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Leadership - Competency

360-Feedback questions that measure Leadership

• Effectively leads others.
• Demonstrates leadership and courage in critical situations.
• Highly effective supervisor.
• Is a leader within the department.
• Maximizes the efforts of all team members.
• Able to lead the organization.
• Demonstrates effective leadership talent and skills
• Is a highly effective supervisor.
• Enhances the quality and productivity of the team.
• Effective leadership talent and skills
• Improves work quality for the team.

• Able to influence others.
• Leverages credibility and expertise to influence decisions and outcomes.
• Uses persuasion and influence instead of micromanaging employees.
• Influences the department.
• Influences others
• Influences others in a way that results in acceptance, agreement, or behavior change.
• Can influence and persuade others to a course of action.
• Influences [Company]
• Influences the decisions made at the Company.
• Influences the organization.
• Influences others on his/her team to reach goals, improve performance, and try new things
• Influences the work of employees within the department.

• Encourages team members to step outside their comfort zones to achieve more.
• Can persuade other peers and team members.
• Motivates others to reach and exceed organizational goals and objectives.
• Builds coalitions and alliances across teams to gain support for initiatives.
• Encourages others to question certain procedures which they may not understand and to communicate what they need.
• Uses storytelling to make complex ideas relatable and inspire action.
• Gains commitment by persuasion.
• Builds compelling arguments using data, logic, and examples that resonate with the audience.
• Guides individuals toward goal achievement using negotiation, teamwork/collaboration, motivation and staff development skills.

• Leads team to achieve consensus, solve problems, and accomplish tasks.
• Inspires confidence by demonstrating conviction, authenticity, and passion for ideas.
• Inspires a sense of pride and shared ownership.
• Gives inspiring presentations or discussions.
• Incorporates the company Philosophy, Mission Statement, and Core Values into daily branch life so that co-workers accept them as more than just written documents
• Inspires a shared culture by keeping employees informed and working together.
• Signals commitment to critical processes.
• Incorporates the company Philosophy, Mission Statement, and Core Values into the district's culture so that co-workers accept them as more than just written documents
• Projects a "can-do" attitude when interfacing with peers, subordinates and customers(especially during difficult and challenging times).

• Selects the best and brightest people from inside or outside the company.
• Expects employees to support peers in achieving excellence.
• Demands attention to detail and precision in all work.
• Believes each employee has the potential to excel and expects them to pursue it.
• Expects employees to represent the organization with excellence at all times.
• Expects staff to work above average.
• Only accepts exceptional work.
• Expects employees to achieve above average performance.
• Holds team members accountable for delivering results on time and at a high standard.
• Is totally committed to doing the best job possible.
• Does not settle for mediocrity and quickly addresses underperformance.
• Holds employees responsible for anticipating challenges and preparing accordingly.
• Consistently challenges employees to exceed goals, not just meet them.
• Expects employees to proactively identify problems and propose solutions.
• Expects participation by all team members.
• Promotes a culture where everyone is expected to raise the bar for the group.
• Maintains high expectations for performance.

• Does what they say they will do.
• Never betrays the trust of confidential sources of information.
• Expects employees to uphold the highest standards of ethics and integrity.
• Maintains the confidence of others.
• Is a role model for ethics and integrity.
• Maintains high ethical standards.
• Upholds ethical standards despite pressure to compromise for short-term gain.
• Demonstrates core value behaviors in actions towards others and in work performed
• Avoids getting involved in office politics.
• Is a highly principled leader of strong ethics and integrity.
• Provides a moral standard of ethical and honest work.
• Always sticks to their word.
• Never divulges confidential information given by colleagues.
• Keeps all promises.
• Consistently follows commitments in dealing with others
• Is always honest with employees.
• Maintains high standards of honesty and integrity.

• Sets a positive example.
• Sets a positive example admired by others.
• Serves as a role model for others.
• Sets a positive example for others to follow.
• Demonstrates the highest standards of conduct and behavior.
• Leads by example.
• Demonstrates hard work and excellence every day.

• Focuses others on the necessary tasks that need completion.
• Fosters team cooperation, builds trust among team members and creates commitment to team goals.
• Able to take advantage of the different capabilities and talents of team members.
• Aligns work of employees to a common goal or objective.
• Able to align manpower, design work, and allocate tasks to achieve goals.
• Uses situational leadership employing the appropriate leadership style to maximize performance given the situation.
• Focuses team efforts on meeting the needs of the customers.
• Establishes a sense of order and control in the branch; co-workers know their roles
• Meets regularly with subordinates to align their work with the goals and objectives of the Company.
• Considers duty positions, capabilities, and developmental needs when assigning tasks.

• Provides challenging assignments to employees.
• Motivates others to work together toward common objectives.
• Assigns stretch goals that push employees to perform beyond current capabilities.
• Sets sort and long-term goals and objectives.
• Sets clear goals and objectives for subordinates.
• Leads team to set goals, solve problems, and accomplish tasks.
• Sets goals and objectives that exceed those of peers or team members.
• Sets a high level of performance expectations and challenges others to do the same.
• Sets specific, measurable, and challenging goals.
• Expresses clear goals and objectives.

• Clearly explains performance expectations and goals to be reached at the beginning of a project, then let's others decide how to achieve the goal.
• Encourages creativity and expects innovative contributions from everyone.
• Empowers others to achieve results and holds them accountable for actions.
• Encourages employees to develop their own solutions rather than prescribing answers.
• Empowers others to succeed within their jobs.
• Places trust in subordinates to succeed.
• Creates opportunities for employees to lead projects, teams, or initiatives to build leadership capacity.
• Provides employees with the authority and resources needed to make decisions within their roles.
• Encourages ownership of results and expects employees to take responsibility for outcomes.
• Encourages calculated risk-taking and treats mistakes as learning opportunities, not failures.
• Supports employees in taking on stretch assignments that expand their skills and confidence.

• Takes ownership and accountability for results
• Owns up to mistakes made.
• Holds core team members and DMs accountable to commitments made
• Holds employees accountable for their actions and consequences of their failures.
• Provides early warning to subordinate leaders of tasks they will be responsible for.
• Holds Supervisor and core team members accountable for commitments and assignments
• Accepts responsibility for mistakes made.
• Takes responsibility for and corrects poor performance.
• Holds team members accountable to commitments made
• Holds others accountable for their actions.
• Accepts responsibility for organizational performance.

• Encourages peers and subordinates to challenge his/her views or opinions.
• Is transparent in all communications.
• Keeps subordinates informed.
• Gives subordinates the reason for tasks.
• Shares information with the employees in the department.

• Clearly communicates the importance and thought process behind the company and area vision, thus inspiring others to work toward key objectives
• Clearly articulates expectations.
• Defines requirements by issuing clear and concise orders or guidance.
• Clearly communicates company, area, and market objectives and inspires others to action
• Avoids vague statements; instead, explains what worked and why or what needs improvement and how.
• Provides clear directions for others to follow.

• Actively listens to employees as they explain their understanding of problems and situations.
• Adjusts communication style to fit the needs and learning preferences of the individual.
• Communicates with others how they contribute to and support the company's mission.
• Communicates frequently with entire core team to ensure inter-departmental alignment and collaboration to accomplish objectives
• Communicates calmly and honestly with co-workers, customers, and supervisors, even when stressed.
• Encourages employees to ask questions and engage in dialogue about feedback.
• Consistently communicates why something needs to be done or changed and relates current initiatives to Company vision and goals.
• Insists on clear, professional communication in all contexts.
• Identifies and shares information that is useful to promote prompt response to business needs.
• Communicates calmly and honestly even when stressed.
• Pays attention to and conveys understanding of the comments and questions of others.
• Encourages dialogue to clarify decision making and inform staff
• Adapts communication style to different stakeholders to gain buy-in effectively.

• Supports Company sponsored training and development initiatives.
• Meets the developmental needs of subordinates.
• Uses knowledge of individual strengths, weaknesses, and styles to facilitate effective learning
• Provides resources to enable individuals to develop professionally.
• Embeds feedback into the team's regular workflow, making it part of how the group improves together.
• Able to develop average employees into high performing employees.
• Sits down regularly with employees to review their job performance.
• Frames feedback in a way that supports learning and professional development.
• Expects continuous learning, skill-building, and professional growth from employees.
• Removes performance barriers by providing necessary systems, information, tools, and resources people need to do their jobs and develop.
• Helps to develop team members
• Critiques own performance as a means of self-improvement and initiates self-development activities
• Encourages self-development for employees at all levels of the organization
• Helps co-workers/teams understand the vision and priorities of the company, area, and market.
• Explains important concepts to the employees.
• Creates an environment that supports learning and development.
• Demonstrates commitment to long-term development of self and associates.
• Able to increase the performance of under-performing employees.

• Mentors others.
• Coaches others and prepares them for current and future business demands.
• Provides coaching and guidance when needed but avoids micromanaging.
• Encourages mentoring relationships.
• Coaches the team to document and hold co-workers accountable for assignments and commitments
• Creates a supportive learning environment that encourages employees to take risks and try new things.
• Uses feedback sessions as opportunities for coaching and mentoring.
• Provides individual coaching for employees as needed.
• Guides and mentors others as they proceed throughout their decision-making process.
• Suggests resources, training, or strategies to help employees grow.
• Mentors employees.
• Coaches employees about the significance of the Company within our industry.
• Helps employees set clear action steps to improve performance.

• Gives direct, constructive, and actionable feedback.
• Ensures that feedback is an ongoing process rather than a once-a-year event.
• Gives feedback promptly so employees can act on it while the situation is still fresh.
• Provides positive reinforcement and honest feedback to subordinates.
• Provides feedback consistently, not only during formal reviews but throughout projects.
• Provides feedback impartially, based on performance and results, not personal bias.
• Provides feedback that is specific, clear, and tied to observable behaviors.
• Provides accurate, timely, and (where appropriate) positive feedback.
• Encourages employees to reflect on feedback and take ownership of improvement.
• Balances positive feedback with constructive criticism to motivate while developing skills.
• Links feedback to established goals, expectations, and organizational standards.

• Regularly asks employees for their input, suggestions and ideas.
• Responds to performance feedback, identifying development opportunities (i.e., training) related to current job
• Creates an environment where feedback is normalized and welcomed, not feared.
• Remains open to suggestions, ideas, and opinions of others.
• Actively seeks input from employees and incorporates their ideas into decision-making.
• Models openness by also seeking feedback from subordinates.
• Values upward feedback from subordinates and peers and solicits it actively.
• Actively listens for feedback from subordinates.
• Is accessible and approachable to associates.
• Seeks input and ideas from employees by involving them in decisions.
• Encourages peer-to-peer feedback and open communication across the team.
• Encourages and is receptive to working out problems and challenges --- no reluctance from team members to come forward with concerns/issues.
• Keeps an open mind to receiving feedback from others.
• Listens actively to employee perspectives during feedback discussions.
• Solicits performance feedback from others.

• Doesn't show discouragement when facing setbacks.
• Has resilience to pick themselves up after a defeat.
• Maintains a positive attitude even in the face of adversity.
• Performs effectively, even under frustrating or challenging work conditions
• Anticipates objections and addresses concerns in a respectful, solution-focused manner.
• The willingness to persevere despite uncertainty.

• Voices dissenting opinions in high-stakes meetings, even when unpopular or politically risky.
• Has the moral strength to overcome adversity, fear, and anxiety.
• Says "no" to goals that will detract from the organization's objectives.
• Demonstrates bravery in addressing challenging matters directly and effectively.
• Challenges senior leadership respectfully when their decisions conflict with core values or long-term goals.
• Able to say "no" when necessary to effectively execute business strategy and meet long-term objectives.
• Says "no" to ideas that will result in lost time and effort.
• Has the courage to face difficult issues head on.
• Says "no" to strategies that will detract from the organization's objectives.
• Able to say "no" when it is essential to maintaining quality and high standards.
• Stands firm in the face of resistance when driving necessary change.
• Initiates difficult conversations to resolve interpersonal tensions rather than avoiding them.
• Protects team members from unjust treatment, even at personal or professional risk.
• Encourages team members to take calculated risks and learn from failure.

• Rewards individuals who demonstrate initiative (e.g., sets up recognition programs)
• Credits subordinates for good performance.
• Recognizes and rewards employees for their accomplishments.
• Rewards employees for innovation and calculated risk taking
• Utilizes recognition, and non-monetary rewards, as well as financial compensation, to reward excellent performance
• Celebrates initiative and recognizes employees who take ownership beyond their core responsibilities.
• Finds creative ways to reward employees for hard work.
• Recognizes and celebrates accomplishments while addressing areas for growth.
• Recognizes individual and team accomplishments and reward them appropriately.
• Rewards employees for contributions toward meeting the needs of customers.
• Recognizes and rewards employee contributions to the team effort.
• Is more likely to recognize employees for good performance rather than to criticize them for a performance problem
• Encourages MDs to set up recognition programs to reward individuals who demonstrate initiative and "live out" company values
• Recognizes and appreciates the work of others.

• Creates a shared vision that aligns individual motivations with organizational goals.
• Motivates and challenges employees to attain a shared vision.
• Inspires, encourages, and guides others toward the vision, mission, and goals.
• Implements Philosophy/Mission-based initiatives within work environment and monitors results
• Instills important values and vision within the department employees.
• Inspires a shared vision of being the best.

• Maintains an agenda of important tasks to complete each day.
• Runs efficient and effective meetings with agendas, action items, and accountabilities clearly spelled out
• Regularly attends to, and contributes at, meetings.

• Identifies and addresses employee behavioral problems.
• Effective in selecting and retaining high performing employees.
• Expresses pride in the accomplishments of employees or the department.
• Has the trust and support of the Supervisor and district core teams
• Recognizes poor performance and address it appropriately.

• Volunteers to participate on special projects, teams, or events.
• Allocates as much time as needed for task completion.
• Establishes methods and procedures for the department.
• Provides structure.
• Can organize others.
• Able to conceptualize, organize, staff and manage a program with results.
• Is able to get the appropriate resources to support individual or team initiatives.
• Maintains focus on the current plan even if it means saying "no" to unnecessary, or unrelated, projects.
• Able to organize the work of others.
• Can organize efforts of other employees.
• Uses feedback to modify duties, tasks, requirements, and goals when appropriate.
• Has own self-development plan; seeks opportunities for self-development on an ongoing basis
• Helps employees to focus on the tasks that need to be completed.

• Acts decisively in implementing decisions.
• Appears to trust own instincts and insights.
• Assesses current capabilities before committing to new requests.
• Expects every team member to contribute ideas during discussions and decision-making.
• Gets others to participate in making decisions and in setting goals for project completion without dictating or providing answers.
• Shares information regarding decision making so that others understand the relevant positions.
• Guides decision-making by coaching, counseling and rewarding.
• Is able to decline bad ideas to avoid making poor decisions.
• Gathers and analyzes data and develops rationale for decision.
• Implements decision and evaluates results.

• Demonstrates empathy for the impact of change on people and processes
• Gains cooperation, support, and buy-in of others.
• Confronts underperformance or misalignment with candor and compassion.
• Suggests methods to reduce stress within work environment.
• Takes an active interest in the success of others.