LIVE LIKE A LEADER: SUCCESS FACTORS

WHAT ARE SUCCESS FACTORS? Success factors are the most important competencies our LEADERS must consistently demonstrate to be SUCCESSFUL. They are the competencies that contribute to increasing individual impact on team performance and company success. WHAT IS A COMPETENCY? 1. A combination of knowledge, skills, and job attitude (way of thinking and behaving) which is reflected in behaviors that can be observed, measured and evaluated. 2. A competency is a determining factor in a successful performance. 3. The primary focus of competency is behavior which is an application of knowledge, skills and job attitude. There are four major themes to help group the competencies we are looking to observe, measure and evaluate among our leaders: DRIVE, TALENT, DIRECTION, and EXECUTION. WHAT ARE THE BENEFITS OF HAVING SUCCESS FACTORS? Establishing a roadmap of how we classify and organize leadership traits will help NEW leaders compare performance against potential. The roadmap will serve as a foundation for leadership development, removing questions on what it takes to make an impact as a leader in VEMMA. SPECIFICALLY, THE SUCCESS FACTORS FUNCTION TO ACCOMPLISH THE FOLLOWING: 1. INCREASE PRODUCTIVITY Improve efficiency; leaders know what they are expected to do as well as how they are expected to perform tasks. Desired behaviors are documented and repeated. The best traits of all leaders are combined to make an IDEAL LEADER. 2. GROW, RETAIN, AND ATTRACT THE RIGHT PEOPLE Understand and define the talent needed and available to accomplish the main goal (building and developing a successful and profitable business). Define the companys culture and what its all about to maximize our ability to recruit people with the right mindset and attitude. Objectively identify the individuals we must retain to maintain the best talent pool. Enable the company to define a skills road map, which empowers individuals to manage and achieve their own development and work towards their own goals. 3. IMPROVE PERFORMANCE Define expectations for brand partners in a way that is measureable, objective and defensible. (Essentially track performance) Set behavioral goals to encourage brand partners to go above and beyond expectations.

WHAT DOES IT TAKE BE A SUCCESSFUL LEADER IN VEMMA?

Leaders DRIVE above average results The best leaders are personally and organizationally driven Leaders set high standards and challenge themselves and others to achieve more Leaders encourage and enhance performance and growth to achieve above average results Leaders find and develop top TALENT Leaders find multiple ways to impact performance, development, and growth of others They invest in their people, care about them, and genuinely want them to succeed Leaders know the companys success rests in the successes of each person within it Leaders understand the importance of building effective teams Leaders set clear DIRECTION Leaders envision the future and influence others to achieve the vision They create a strategy, determine goals and set priorities achieve their vision Setting the course (foundation) is an extremely critical function of leadership Leaders strive for flawless EXECUTION Outstanding leaders guide the planning and organization of critical tasks From timelines, to assignments, to rearranging tactical plans, leaders must ensure that work is completed effectively, accurately, and efficiently

DRIVE

TALENT

DIRECTION

EXECUTION

DRIVE: PERSONAL LEARNING AND DEVELOPMENT Participates in activities for self-improvement Actively seeks feedback from others to determine the areas which he/she can improve Works to deploy strengths, compensating for weaknesses and limits ROLE MODEL LEADER Is dedicated to continuous learning and self-improvement and aggressively undertakes activities to enrich intellect, to build new skills, and refine existing ones Actively seeks feedback, and acts upon it to improve perceived weaknesses and limitations to build a variety of skills Is a role model for those who strive for personal excellence

DRIVE FOR RESULTS Pursues his/her work with energy, drive and a NEED to finish what has been started Can be counted on to exceed goals successfully Consistently pushes themselves and others for results Constantly and consistently a top performer Bottom-line oriented
ROLE MODEL LEADER
Is driven by accomplishing goal; anticipates obstacles, prepares contingency plans, and makes appropriate adjustments; keeps everyone on track Is the go-to person for both action and strategic planning of complex and tough assignments Runs the race to finish strong not just to cross the finish line; rallies others to do the same; only satisfied with above average results

DECISION QUALITY Makes good decisions based on the mixture of analysis, wisdom, experience and judgment Most of his/her solutions and suggestions turn out to be correct and accurate when assessed over time Sought out by others for advice and solutions
ROLE MODEL LEADER
Uses a combination of logic, analysis, experience, wisdom and other resources to make sound, timely decisions and to solve problems. Demonstrates the ability to solve complex and difficult problems, creates effective and innovative solutions Delivers solutions and decisions that have a positive, far-reaching, and comprehensive organizational impact, influencing future event s and directions Is well respected inside and outside the organization; is often pursued for input, analysis, process support, and direction

TALENT: FINDING TALENT Is a good judge of talent Selects candidates to meet the needs of the business Is not afraid to select strong candidates Maintain a network to ensure consistent and timely signups
ROLE MODEL LEADER
Has an eye for talent and actively recruits top talent, both inside and outside the organization Can quickly and accurately assess the strengths and limitations of people and articulate them Brings out the best in people and provides ample training and enrichment opportunities Considers the overall organizational culture when amassing individual talent

DEVELOPS DIRECT REPORTS Provides challenging tasks and stretch assignments Holds frequent coaching touchbases Is aware of each team members career goals Fosters development through the INDIVIDUAL DEVELOPMENT PLAN process
ROLE MODEL LEADER
Considers him or herself in a position of responsibility for the advancement of others; identifies potential and assumes a role in developing it Creates an environment of positive feedback, encouraging others to reach father and higher and press on toward their goals Guides development discussions and progress, and encourages others to adjust development plans as needed to ensure attainment of current career goals

BUILDING EFFECTIVE TEAMS Can organize and blend people into a functional team Fosters open dialogue to promote and build team stability and cohesiveness Defines success in terms of the whole team

Shares wins and successes Lets people finish and be responsible for their work
ROLE MODEL LEADER

Simultaneously develops and managers numerous productive teams within an organization Enthusiastically broadcasts teams successes, crediting and honoring the whole group Builds mission-driven, cohesive teams that project a team spirit that inspires and motivates the entire organization

MOTIVATING OTHERS Creates a climate in which people want to do their best Empowers others Makes each individual feel his/her work is important Can assess each persons motivational needs to get the best of them Invites input from each person and shares ownership and visibility Is someone people like to work with
ROLE MODEL LEADER
Inspires and motivates whole organizations Recognizes each persons strengths, development needs, and professional goals, and inspires them to succeed Appropriately rewards and acclaims individuals, groups, and teams for the above stellar achievements Successfully motivates teams outside of current direct reports

DIRECTION: MANAGING VISION AND PURPOSE Communicates a compelling and inspired vision and sense of core purpose Talks about possibilities beyond today Is optimistic Creates milestones to rally support behind the vision Makes the vision accessible to everyone; leaves no one behind
ROLE MODEL LEADER
Impassions others with a strong sense of purpose, and convinces them of the need and urgency to wholeheartedly give their support Instinctively discerns what drives his or her audience and skillfully ignites and steers their sense of purpose to a common goal

DEALING WITH AMBIGUITY Can effectively cope with change Can shift gears comfortably Can decide and act without having the total picture Can comfortably handle risk and uncertainty
ROLE MODEL LEADER
Embraces and advocates change; enjoys the thrill of doing things differently because with change brings newness and opportunities

Others reach out to him/her to provide guidance when faced with important decisions where there is no history or details to guide the decision making process Approaches risk and uncertainty with a level or calm and confidence; helps others to deal with the situation in the same manner

LEARNING ON THE FLY Learns quickly when facing new problems A relentless and versatile learner Open to change Analyze both successes and failures for clues to improvement Experiments and will try anything to find solutions Enjoys the challenge of unfamiliar tasks
ROLE MODEL LEADER
Is an avid, adept, disciplined, and versatile learner in the context of an activity; quickly and effectively integrates new information and skills to enhance personal performance or the performance of the organization Relishes challenges as opportunities to learn; is exceptionally resilient in the face of challenge, demonstrating great determination and advanced ability for experiential learning Can be consistently counted on to successfully handle unfamiliar, tense, or crisis situations. Readily learns and transfers knowledge to action in those situations

EXECUTION: PRIORITY SETTING Spends his/her time and the time of others on whats important Quickly zeros in on the critical few and puts the trivial many aside Can quickly sense what will help or hinder the accomplishing of a goal Eliminates roadblocks
ROLE MODEL LEADER
Designs plan to accomplish complex and challenging tasks for teams, groups or the organization Empowers participants by clearly communicating sequence and sense of tasks involved Anticipates roadblocks, trends, and then prepares alternatives, taking variables and organizations relationships into consideration

PLANNING Accurately scopes out length and difficulty of tasks and projects Breaks down work into process steps Develops schedules and tasks Sets objectives and goals Anticipates and adjusts for problems and adjusts for problem and roadblocks Measures performance against goals and evaluates results
ROLE MODEL LEADER
Develops strategies for the organization and coordinates efforts to implement them Designs methods for implementing plans and for measuring success Fluently communicates the plan to all, creating structure for communication and interaction Anticipates impact of environment and situations on projects and plans how to compensate for unexpected

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 simplify complex processes Gets more out of few resources
ROLE MODEL LEADER
Expertly creates both simple and complex systems for large groups or organizations Anticipates obstacles and incorporates safeguards to ensure smooth operation without much oversight Creates opportunities for synergy and integration of workflow by using knowledge of the types of people or groups involved Adeptly adjusts measurement of processes and systems Impacts organizations, people, and results remotely

MANAGING & MEASURING WORK Clearly assigns responsibility for tasks and decisions Sets clear objectives and measures Monitors process, progress and results Designs feedback loops into work
ROLE MODEL LEADER
Clearly communicates expectations and aspirations to the groups/organization Adjusts quantitative and qualitative measures as needed to ensure appropriate feedback on priority goals and objectives Designs and communicates tangible benchmarks and success measures Implements feedback loops that provide information to appropriate individuals who are empowered to make decisions and exercise authority within the prescribed framework