M1–Director

Productivity–Integrate all the pieces for true productivity.

Directors connect team members and their managers to organizational strategy and provide clarity to the strategy makers for what team members can accomplish. A Director doesn’t tell team members what to do but acts as their manager’s guide in understanding efforts to deliver the company’s products and services.

The Director is an organization’s first genuine leadership level because intent and context matter more than tasks. Also, this level signifies the formal development of a company’s future leadership.

The following four skills are essential for the Director:

Selecting, coaching, mentoring, and training capable managers of others
Holding first-line managers accountable for managerial work
Deploying and redeploying people and resources among groups
Managing the boundaries that separate groups that report directly and with other parts of the business

Director Core Skills

Attribute	Responsibility/Accountability

Attribute	Responsibility/Accountability
Business/Financial Results	Understanding of financial impact of decisions Ability to think tactically and strategicallv Able to think in terms of functional sustainabilitv rather than short-term wins Must know how to read and interpret market data and competitive response Cross-boundary thinking
People Development	Ability to select and assess First-Line Managers Ability to empower managers Coaching direct reports and mentoring others Ability to lead team learning events
Management	Three to five vears of managerial experience Operational planning expertise/ experience Ability to anticipate and avoid operational problems Ability to problem solve at the root cause level Ability to make and communicate hard decisions and courage to stay the course Ability to manage managers
Leadership	Ability to translate function strategy into sub-function's plan Ability to lead and manage change Setting standards for management performance Confident in a leadership role Respectful of others, accepting/ adapting to local culture Articulate communicator and effective listener at all lavers Cross-functional team building
Growth & Innovation	Learn from mistakes Intellectual curiosity Open-minded and tolerant of difference Willingness to experiment and try new methods Experience in implementing innovation without disruption Process improvement skills
Social Responsibility	Ability to disseminate and enforce health, safety & environment policy Full knowledge of company's policies
Scope of Revenue	≤ $2M

Behavior Model Expectations Level 4

Attribute	Responsibility/Accountability

Attribute	Responsibility/Accountability
Autonomy	Works under general direction within a clear framework of accountability. Exercises substantial personal responsibility and autonomy. Uses substantial discretion in identifying and responding to complex issues and assignments as they relate to the deliverable/scope of work. Escalates when issues fall outside their framework of accountability. Plans, schedules and monitors work to meet given objectives and processes to time and quality targets.
Influence	Influences customers, suppliers and partners at account level. Makes decisions which influence the success of projects and team objectives. May have some responsibility for the work of others and for the allocation of resources. Engages with and contributes to the work of cross-functional teams to ensure that customers and user needs are being met throughout the deliverable/scope of work. Facilitates collaboration between stakeholders who share common objectives. Participates in external activities related to own specialism.
Complexity	Work includes a broad range of complex technical or professional activities, in a variety of contexts. Investigates, defines and resolves complex issues. Applies, facilitates and develops creative thinking concepts or finds innovative ways to approach a deliverable.
Business skills	Communicates fluently, orally and in writing, and can present complex information to both technical and non-technical audiences when engaging with colleagues, users/ customers, suppliers and partners. Selects appropriately from, and assesses the impact of change to applicable standards, methods, tools, applications and processes relevant to own specialism. Demonstrates an awareness of risk and takes an analytical approach to work. Maximises the capabilities of applications for their role and evaluates and supports the use of new technologies and digital tools. Contributes specialist expertise to requirements definition in support of proposals. Shares knowledge and experience in own specialism to help others. Learning and professional development — maintains an awareness of developing practices and their application and takes responsibility for driving own development. Takes the initiative in identifying and negotiating their own and supporting team members’ appropriate development opportunities. Contributes to the development of others. Security, privacy and ethics — fully understands the importance and application to own work and the operation of the organisation. Engages or works with specialists as necessary.
Knowledge	Has a thorough understanding of recognised generic industry bodies of knowledge and specialist bodies of knowledge as necessary. Has gained a thorough knowledge of the domain of the organisation. Is able to apply the knowledge effectively in unfamiliar situations and actively maintains own knowledge and shares with others. Rapidly absorbs and critically assesses new information and applies it effectively.

Reference

Open Axelerant - Sharing our why, what, and how

M1–Director

Director Core Skills

Behavior Model Expectations Level 4

Sample Outcomes of a Director

Reference