COMPETENCY SORT CARDS

This deck contains the essential things you need to do on a regular basis in order to be a great
operations leader at Amazon. CUSTOMER OBSESSION
It should be used to help you identify your strengths and opportunities as well as the strengths and
opportunities of those who work for you. Here’s how...
Proficient
Flip through the stack and make two piles: stuff you do well, stuff you do that gets in your way.
Go through each pile and sort out your top 3-5 for each. Leaders start with the customer and work backwards. They work vigorously to
Look for themes. How do the selected cards relate to tell a story? earn and keep customer trust. Although leaders pay attention to competitors,
4 In your next 1:1 talk about what’s working, what’s getting in the way and how that is impacting
your effectiveness as a leader? Discuss ways to leverage strengths, barriers to be removed, they obsess over customers. Leaders relentlessly advocate for the customer
knowledge/skills to be learned, or new behaviors to practice.
in meetings and decision-making. They are dedicated to meeting and
These cards are a tool that can be used when: exceeding customer expectations. They seek customer feedback and use it to
• Identifying your own leadership strengths and opportunities make improvements.
• Providing feedback on other’s leadership strengths and opportunities
• Conducting developmental discussions
• Giving feedback and providing coaching
• Writing reviews
• Defining the ideal candidate profile for recruitment

THINK BIG INVENT AND SIMPLIFY

Proficient
Thinking small is a self-fulfilling prophecy. Leaders create and communicate
a bold direction that inspires results. They think differently and look around
corners for ways to serve customers. Leaders champion visionary ideas. They
creatively address issues and problems.
Proficient
Leaders expect and require innovation and invention from their teams and
always find ways to simplify. They are externally aware, look for new ideas
from everywhere, and are not limited by “not invented here”. As we do
new things, we accept that we may be misunderstood for long periods of
time. Leaders are aware of and build upon the solutions and best practices
established by others. They are fearless in removing non-value-added steps in
a process.
 This deck contains the following sort cards that are grouped under the NA Ops Leadership

CUSTOMER OBSESSION Expectations Think, Teach, Deliver.

Think Create a Culture of Safety

Customer Obsession Self-Development and Teaching
Over-utilized Think Big Open Communication
Makes too many exceptions to process based on individual customer demand; Invent and Simplify Interpersonal Skills
Have Backbone; Will Disagree and Commit Teamwork and Willingness to Roll Up Sleeves
bypasses necessary policies and procedures to meet customer demand. Are Right, A Lot Composure
Dealing with Ambiguity Deliver
Knows and Uses Available Tools Ownership
Under-utilized A to Z Business Understanding Frugality
Company-wide Perspective Bias for Action/Hustle
Focuses on internal operations, doesn’t consider customer needs in decision-
Teach Deliver Results/Achievement of the Right
making; doesn’t put the customer experience first. Hire and Develop the Best/Finding and Results
Orienting Great People Persuasive, not Political
Insist on the Highest Standards Writing, Speaking and Listening Effectively
Earn Trust of Others Reliability and Dependability
Vocally Self Critical Efficient Use of Precious Resources
Dive Deep Fun

INVENT AND SIMPLIFY

Over-utilized
May prematurely reject the old in favor of the new. Unnecessarily reinvents
the wheel instead of improving someone else’s innovation. Invents, but
doesn’t simplify; makes things more complex than they need to be. Works in a
vacuum—without involvement or input from key participants.
THINK BIG
Over-utilized
May get stuck in the idea-generating process and fail to act. Doesn’t follow
through. Wastes time on an idea they love and fail to recognize that it is
impractical or only marginally productive.

Under-utilized
Not a good judge of customer needs. Stuck in their comfort zone. Doesn’t push
beyond the first available solution; doesn’t experiment. Blocks innovation of
team; shoots down ideas before they’ve had a chance to develop. Prioritizes
short-term gains over long-term innovation. Practices problem management
instead of true problem solving.
Under-utilized
Narrow-minded; overly tactical, not strategic; avoids risk. Relies on “tried and
true” solutions for new issues and problem; resistant to new ideas. Responds
to new ideas with reasons why it won’t work instead of thinking of ways to
make things work.
HAVE BACKBONE; WILL ARE RIGHT, A LOT
DISAGREE AND COMMIT
Proficient
Proficient Leaders are right a lot. They have strong business judgment and good
Leaders are obligated to respectfully challenge decisions when they disagree, instincts. Use direct observation, facts and data in decision making. Are willing
even when doing so is uncomfortable or exhausting. Leaders have conviction to admit when they are not right or don’t know so they can learn.
and are tenacious. They do not compromise for the sake of social cohesion.
Once a decision is determined, they commit wholly. They are willing to
champion an unpopular or difficult message.

DEALING WITH AMBIGUITY KNOWS AND USES

Proficient
AVAILABLE TOOLS
Able to function well in loosely structured situations; works effectively in
Proficient
situations involving uncertainty or lack of information; effectively handles
Understands and uses the tools available for self-sufficiency, self-development
multiple projects or tasks at the same time; is open to and responds flexibly
and work efficiency; masters processes and tools which save own and others
to change.
time; does not reinvent the wheel.
ARE RIGHT, A LOT HAVE BACKBONE; WILL
Over-utilized
DISAGREE AND COMMIT
Think they are right a lot. Are so overly confident that they miss out on other
Over-utilized
points of view.
May be over-contentious or argumentative; bullies others in debating an issue.

Under-utilized
Under-utilized
Have difficulty making decisions for fear of being wrong. Doesn’t do their
Doesn’t get behind unpopular messages. Uses poor judgment. Bends easily
homework–gathering facts and data.
despite own best instincts; isn’t comfortable speaking up; shies away from
debate. Is silent or agrees with decisions in the meeting and then complains or
questions the decision outside the meeting.

KNOWS AND USES

AVAILABLE TOOLS
DEALING WITH AMBIGUITY
Over-utilized
Too rigid in their work processes; unwilling to learn new tools or processes Over-utilized
because the current ones work well for them. Over-relies on tools, spending May not value systematic problem solving; may not seek out all the available
too much time in cyber-space and not enough time in the real world to develop information when making decisions.
a complete understanding of the picture.
Under-utilized
Under-utilized Uncomfortable with change; freezes when confronted with a problem with no
Doesn’t take the time to learn or establish processes that increase efficiency; obvious solution; prefers routine, predictable work patterns.
handles work “on the fly.” Unskilled computer user who depends on others to
mine data and produce reports on their behalf; lacks basic familiarity with the
information systems and tools available to perform their job.
A TO Z BUSINESS
UNDERSTANDING
Proficient
Clearly understands Amazon’s goal to be the most customer centric company
in the world; knows our products and services; understands the business and
could conduct a site tour; visits and is familiar with our competitors’ sites;
understands how position or role is critical to the success of the business;
stays current and informed about their industry.
Hire and Develop the Best/Finding
and Orienting Great People
Proficient
Leaders raise the performance bar with every hire and promotion. They
recognize exceptional talent, and willingly move them throughout the
organization. Leaders develop leaders and take seriously their role in coaching
others. They are not afraid to hire people smarter than they are. They develop
team members through challenging goals and assignments. Leaders give
frequent, honest, developmental feedback through regular one-on-ones.
People want to join their team. Raises the bar by hiring better and better
people. Refers great people. Consistently contributes relevant feedback on
candidates. Asks the tough questions. Is objective. Assists in orientation and
assimilation of new employees.
COMPANY-WIDE PERSPECTIVE
Proficient
Able to assess broader and deeper impact of decisions; focuses on what
is right for the company; makes decisions first for the betterment of the
company, then the group, and lastly for the benefit of the project or self;
does not act in ways that sub-optimize for the overall business; when
possible, encourages cross-functional and cross business brainstorming and
project teaming; understands the connections between parts of the company.
INSIST ON THE HIGHEST
STANDARDS
Proficient
Leaders have relentlessly high standards–many people may think these
standards are unreasonably high. Leaders are continually raising the bar and
drive their teams to deliver high quality products, services and processes.
Leaders ensure that defects do not get sent down the line and that problems
are fixed so they stay fixed.

COMPANY-WIDE PERSPECTIVE
Over-utilized
May make changes in an effort to improve processes that are more disruptive
than helpful; may not align priorities appropriately; only has a big picture view
of the company, lacks awareness of the details.
Under-utilized
Doesn’t think beyond own department; doesn’t understand the impact of
changes to process; may be an unskilled strategist; narrowly-focused.
INSIST ON THE HIGHEST
STANDARDS
Over-utilized
Sets unreasonably high standards without providing the support to achieve. Is
a perfectionist and overly critical. Disregards the developmental level of the
person when setting goals.
Under-utilized
Sets easily achievable standards; creates a false confidence and sense of
success. Doesn’t challenge the work or ideas of others to ensure highest
quality. Gives in too easily; accepts less than what was agreed upon. Sets a
low bar for performance just so that goals are always met.
A TO Z BUSINESS
UNDERSTANDING
Over-utilized
Over-relies on academic or industry knowledge; not focused on business or
managerial skills.
Under-utilized
Out of touch with the business; works in silo; not familiar with the
competition or current industry practices; personal or team priorities not
aligned to company goals
Hire and Develop the Best/Finding
and Orienting Great People
Over-utilized
Unable to look past initial impressions of a candidate; not open to feedback of other
interviewers. Over-relies on a candidate’s affiliation with a company or school as a
predictor of success. Becomes personally invested in the development of a person,
losing perspective on true potential. Promotes internal people who are not raising
the bar. Asks questions in interviews that are too tough, no one would be able
to answer.
Under-utilized
Doesn’t dig deep in interviews. Won’t hold out for the best candidate. Relies on
biases, experience “like mine” or “just knowing.” Is frequently wrong in predicting
who will be successful. Unaware of the developmental needs of the team. Fails
to give frequent, honest, developmental feedback. People on their team are not
developed to full potential. Refers everyone they know. Rarely contributes valuable
interview feedback. Gets too creative with interview questions asking questions that
are not directly job related. Does not adhere to the interview practices of Making
Great Hiring Decisions. Thinks new hires should just “figure it out.”
EARN TRUST OF OTHERS
Proficient
Leaders are sincerely open-minded, genuinely listen, and are willing to
examine their strongest convictions with humility. They are direct, honest
and real. Less concerned about their image than the success of their team.
Leaders can be trusted with sensitive or confidential information. Do what they
say they are going to do. Assume the best of others. Up-front and respectful in
their interactions with others.
DIVE DEEP
Proficient
Leaders operate at all levels, stay connected to the details and audit
frequently. No task is beneath them. Leaders drive root-cause analysis to
uncover core issues through direct observation, facts and data.
VOCALLY SELF CRITICAL
Proficient
Leaders do not believe their or their team’s body odor smells of perfume. They
come forward with problems or information, even when doing so is awkward
or embarrassing. Leaders benchmark themselves and their teams against the
best. Leaders learn from their mistakes, instead of hiding them.
CREATE A CULTURE OF SAFETY
Proficient
Creates and maintains a safe working environment; models safe behavior;
follows up on safety-related concerns right away; shares relevant, instructive,
action oriented safety tips; participates in safety awareness training and
reinforces training with associates; reports all safety incidents and utilizes the
Global Safety Database appropriately; looks for ways to reduce the exposure
of force, repetition, and awkward postures through process improvements;
seeks to make manual processes less physically demanding.
VOCALLY SELF CRITICAL EARN TRUST OF OTHERS
Over-utilized
Over-utilized
Self-critical to the point of lacking confidence. Overly critical of their team.
May be so overly open and honest they are perceived as too direct. May focus
Punishes people for mistakes rather than using it for learning. Doesn’t
too much on pleasing others.
acknowledge progress.

Under-utilized
Under-utilized
Has a hidden agenda; gives preferential treatment; lacks confidentiality.
Protects self and team from criticism by trying to cover up mistakes. Makes
Doesn’t follow through on promises. Keeps information from people who
the same mistake multiple times. Keeps quiet on problems or negative
should know.
information. Talks up the positive aspects disproportionately. Arrogant.

CREATE A CULTURE OF SAFETY

DIVE DEEP
Over-utilized
Imposes unnecessary safety requirements that impede production; over- Over-utilized
emphasizes recordable rates and lost time rates; creates an intimidating May be so connected to the tactical details that they miss the big picture;
environment in which associates are afraid to report injuries. spends too much time on analysis that never leads to action.

Under-utilized
Turns a blind eye to safety concerns; doesn’t practice or model safe behaviors;
merely gives safety requirements lip service; is careless with root cause
analysis and tends to blame associates for incidents instead of determining
the true root cause; expects people to be vigilant and pay full attention to
repetitive jobs for a full shift; provides weak safety tips.
Under-utilized
Focuses too much on high-level ideas, isn’t familiar with the necessary details
of processes. Tries to solve problems before really understanding them;
doesn’t go and see. Over-relies on facts or data, but doesn’t use both.
SELF-DEVELOPMENT
AND TEACHING
Proficient
Understands personal strengths and development needs; initiates self-
development actions; seeks and shares job-relevant learning, developmental
experiences, and feedback to enhance performance; encourages others to
take personal responsibility for continual learning and skill growth; shares
knowledge with others; admits and learns from mistakes and shortcomings;
loudly and visibly voice problems and failures inside their own teams; open
to discussing opportunities for development; assists in orientation and
assimilation of new employees.
INTERPERSONAL SKILLS
Proficient
Develops and maintains good working relationships with others; treats others
with respect; builds trust and rapport; practices and promotes involvement
and cooperation; well accepted by others even under difficult circumstances;
able to recognize and understand how he/she affects others; is perceived as
approachable, diplomatic and tactful; adjusts approach to suit the reactions
and needs of others. Resolute.
OPEN COMMUNICATION
Proficient
Willing to ask and honestly answer the tough questions; treats others’ opinions
with respect; fosters open communication and candid discussions; shares
information that helps others do their job well; keeps others in the loop.
TEAMWORK AND WILLINGNESS
TO ROLL UP SLEEVES
Proficient
Fosters cross-functional and cross business teamwork; builds and promotes
team morale; works efficiently and effectively on teams to customers’ needs;
contributes outside the scope of the job; meets all team commitments;
consistent effort, intense commitment, and willingness to go above and
beyond when needed; willing to do low profile, non-challenging work to get
the project done.
 SELF-DEVELOPMENT
OPEN COMMUNICATION AND TEACHING
Over-utilized
Over-utilized
May over-share; discloses information that may be confidential or inappropriate
May be overly-self critical; may become so involved in self-development that
for certain groups; may inform teams of information too early before it is truly
they don’t act on other goals; may leave themselves too open for criticism.
decided.

Under-utilized
Under-utilized
Not self-aware; may be arrogant or defensive; avoids feedback; makes excuses
Communicates inconsistently – shares too much or too little information, too
or blames others; hoards information rather than sharing with others.
early or too late, for people to do their jobs successfully; may communicate but
not follow through.

TEAMWORK AND WILLINGNESS

TO ROLL UP SLEEVES INTERPERSONAL SKILLS
Over-utilized
Over-utilized
Sets aside high priority tasks that need their attention in favor of lending a
May be overly focused on being liked, making connections or pleasing
hand on other tasks; has a poor work-life balance, is a workaholic; may have
everyone; may indiscriminately share information with peers.
difficulty setting priorities.

Under-utilized
Under-utilized
Viewed as unapproachable; has little rapport with team; doesn’t know team
Isn’t flexible when work demands increase; doesn’t make the effort when it
members; uncomfortable working with variety of people; doesn’t deal well
is necessary to complete a task; does just enough to get by; doesn’t work
with conflict.
well with team members or contribute to the achievement of the team; is
uncomfortable working with people from outside their immediate department.
COMPOSURE
Proficient
Handles unexpected events calmly; successfully copes with unintended
consequences; helps coworkers thrive in stressful situations; identifies
and manages stress due to lack of control; acts with the highest level of
professionalism and maturity during crisis situations; looks immediately for
resolution rather than placing blame.
FRUGALITY
Proficient
We try not to spend money on things that don’t matter to customers. Frugality
breeds resourcefulness, self-sufficiency and invention. There are no extra
points for head count, budget size or fixed expense. Leaders know that money
and technology aren’t always the best solution and encourage their teams to
find simple, effective solutions.
OWNERSHIP
Proficient
Leaders are owners. They think long term and don’t sacrifice long-term value
for short-term results. They act on behalf of the entire company, beyond just
their own team. They never say “that’s not my job”. Leaders plead passionately
for their positions and champion ideas they believe will benefit the business.
Leaders have a long-term, vested interest in the success of the company.
BIAS FOR ACTION/HUSTLE
Proficient
Speed matters in business. Many decisions and actions are reversible and
do not need extensive study. We value calculated risk taking. Leaders work
long, hard and smart. They exercise strong business judgment and good
instincts that inform their decisions. They make every minute count and
seize opportunities. Is tenacious, intense, and has a sense of urgency around
getting things done.
OWNERSHIP COMPOSURE
Over-utilized Over-utilized
So personally invested in their work that they rob opportunities for May not react with appropriate emotion in situations which call for it; coolness
development from others, everything becomes their responsibility. May not may be interpreted as not caring.
function well as a team player.
Under-utilized
Under-utilized Gets overwhelmed easily; may over-react or respond to stress with
Has a “not my job” attitude toward some tasks. Is just trading their time for inappropriate comments; may get over-emotional, defensive or moody; spreads
money; when they see a task that needs to be done or an improvement that anxiety to others in stressful situations.
could be made, they assume someone else will take care of it.

BIAS FOR ACTION/HUSTLE

Over-utilized FRUGALITY
Jumps to conclusions or take action before considering facts and data; impulsive;
impatient; decides or acts quickly to avoid necessary debate. Doesn’t consider Over-utilized
others’ input. Pushes solutions before understanding root causes. Practices Believes that it is never appropriate to spend money. Fails to invest or spend
problem management, not true problem solving. Spends too much time in a when they should.
reactionary mode, fighting fires.
Under-utilized
Under-utilized Are at a loss when challenged to solve problems without adding resources;
Slow to decide or act on opportunity; procrastinates/hesitates; freezes on can’t see possibilities. Lacks resourcefulness.
issues. May be a perfectionist; may lack confidence. Waits to be told what to do.
Wastes time pursuing lower priorities. May be bored, unmotivated or burned out.
Overthinks decisions. Communications fizzle, responses are sluggish, work is
delayed, keeps others waiting.
DELIVER RESULTS/ACHIEVEMENT
OF THE RIGHT RESULTS
Proficient
Leaders focus on the key inputs for their business and deliver them with
the right quality and in a timely fashion. Despite setbacks, they rise to
the occasion and never settle. Get the important things done. Leaders are
resourceful and build things that work. They consistently exceed goals. Keep
their teams focused and motivated in order to deliver the right results. Kick
rocks out of the way; help to clear a path for success, enabling people to
achieve more than they thought possible. Gets the important things done. Is
resourceful. Maintains effective pace and produces conclusive, measurable
results within time commitments.
WRITING, SPEAKING AND
LISTENING EFFECTIVELY
Proficient
Writes, speaks and presents information effectively, clearly, and with brevity;
communicates to improve understanding, decision making and performance;
understands the value of listening to others; thinks before speaking; probes to
understand and confirms understanding of what is heard; encourages others
to speak; comfortable communicating with groups large and small at all levels.
PERSUASIVE, NOT
POLITICAL
Proficient
Demonstrates healthy and productive influencing ability; doesn’t optimize for
optics; gains the respect and confidence of others; builds constructive and
effective relationships; influences others and sells ideas; able to understand
the diverse needs, styles and feelings of others and acts accordingly to find a
common ground and achieve a “win-win;” negotiates effectively with internal
and external groups; is comfortable being both direct and diplomatic.
RELIABILITY AND
DEPENDABILITY
Proficient
Works hard and does what it takes to get results and meets deadlines;
takes accountability; delivers on expected tasks without requiring follow-up;
perseveres and consistently sees tasks through to completion.
 DELIVER RESULTS/ACHIEVEMENT
PERSUASIVE, NOT OF THE RIGHT RESULTS
POLITICAL Over-utilized
Focused on achieving results at any cost; may show a lack of concern for
Over-utilized teams, processes, or ethics. Doesn’t share successes. Overly emphasizes
May not be seen as trustworthy; perceived as manipulative. results, leaving bodies in their wake. Tries to get everything done, without
regard for importance or necessity. Works at an unsustainable pace, expects
Under-utilized others to do the same. Builds for the sake of building.
Has difficultly achieving agreement; not able to establish common ground
between parties; gives in to easily or can be too stubborn; diplomacy is Under-utilized
lacking, can damage relationships. Inconsistent on achieving goals. Manages workload poorly. Just gets by with
minimum required effort. Makes excuses, accepts excuses. Creates a “try
hard” culture, instead of results driven culture. Glosses over shortcomings to
protect feelings. Creates false confidence and sense of success in their team.

WRITING, SPEAKING AND

RELIABILITY AND
DEPENDABILITY
Over-utilized
May be perceived as too stubborn; may not have priorities properly aligned
with team goals; might stick to efforts beyond the reasonable likelihood of
completing tasks; may not ask for help when assignments are at risk.
Under-utilized
Gives up easily; doesn’t work to overcome conflicts or barriers; likely to
compromise the original goal in favor of just “getting done.”
LISTENING EFFECTIVELY
Over-utilized
May take too long to draft communications; may unnecessarily criticize the
writing of others; may rely on ability to “wing it” over preparation or content.
Under-utilized
Interrupts people; doesn’t get the point being made in conversations; may
be so verbose or succinct they are difficult to understand; has trouble
communicating with different audiences; may lack confidence when speaking
or presenting.
EFFICIENT USE OF PRECIOUS FUN
RESOURCES Proficient
Has fun at work; makes it easy for others to have fun; has a positive sense of
Proficient
humor; able to laugh at themselves and with their team; able to use humor to
Maximizes financial and talent resources for the long-term success of the
ease tense situations.
company as a whole; spends money wisely; uses technical and creative
resources wisely; keeps value to customers in mind when spending money or
allocating resources; looks for creative solutions to problems that lead to lower
expense and greater satisfaction; is resourceful, self-sufficient and inventive.
FUN EFFICIENT USE OF PRECIOUS
Over-utilized
RESOURCES
Doesn’t have a clear sense of when humor is appropriate to the situation; uses
Over-utilized
humor to deflect problems or issues; relies heavily on sarcasm; can be seen as
Doesn’t invest resources where they are needed in the name of frugality; is
immature or not serious.
miserly with time, money, staffing when expense is justified and is a value-add.

Under-utilized
Under-utilized
Afraid to appear silly or not serious enough if they share their sense of
Spends resources on things that don’t add value to customers; allocates time,
humor; lacks a “soft on people” approach; uses inappropriate humor; appears
money and staffing freely without thought to budget or waste.
humorless, cold, or unapproachable; seldom smiles.