comfortable with; unlikely to come up with the
second and better solution, ask penetrating questions or
see hidden patterns.
Planning and Organizing
Planning and Organizing- Identifies more critical
and less critical activities and assignments; adjust
priorities when appropriate; determines project
requirements by breaking them down into tasks
and identifying types of equipment, materials, and
people needed; allocates appropriate amounts of
time for completing own and others’ work; avoids
scheduling conflicts; develops timelines and
milestones; takes advantage of available resources
to complete work efficiently; coordinates with
internal and external partners; uses time
effectively and prevents irrelevant issues or
distractions from interfering with work completion.
Problem Solving
Problem Solving- Uses rigorous logic and methods
to solve difficult problems with effective solutions;
knows the resources to use to solve the problem;
can see hidden problems; is excellent at honest
analysis; looks beyond the obvious and doesn’t
stop at the first answers.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Process Management- May
always be tinkering and refining—nothing is ever
the same for long, or finished; may have trouble
explaining the vision of a process; may never finish
anything; may always be dissatisfied because of
unreasonably high standards and expectations of
self and others; may attempt to put too much
together at once; may misjudge the capacity of
others to absorb change; may be seen as a
perfectionist or nitpicker.
Under Demonstrates Process Management-Not good at
figuring out effective and efficient ways to get things
done; uses more resources than others to get the same
thing done; works in a disorganized fashion; doesn’t take
advantage of opportunities for synergy and efficiency
with others; can’t visualize effective processes in his/her
head; lays out tasks for self and others in a helter-skelter
way; does not work to simplify things; lacks attention to
detail; doesn’t anticipate the problems that will arise; not
a systems thinker; doesn’t understand or use process
improvement principles.
Over Demonstrates Resource Utilization- May be
hesitant to problem solve when additional
resources are needed; may not be tolerant of
normal chaos, may too often want to do things
their own way; may not be open to suggestions
and input; may lose effectiveness when things
don’t go as planned. May be overly dependent on
rules, regulations, procedures, and structure; may
leave out the human element of work; may be
inflexible and have trouble with rapid change.
Under Demonstrates Resource Utilization- Doesn’t pull
resources together effectively; may be a poor delegator
and planner and not very motivating to work with;
performance decreases as the number of simultaneous
activities increase; may rely too much on self; may
scramble at the last minute and may have to work long
hours to get things done; may not anticipate or be able to
see how multiple activities come together. Doesn’t plan
for much; may be a seat-of-the-pants performer
scratching it out at the last minute; doesn’t follow an
orderly method of setting goals and laying out work; may
be uncomfortable with structure and process flow; may
be disdainful of planning and comes across to others as
loose or too simple; may not have the patience to
establish goals and objectives, scope out difficulties, plan
for task completion, develop schedules, and do roadblock
management; may be confusing to work for and with;
may be demotivating to others who work with him/her.
Process Management
Process Management- Good at figuring out the
processes necessary to get things done; knows
how to organize people and activities; understands
how to separate and combine tasks into efficient
work flow; knows what to measure and how to
measure it; can see opportunities for synergy and
integration where others can’t; can simplify
complex processes; gets more out of fewer
resources; obtains buy-in for new and improved
processes; can operationalize new processes.
Resource Utilization
Resource Utilization- Can manage resources
(people, funding, material, support) to get things
done; can orchestrate multiple activities at once to
accomplish a goal; uses resources effectively and
efficiently; arranges information and files in a
useful manner. Accurately scopes out length and
difficulty of tasks and projects; sets viable
objectives and goals; breaks down work into the
process steps; develops schedules and task/people
assignments; anticipates and adjusts for problems
and roadblocks; measures performance against
goals; evaluates results; eliminates roadblocks;
creates and maintains focus; looks for ways to
continuously improve.
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Florida Gulf Coast University Performance Management Core Competency Library
Demonstrates
Over Demonstrates
Under Demonstrates
Over Demonstrates Safety Awareness- May be
seen as overly cautious; may waste time looking
for hazards that do not exist; may upset or scare
others with unfounded concerns.
Under Demonstrates Safety Awareness- May not be
aware of surroundings; may not think before acting; may
not check actions afterwards to assure safety; may make
“careless mistakes”; may lack vigilance in questionable
safety situations.
Over Demonstrates Safety Intervention- May be
overly vigilant when identifying safety hazards;
may inflate safety issues; may pester others
unnecessarily with safety policy and regulations.
Under Demonstrates Safety Intervention- Does not
promote a culture of safety; may choose to ignore
evident safety issues; may not consider safety
intervention part of his/her job role; may exhibit a
distasteful attitude about safety policy and protocols.
Over Demonstrates Technical/Professional
Knowledge and Skills- May rely solely on technical
knowledge; may not utilize relationships to get
work done; may not tolerate those lacking
technical knowledge; may not be able to explain
complex processes to others.
Under Demonstrates Technical/Professional Knowledge
and Skills-Does not have technical knowledge; may have
surface technical knowledge, but unable to apply it; may
not show interest in learning technical skills; may prefer
to rely on others to complete technical tasks.
Safety Awareness
Safety Awareness- Detects hazardous working
conditions and safety problems; checks equipment
and/or work area regularly; reports or corrects
unsafe working conditions; makes
recommendations and/or improves safety and
security procedures; enforces safety regulations
and procedures; monitors safety or security issues
after taking corrective action and ensures
continued compliance.
Safety Intervention
Safety Intervention- Follows regulations and safety
procedures, including organizational safety
practices; asks others to follow regulations and
safety procedures; provides assistance to others to
ensure safety; continually monitors and checks
equipment and work area to ensure operational
and safety compliance; detects hazards and safety
problems; reports or corrects unsafe working
conditions until resolved.
Technical/Professional
Knowledge and Skills
Technical/Professional Knowledge and SkillsUnderstands technical terminology and
developments; knows how to apply a technical skill
or procedure; knows when to apply a technical skill
or procedures; performs complex tasks in area of
expertise.
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