Archive
By Staff Report
Mar. 1, 2004
Below is Bank of America’s leadership competencies. Under each of the five competencies is a list of behaviors associated with the competency.
III. Drive Execution
IV. Sustain Intensity and Optimism
GROW THE BUSINESS
A. Demonstrates deep and broad business acumen
1. Demonstrates deep/broad financial management and functional skills
2. Demonstrates a business perspective that is much broader than one function or unit
3. Cuts to the heart of complex business and financial issues
B. Creates competitive and innovative business plans
4. Creates competitive, innovative business plans that drive short- and long-term growth.
5. Challenges the status quo to grow the business
6. Focuses on growth opportunities and capital efficient investments
7. Reinvents the business
C. Builds customer/client-driven environment
8. Ensures the customer/client perspective is at forefront of all business decisions and initiatives
9. Invests time in customer/client-facing activities to understand their needs
10. Instills customer/client focus in all associates
D. Institutionalizes error-free quality processes
11. Champions and leverages six sigma tools to drive revenue, reduce costs and add value
12. Holds all associates accountable for continuously improving processes
E. Excels at risk/reward trade-off
13. Thoroughly analyzes opportunities issues and then takes appropriate risks
14. Takes action to mitigate and minimize liabilities, while ensuring maximum returns
LEAD PEOPLE TO PERFORM
F. Aligns enterprise capabilities
15. Transcends silos to achieve greater enterprise results
16. Drives collaboration among individuals and groups
17. Leverages teams to drive performance
G. Recruits and grows great talent
18. Acts as a champion for diversity, creating an environment that values diverse backgrounds and perspectives
19. Is superb at selecting ‘‘A’’ players
20. Moves quickly to address mediocre/poor performers
21. Willingly takes risks on high potentials/high performers to stretch and develop them
H. Inspires commitment and follower ship
22. Paints a compelling picture of the future and connects it to individual associates
23. Creates positive energy in the face of challenges
24. Inspires others to follow his/her lead
I. Communicates crisply and candidly
25. Balances talking and listening to foster candid dialogue
26. Crisply gets his/her point across
27. Commands attention across multiple audiences
DRIVE EXECUTION
J. Instills management focus and discipline
28. Implements practices and processes that drive accountability
29. Translates strategies into specific goals, tactics, action plans and deliverables
30. Keeps people focused
K. Builds partnerships to achieve swift adoption
31. Builds broad-based business relationships across the organization
32. Skillfully influences peers and colleagues to promote and sell ideas
33. Brings to surface and resolves conflict with minimal noise
L. Demonstrates sound judgment and acts with speed
34. Balances data, logic, and intuition in decision making
35. Deals effectively with concrete, tangible issues as well as abstract, conceptual matters
36. Makes timely decisions
37. Generates pragmatic, sensible and simple solutions to complex problems
38. Moves quickly to eliminate roadblocks
SUSTAIN INTENSITY AND OPTIMISM
M. Constantly raises the bar
39. Sets ‘‘stretch’’ performance standards for self and others
40. Creates the optimal tension for peak performance
41. Demonstrates low tolerance for mediocrity
42. Fosters high levels of accountability through fair, but hard-hitting performance management processes
N. Displays personal courage
43. Takes a stand on controversial and unpopular issues
44. Makes tough business and people decisions
O. Continuously learns and adapts
45. Is insightful about personal mistakes and failures: learns from them and moves on
46. Is a voracious learner
47. Lives our company’s values
48. Puts the interest of the bank ahead of his/her own agenda
SOURCE: Adapted from Growing Your Company’s Leaders: How Great Organizations Use Succession Management to Sustain Competitive Advantage. Copyright © 2004 Robert M. Fulmer and Jay A. Conger. Published by AMACOM Books, a division of American Management Association, New York, NY. Used with permission. All rights reserved.
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