Development Guide

NBAD Competency Based Development Guide
Business Leadership
Professional & Technical Experties
NBAD Competency Framework
Personal Effectivness
Managing Others
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Table of Contents
1 - INTRODUCTION .............................................................................................................................................................. 3 A - What is Learning & Development? ........................................................................................................................ 3 B - The Development Guide ........................................................................................................................................3 C - The Benefits of Learning How to Learn ..................................................................................................................3 D - How to Use This Development Guide ....................................................................................................................5 2 NBAD COMPETENCY FRAMEWORK & DEVELOPMENT ACTIVITIES ..............................................................................6 A - Business Leadership .............................................................................................................................................7 1 - Big Picture Thinking .......................................................................................................................................7 2 - Customer Focus ............................................................................................................................................8 3 - Facilitating Change.........................................................................................................................................9 4 - Financial & Commercial Ability ......................................................................................................................10 5 - Market & Competitor Awareness..................................................................................................................11 B - Managing Others .................................................................................................................................................12 People Leadership ............................................................................................................................................12 6 - Attract & Retain Talent..................................................................................................................................12 7 - Coach & Develop Others..............................................................................................................................13 8 - Leadership ...................................................................................................................................................14 9 - Manage Performance ..................................................................................................................................15 Managing Relationships ....................................................................................................................................16 10 - Building Positive Relationships ...................................................................................................................16 11 - Conflict Management .................................................................................................................................17 12 - Negotiation Skills .......................................................................................................................................18 13 - Teamwork ..................................................................................................................................................19 C - Personal Effectiveness.........................................................................................................................................20 14 - Adaptability ................................................................................................................................................20 15 - Communication .........................................................................................................................................21 16 - Delivers Results (Execution)........................................................................................................................22 17 - Personal Ownership ...................................................................................................................................23 18 - Planning & Organisation .............................................................................................................................24 19 - Self-Awareness ..........................................................................................................................................25 D - Professional & Technical Expertise .......................................................................................................................26 20 - Business Development, Sales & Sales Management ..................................................................................26 21 - Customer Service & Relationship Management ..........................................................................................27 22 - Information Technology ..............................................................................................................................28 23 - Operations & Process Management ...........................................................................................................29 24 - Project Management ..................................................................................................................................30 25 - Risk Management, Compliance & Security .................................................................................................31 26 - Technical Knowledge (applicable also to Asset Management, Credit & Corporate Lending) ........................32
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1 - INTRODUCTION
A - What is Learning & Development?

Ultimately, the key objective of Learning & Development is to support the delivery of NBAD business strategy and goals through the continuous improvement of team and individual performance in terms of knowledge, capabilities and attitudes/ behaviours.
To build a culture of Learning where our employees continuously acquire new skills and knowledge that enable us to achieve NBAD strategic objectives..
We achieve our vision through four key of Learning & Development activities:
1. NBAD Academy provider of internal and external programs at all levels and across all UAE locations and
divisions
2. Al Manara Certification Program for Consumer Business for 5 Key Roles from Branch Manager to frontline
RSO
3. UAE National Development Programs AFAQ (Graduate) and NEW school Leaver Program for NTDs 4. Talent Management Executive Development, High Potential Programs, Education & Qualifications,
Competency Development Framework, and Talent Reviews.
B - The Development Guide

This development guide contains notes on effective learning to build competencies required for all levels of roles across NBAD divisions, by providing input into development planning sessions as part of the Performance Reviews. A broad mix of development ideas are offered to suit a range of learning styles; feel free to pick and mix from these ideas, and adapt them to suit.
C - The Benefits of Learning How to Learn

Although some forms of learning are instinctive, others can be improved through the use of the right techniques and through recognition of the factors that influence learning. By learning how to learn effectively, you will: increase your learning capacity increase your motivation to learn recognize new learning opportunities reduce your dependence on others increase your confidence to address new challenges be able to help others with their learning. Being an effective learner is an essential skill for people wishing to:
increase their competence;

improve their career prospects; add to their achievements; enhance their personal job satisfaction.
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Every time you encounter a high or low point, have a success or make a mistake, the potential for learning is heightened. Similarly, each time you receive feedback, either positive or constructive, the potential for learning is there.
1- Identifying your Learning Style

Each of us tends to have a preferred learning style, perhaps one which has worked well in the past. We are likely to choose learning opportunities that coincide with our learning style preference and to reject those which require us to move away from our preferred style. Whilst we can learn effectively in this way, it cuts down the range of learning opportunities available to us and also prevents us from enhancing skills that we might use to learn in a different way. For example, if you like to learn by reading books on your chosen subject you may not choose to attend a seminar. Although you would probably gain the same information from either route, by remaining a reader you may lose the opportunity to develop your listening, debating and communication skills. Ideally, you would be aware of your preferred learning style and choose learning opportunities to complement this. We have access to a Learning Styles Inventory to help you identify your preferred styles- please contact NBADAcademy@nbad.com.
2- Learning opportunities
To achieve your personal development goals, you will need to take advantage of different learning opportunities. Courses and seminars offer traditional learning opportunities, as do researching and guided reading about different topics. However, there are many different ways in which learning can be carried out. Outlined below are some alternatives for you to consider, followed by suggestions for finding appropriate learning resources.
a) Work-based development techniques Planned work Planning work assignments to consolidate skills and systematically to provide steps for the acquisition of new skills and wider experiences. Including a clear brief and coaching in any new task to be tackled so that any skills or knowledge appropriate to the task, but lacking, can be acquired. Sitting next to Nelly can be an effective way of learning, as long as Nelly is competent. Other examples of modelling are going to meetings with more experienced colleagues or working as an assistant on projects. This involves the person trying out an activity in advance with feedback from their manager or a specialist, e.g. rehearsing a sales presentation. Formal assignments with deadlines and formal reporting of results, e.g. for extending business awareness. This could be across functions or office locations.
Coaching/Briefing
Modelling
Rehearsal with feedback
Structured exercises/ Assigned research/ Special projects Transfers
Membership of working parties
This could be internal, or external. Internal working party experience can be short-term, e.g. for a special project, or on-going. For example: attendance at professional occasions; active participation in, or responsibility for, professional concerns; membership of a professional institute and involvement in its activities.
Professional activities
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b) Mentoring Mentoring involves building developmental relationships. You are unlikely to find all the different kinds of help and support you need from one person at work. Any other employee is a potential resource for development, including your manager or other managers, colleagues and team members. Outside your work, family, relatives, community or professional groups can all act as mentoring figures. NBAD Mentoring Program launches in Q1-2010. c) Off-the-job training resources Using this route to develop your skills in selected dimensions has a number of advantages. Given the number of courses available, you can get a very specific activity to meet your particular need. Attendance on a carefully selected program should ensure a high standard of tuition. Additionally, the shared experience of other course delegates can be of great value as part of the learning/development process. The investment involved in such training means that you must be very specific indeed about your learning objectives. In addition, as mentioned above, you also need to be careful when selecting a program to ensure that it matches your need. The NBAD Academy Team is here to support you to find appropriate courses. Information about regarding NBADs development classes can be found on the Academy intranet. d) Self-paced learning activities These include distance learning courses, video or audiocassettes, e-learning (computer-assisted learning programs using the internet or CD-ROM technology) and open learning. They have the advantage of being targeted at the individual learner, capable of being used at a pace to suit the learner and not reliant on organizational sponsorship. Contact Learning & Development to discuss availability.
D - How to Use This Development Guide

This Development Guide contains dozens of development activities for you to select to help create your development plan. The activities are based on competency areas. 1. In the first instance you will need to identify the competency(ies) you wish to develop. The competency review sections of the Performance Review process is designed help you with this. It is recommended that you select no more than 3 competencies to develop at a time otherwise your development objectives might cease to be achievable. Next, find the page for the competency you have identified as requiring development. Read through the development activity suggestions listed for your chosen competency. The activities are designed to suit various learning preferences and situations and consequently, not all will be right for you. You need to be able to select those activities most appropriate to your personal needs, situation and preferred learning style. Tips for selecting activities include: Personal preference - read through the activities and make a list of those that immediately appeal (preferred options) and those which you can see would be valuable, even if you have a few reservations (second choices). Review your list for appropriateness - for example you may be working to such tight timescales that you cannot allocate time to your own development while at work; or there are budget restrictions which preclude resources being allocated to personal development needs. Enlist the help of your manager in identifying appropriate activities (perhaps as part of your mid-year review and/or end of year discussion). He or she may recognize opportunities in other areas which are not obvious to you, or see ways of adapting activities to coincide with forthcoming projects. On-The Job Opportunities dont forget to look at the development opportunities that exist as part of your everyday work and include these in your development plan.
2. 3.
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2 NBAD COMPETENCY FRAMEWORK & DEVELOPMENT ACTIVITIES
Competencies
Managing Self
Team Leader
Manager Managers
Business Unit Leader
A 1 2 3 4 5 B1 6 7 8 9 B2 10 11 12 13 C 14 15 16 17 18 19 D 20 21 22 23 24 25 26 27 28
Business Leadership Big Picture (Strategic) Thinking Customer Focus Facilitating Change Financial & Commercial Ability Market & Competitor Awareness Managing Others People Leadership Attract & Retain Talent Coach & Develop Others Leadership Manage Performance Managing Others - Managing Relationships Building Positive Relationships Conflict Management Negotiation skills Teamwork Personal Effectiveness Adaptability Communication Deliver Results (Execution) Personal Ownership Planning & Organization Self Awareness Professional & Technical Expertise Asset & Investment Mgt Business Development, Sales & Sales Management Credit & Corporate Lending Customer Service & Relationship Management Information Technology Operations & Process Mgt Project Management Risk Management, Compliance & Security Technical Knowledge Other
Anticipates and delivers to meet customer needs and impacts bottom line performance
Ability to build and develop relationships with individuals
Ability to be effective and efficient in current role
Ability to apply and improve specialized knowledge or skills
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A - Business Leadership
1 - Big Picture Thinking Definition

Considers the big picture to develop essential, high-value strategies; knows when a shift in strategic direction is critical for NBAD. Key Behaviours thinking to see the big picture for future business; for the business for competitive advantage. Quick Wins: someone whom you regard as being a strategic thinker. Focus on the way in which they approach the discussion. What sorts of issues/areas do they consider? Keep up to date with trends and financial services market reports. Read biographies of successful CEOs to gain insight into their strategies and achievements Ensure that you understand the future long-term plans for your own business area. Talk to your manager about the goals involved and how they will be reached. Communicate these to your team outlining the course of action the department will take. Take an interest in the strategies of organizations outside financial services. Pick out key relations and acquaintances with whom you could discuss the factors affecting the strategic thinking of employers in other markets, at other stages of development. Pinpoint the differences between winners and losers. Longer term solutions: Try to contribute to policy documents by responding to any consultative document that relates to strategic matters. Become familiar with the key people in the industry. Try to read things they write and to listen to them speak. Summarize their main ideas and discuss with a mentor the way in which these relate to NBAD and its development. Conduct a Strategy session with your team to think outside of the box / think about non operational issues In-house/ External learning opportunities
Uses visionary and systems Select any relevant article from a newspaper or business journal and discuss it with Develops unique strategies Communicates a clear
sense of purpose and mission for the long-term; maintains a focus on the future. innovations or new ideas; challenges the status quo with critical, strategic thinking. when a strategic shift in direction is critical for competitive advantage.
Finds emerging paradigms,
Anticipates and identifies
Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..
Classes internal
IDEAs NBAD Thought Leadership Program Breakthrough Leadership
Books
Strategic Thinking: A Step By Step Approach to Strategy. Simon Wootton and Terry Horne. Kogan Page, 2nd Ed, 2001 Essential Managers: Strategic Thinking by Andy Bruce & Ken Langdon. Dorling Kindersley Publishing, 2001. Corporate Financial Strategy by Ruth Bender & Keith Ward Harvard Business Review on Corporate Strategy 20/20 Foresight: Crafting Strategy in an Uncertain World, by Hugh Courtney, Harvard Business School Press, 2001 The Art and Discipline of Strategic Leadership by Mike Freedman, Benjamin B. Tregoe, McGraw-Hill Inc., 2003
Articles Videos
Classes external
Specialist conferences on Financial Services
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2 - Customer Focus Definition

Identifies and meets the needs of both internal and external customers; manages customer expectations and delivers a value-added service. Key Behaviours Quick Wins: Try to put yourself in your clients shoes - if a client complains about something, think about it from their perspective. Try to see it as an opportunity to improve your client service, rather than as a problem. If you receive a complaint from a client, take responsibility for fully investigating and resolving the issues as soon as possible. Think about a time when you felt unhappy as a client with the service you received from someone. Try to identify why you were unhappy and what they could have done differently. Try to bear this in mind when dealing with your own clients. Develop the habit of asking how can I help you and keep smiling Other activities: Participate in 360 feedback reviews. Spend time in the field (i.e. to spend time with both internal and external customers). Design a performance monitoring process. Formally apply total quality values and processes. Longer term solutions: Practicing the thoughts and behaviours of effective Service Orientation enables one to learn and master the competency. A good way to organize that practice is to set a specific goal and action plan for enhancing the service relationship you have with your customers. As a team, set a measurable goal to improve the level of service you have provided to your customers. Include a needs analysis, an analysis of your service vs. the competitors, and an analysis of the concerns of your customers.
Maintains knowledge Listens and asks
of changing customer needs. questions to continually identify ways to meet changing customer needs, including innovations, process improvements and temporary workarounds. prioritizes, addressing customers needs or resolving problems. to ensure best customer practices.
Is empathetic of, and
Develops team guidelines Uses best practice
customer focus techniques to identify and provide value-added services. other business units as (internal) customers.
Support areas: Considers
In-house/ External learning opportunities
Classes internal
Orientation Day Communicating & Interpersonal Skills Effective Report Writing Expertise in Secretarial & Admin Skills Intro to Customer Service Mindset
Books
The Trusted Advisor by David Maister. Simon & Schuster, 2001 Finding Out What Clients Want (Ch 18 of True Professionalism) David Maister Free Press, 2000 Consulting On The Inside An Internal Consultants Guide to Living and Working Inside Organizations by Beverly Scott. American Society for Training & Development, 2000 Fish! By Stephen Lundin, Harry Paul, John Christenson (Hyperion, 2000) with follow up books Fish Tales and Fish Sticks. The Truth About Trust In Business by Vanessa Hall Designing the Customer-Centric Organisation by Jay R.Galbraith Breaking Through - Implementing customer Focus by Sandra V.
Articles Videos& Resources

Fish! (and fish resources) http://www. fishphilosophy. com/
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3 - Facilitating Change Definition

Drives change to enhance business performance; engages key stakeholders to build high commitment. Key Behaviours Quick Wins:
Challenge the status quo regularly through feedback and reviews: whats working well and identifying the things that need to change. Identify somebody who has successfully implemented a major change initiative. Ask them what they did and what their reasons were for doing things that way. Use their feedback to identify things you can do to manage change. Take action to ensure others understand and buy-in the need for change. Attend external Change Management program to understand some of the theories on organization and individual change and your own reaction. Actively consider why the change is necessary ensure it not just for changes sake? Identify a situation that needs to be changed or a problem that needs resolution. Initiate conversations with your peers and direct reports about the situation. Listen to their discussions to see if you can identify the forces that are driving or could drive the needed changes to achieve the desired solution. Listen to identify the forces that may block change so that the situation remains as it is presently. Work with your team to develop a plan to address those forces. Learn to listen for information on the forces which contribute to the change process.
Accepts accountability
for bringing about and leading change; involves others in the change effort. demands or challenges; receptive to new ideas. tension, stress and emotional challenges of transition; prepares others for change. be adaptable in times of change. effectively up, down and across the organization before, during and after the planned change; listens effectively. for others by sustaining performance during change; maintains a positive outlook.
Anticipates new
Encourages and is Is sensitive to the
Longer term solutions:

When asked to make changes or when changes are seen to be needed be prepared to take the lead in initiating the project. When embarking on a change initiative use the force-field analysis method. Ask yourself: What forces will help the change happen effectively? What factors will hinder the change? Write detailed plans of how you can capitalize on the forces that will help your change initiative, and how you can prevent the barriers to change affecting your work. When preparing to tell others about change, think about each person in turn. How will the change impact on them? How have they responded to change in the past? What questions or comments might they make? Use your answers to prepare for your discussion with them. Observe how others have sold changes to you. Are there things you can learn from that experience? Consider the communication aspects of change. Create a clear and effective team vision for change that captures the hearts and minds of employees. John Kotter identifies six characteristics of an effective vision. Review these characteristics and incorporate as many as you can as you draft your vision and strategy. Help your team look at the change from a more positive perspective, while not downplaying the serious difficulties they will face. Speak clearly about the specific benefits your team members will see from the change; not just the party line. If there are no specific benefits that you can outline, then work to neutralize the areas that are seen to be the most troubling. Ensure action plans are put in place to help maintain focus on the benefits, especially by having measures of performance established. Having something tangible to look at during a time of uncertainty can help people feel more comfortable with their progress.
Coaches others how to Communicates
Serves as a role model
Classes internal
Leading Successful Change Managing Change IDEAs NBAD Thought Leadership Program Leadership journey Program
Books
The Change Masters - R Moss-Kanter Leading Change - J P Kotter The Creative Brain Ned Nerrmann A Force for Change: How Leadership Differs from Management, Kotter, 1990 The Challenge of Organizational Change: J. P. Kotter, 1992 Managing at the Speed of Change: Daryl Conner Read Fish! A Remarkable Way to Boost Morale and Improve Results, by Stephen C. Lundin, Managing at the Speed of Change by Daryl R.Conner
Articles
Lead change Successfully Kotter et al, HBR CD- Rom Managing Change Interactive CDRom (HBR)
Videos
Who moved my cheese? Dr Spencer Johnson Book and video
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4 - Financial & Commercial Ability Definition

Has competencies to analyse, understand and utilise complex financial and commercial information in order to appraise profitable business opportunities, build and present effective business cases and establish/monitor effective financial plans, budgets and targets Key Behaviours Quick Wins:
Spend time with CFO to understand NBAD finance policies and procedures and think about how there relate to your role within NBAD Attend a seminar/class Finance for Non Financial Managers Identify or develop tools that will help you track resources more effectively. Keep a spreadsheet that lists your financial and non-financial resources and record what is available to you and when. Keep a diary of contacts that you can approach to seek additional resources if required. Evaluate this information in order to assess where your network needs to be expanded
Projects realistic revenue and

expense projections
Plans, develops and
effectively manages financial plans/budgets budgets to control cost; exhibits prudence and policy compliance in expense management results; adapts forecasts, budgets and cost controls to achieve objectives
Monitors financial plans/

Look at a series of annual operating budgets over the past 3 years. Examine the costs column and determine where most of your departments expenses lie. Use this information to assess what areas require the greatest degree of financial resource allocation. Think of measures you can take to cut costs in these areas, e.g., alternative distribution routes, time saving measures (generally doing more with less). You may need to consider radically different approaches or changes to business processes to make a material difference. Conduct a scenario review and planning session with your team. Lead team members through the process of identifying what could happen in the next six months that could interfere with projects or planned actions. Describe the possible scenarios and their potential impact on resources, both positive and negative. Lead the team in developing a resource management plan to handle these situations if they should arise. Determine a method of incorporating the plan into regular team processes. Consider the following general tips: Plan how you can effectively use resources to accomplish your goals, assignments or projects; Monitor your progress against milestones; Take the time to get a detailed understanding of the systems, programs and resources needed to complete your projects; and clear away bureaucratic barriers or other problems that make it difficult for you or your staff to get the project done. Help others to learn about effective resource management. Think of an initiative/project that achieved top results at a minimum expense (in terms of human and financial resources). Discuss this initiative/ project with a group of colleagues at your next meeting and obtain feedback. Do they agree that it was an example of superior resource management? Do they see any areas to improve upon? What organizational implications does this discussion raise?
Interprets planned vs. actual
Identifies risk or soft spots. Understands and interprets
relationships among financial data and uses for problem identification and cost control creatively, especially when constrained
Uses resources carefully and
Classes internal
Financial Accounting 1 & 2 Financial Statement Analysis 1 & 2 See NBAD Academy site for additional Technical Learning & Development (these are being continually updated)
Books
How to Understand Financial Statements: A Nontechnical Guide for Financial Analysts, Managers, and Executives/Book and Disk by Kenneth R Ferris. Aspen Publishers 1992. The Balanced Scorecard: Translating Strategy into Action, by Robert S. Kaplan and David P. Norton (Harvard Business School, 1996) What They Still Dont Teach You at Harvard Business School: Managing people and building value, by Mark H. McCormick Finance for Managers (Harvard Business Essentials)
Articles Videos
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5 - Market & Competitor Awareness Definition

Has competencies to assess, analyse and determine strategic and tactical actions based on an in-depth understanding of the economic, commercial and social trends & issues in financial services and the wider market place at local, national and/or international level Key Behaviours Quick Wins: Discuss key current issues affecting NBAD with your manager and colleagues; try to take a global approach considering a wide range of factors, e.g. political, economic, etc. Read professional magazines, books and newspaper articles which deal with trends that may impinge on your organization. Consider the implications for your own department and possible modifications necessary in this situation. Research NBADs market and how its profile, e.g. product mix, marketing strategy, brand image and geographical spread differs from that of its competitors, by talking to those concerned with business development. Take time to read the business press keep current of global events and consider the implications for NBAD. Read NBADs regular Market Intelligence publications
Actively maintains
awareness of and knowledge about commercial markets and competitors of relevant complex commercial markets.
Shows an understanding Knows about world events
and how these influence the markets and might impact on NBADs profit or performance. serves as an internal expert; applies market expertise. update seminars.
Shares market expertise;

Longer term solutions: Agree with your manager an assignment to build up your knowledge of another team or department that is significant to your work. Set up meetings and interview people in that team. Present your information to your manager in writing or a presentation. Attend relevant industry conferences to network and maintain your current knowledge of the markets.
Attends market or product
Classes internal
Firm-wide meetings Internal information/ knowledge sessions General Banking Banking Operations 1 & 2 NBAD Orientation Day Career Mentoring for Mentees
Books
Creating Shareholder Value: A Guide for Managers by A Rappaport Understanding the Markets by David Loader
Articles Videos
Classes external
Industry Update Sessions
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B1 - Managing Others People Leadership
6 - Attract & Retain Talent Definition

Plays an active role in recruiting and retaining exceptional individuals who will contribute to our business success. Key Behaviours Quick Wins: Maintain networks within both industry and NBAD/ NBAD for talent pools within your area of expertise Plan to spend time with your broader team as well as new hires so that they have what they need to be successful and are clear about expectations in the role Make sure that new hires attend the NBAD orientation classes and in-house communication/ knowledge building events Take a look at Talent Management Policy & Procedure
Uses professional contacts Plans for and manages Models best practices
and associations to identify world-class, diverse talent. the orientation and on boarding of new hires. for employee retention and engagement: career opportunities, challenging work, job resources, clear goals, management interest, decision-making input, etc. for a specific technical or functional situation:
Longer term solutions: Discuss your longer term resourcing plans with your manager - think about individuals in your team, their capabilities, and career aspirations etc. to build up a picture of succession for both roles and individuals. Encourage your team to manage their careers proactively as well as their development do what you can to support them Speak at industry conferences and seminars raise NBADs profile as an employer Attend conferences and seminars - network! Lead your team in a consistent and effective manner see leadership competency for more ideas on what you can do short and longer term.
Add your own indicator
Classes internal
Career Mentoring Program (for Mentors) Career Planning Workshops Recruiting for Success War for Talent Workshop Leadership journey
Books
The War for Talent - Ed Michaels, Beth Axelrod, Helen Handfield-Jones Read Fish! A Remarkable Way to Boost Morale and Improve Results, by Stephen C. Lundin, People, Performance and Pay by Thomas P.Flannery Harvard Business Review on Managing Your Career Building Tomorrows Talent by Matthew Gay Career Development by Tricia Jackson Retaining Top Employees by J.Leslie McKeown
Articles Videos
Classes external
Networking forums for industry recruitment
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7 - Coach & Develop Others Definition

Actively develops and empowers others by providing constructive feedback, coaching and learning opportunities Key Behaviours Quick Wins:
Hold a team meeting and announce that you wish to begin a focused personal development program for the whole team Agree times with each of your direct reports (minimum of 1 hour) with the stated intention of launching a personalized development plan with each. Ask individuals to come to the meeting prepared with ideas (& rationale) for their own development over the next 18-24 months. Ensure that every individual has, and owns, their own development plan, which is regularly reviewed and amended. Maintain a development file on each of your direct reports. Keep track of successes, failures, development needs, and how you have agreed to help. Use this file during the performance review process. When providing support to others for assignments or regular job responsibilities, give others an opportunity to think and act on their own, give them the overall objective and let them determine how to carry it out. Ask employees what kind of support they would like. Tailor your style to suit their needs. Act as a sounding board for employees. Encourage them to come to you simply to discuss options. Do not provide your solution until you have heard all your employees ideas. As you observe your staff in action, note specific examples of things they did well and areas where they could develop further. Practice giving specific, behavioural, non evaluative feedback focusing on the evidence you have gathered. Offer support to help them develop their capability further.
Holds and shares high Uses the NBAD
expectations for individual employees and the team. performance management and development processes to identify, assess and develop talent. time discussing career development interests and opportunities; provides support, advise, recognition and training; motivates others. which stretches employees; plans experiences to enhance competencies; looks for opportunities to delegate assignments. achieve targets; gives encouragement and feedback. to developing peak performers for future opportunities.
Spends one-to-one
Finds and assigns work

Attend a training program to become a skilled coach/mentor. Compile a comprehensive matrix of learning & development opportunities for your team (with help of your HR team) comprising: on-the-job L&D options, Formal courses (NBAD in-house & External) Provide developmental challenges as often as possible. Look for challenging assignments that will provide them with greater exposure in the organization as well as opportunities to develop their management skills and abilities. For example, send them to meetings in your place or have them represent you at conferences and symposiums. Ensure you receive specific feedback about their performance. Develop a continuous improvement mindset by including feedback (both positive and negative) as a regular, expected part of all meetings. Record the number of times you provide positive and negative feedback to others over the next two weeks and make a concerted effort to steadily increase the amount of positive feedback you deliver. Identify someone who is a good coach. Meet with them and discuss their techniques. Give your staff experience by letting them stand in for you on different occasions. For example, send them to meetings in your place or have them represent you at conferences and symposiums. Take a task you would not normally delegate. Identify a direct report who may be able to take on the task. Plan out what kinds of support you will need to provide that individual to enable them to complete the task. Delegate it and carry out your action plan.
Coaches others to
Devotes coaching time
for a specific technical or functional situation:
Classes internal
Coaching for High Performance Workshop Career Mentoring Program (for Mentors) Leadership Journey 1 & 2 Formula 4 Performance/ Making a Difference
Books
High Flyers - Developing the next generation of leaders - Morgan McCall - 1998 Implementing Change processes in Teams Management Teams -Meredith Belbin-1996 Zapp! - W Byham Experiential Learning, D. Kolb, 1984 The Power of Indirect Influence, by Judith C. Tingley Empowerment Takes More Than a Minute, by Ken Blanchard, John P. Carlos & Alan Randolph Empowerment by Ken Blanchard Harvard Business Review on Becoming a High Performance Manager Harvard Business Review on Managing Your Career The Empowered Manager by Peter Block
Articles Videos
A Passion for Excellence, by Tom Peters and Nancy Austin
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8 - Leadership Definition
Inspires, influences and leads others in pursuit of the vision in a manner consistent with the organizations core values. Key Behaviours Quick Wins:
Ensure that your team has current job descriptions and you are familiar with these. Set challenging yet attainable goals according to the job descriptions and review performance on a regular basis. Ensure your team understands the critical success factors, i.e. what has to be done to achieve business goals. Analyze systematically the strengths and weaknesses of the whole team and the individuals within the team together with all the roles & objectives that are appropriate. Spend time getting to know each of your team as individuals. Encourage individuals to come to you with ideas to improve their own and the teams effectiveness Try to identify what motivates the different individuals in your team. Ask them to discuss with you situations when they have felt motivated and times when they have felt less motivated this will differ on an individual basis. Review your own leadership behaviours and style; seek regular feedback & act on it to demonstrate your intent. Think about the extent to which you lead vs. manage - what can you do more/less of? Read autobiographies from current & former business leaders.
Adapts leadership style to Sees the big picture;
meet the needs of different groups or individuals. provides direction to others by establishing strategy and seeking business growth. others to commit to a change or challenge; has passion for the work, the business and people. serves as a positive role model; develops others to lead and commits to talent development. up, down and across the organization; mediates opposing positions and persuades others to act on problems, issues or crises; listens effectively. often without direct supervisory authority.
Inspires and empowers

Attend an appropriate Leadership Skills workshop/program that includes structured 360 degree feedback from staff at all levels. Develop and provide a long term view/vision of success for your business area. Involve the team and share it with others to motivate them to achieve. Develop your vision into the oneminute elevator conversation. Recognize your team for continued hard work and dedication during and after major projects through social gatherings or team meetings. Look for opportunities to visibly celebrate individual and team successes. Show your appreciation in direct reports or to individual team members through personal memos or face-toface communication. Ask your team to review team performance. Evaluation criteria may include the following: Clarity of purpose; problem solving; decision making; change; customer focus; quality of work; conflict resolution; work processes; and feedback. Involve team members in creating a plan to address areas of weakness as well as maintaining strengths. Solicit the opinions from all team members when making team decisions. Avoid making an important decision until the opinions of team members have been heard. Work with the team to gain support for the decision. What are the key messages you need to get across? What do you stand for as the leader of this team? Identify opportunities with your team and emphasize how the current work effort is related to the initiative. When goal setting with your direct reports, ensure that they are referencing the initiative as one of the goals to which their specific efforts will deliver. Talk to other areas (departments, etc.) and ask what they are doing to support the initiative. Identify a leader who can be your mentor for yourself
Engages the workforce;
Communicates effectively
Leads through expertise
Classes internal
Breakthrough Leadership Insights into Leadership NBAD Leadership Journey 1 & 2 IDEAs NBAD Thought Leadership Program Managing Change Leading Successful Change Coaching for High Performance Formula 4 Performance Mid Year Review
Books
Good to Great! Jim Collins The Five Dysfunctions of a Team Patrick Lencioni Leaders-strategies for taking charge-Bennis,Nanus The Leadership Challenge: J. M. Kouzes & Pozner, 1999 Working with emotional intelligence Daniel Golman First, Break all the Rules: What the Worlds Greatest Managers do Differently, by Marcus Buckingham & Curt Coffman 7 Habits of Highly Effective People by Stephan Covey Power & Influence by John Kotler Empowerment by Ken Blanchard Grow Your Own Leaders by William C.Byham Leaders by Warren Bennis Harvard Business Review on Decision Making
Articles
What makes a leader Daniel Goleman (HBR) Leadership that gets results Daniel Goleman (HBR) What leaders really do J Kotter (HBR)
Videos
Fish and Fish Sticks! Charterhouse Learning In Search of Excellence - Tom Peters Organisation
Page 14
December 2010
9 - Manage Performance Definition

Manages individuals and teams to achieve peak performance; agrees metrics, evaluates results and provides regular feedback on performance. Key Behaviours
Successfully uses NBADs performance management process to plan, review and reward performance. Regularly provides constructive and useful performance feedback for work well done, not just for work that needs improvement. Takes effective corrective action when results are fully below expectations; motivates others to improve results or performance. Consistently sets metrics for and evaluates others work (individuals and teams). Is fair and objective when discussing and evaluating performance; supports NBAD values. Integrates individual and team performance to accomplish business objectives. Add your own indicator for a specific technical or functional situation:
Quick Wins:
Maintain information on each of your direct reports. Keep track of successes, failures, development needs, and how you have agreed to help. Also record any unplanned achievements ad hoc projects, responsibilities etc. Use this file during the performance review process. Examine your approach to developing others. Do you give others an opportunity to think and act on their own? Do you tell others what to do in specific detail? Have you made an analysis of when to give direction and when to simply provide support? Take specific steps to keep all team members focused on achieving the ultimate goals and objectives. Ensure that each person understands how his or her role contributes to the overall success of the project and of the group. Remember that the team must work cohesively to accomplish its goals. Ensure your team all have Performance and Development Objectives and that you review these with them regularly.

When providing support to others for assignments or regular job responsibilities, give others an opportunity to think and act on their own, give them the overall objective and let them determine how to carry it out. Act as a sounding board for employees. Encourage them to come to you simply to discuss options. Do not provide yours When an employee has had a difficult time, take the time with them to analyze the situation and provide encouragement. Work on assisting them in creating the solution until you have heard all your employees ideas. Ask team members to evaluate the effectiveness of the team. Ensure that they identify both strengths and weaknesses. Evaluation criteria may include the following: Clarity of purpose; problem solving; decision making; change; customer focus; quality of work conflict resolution; work processes; and feedback. Involve team members in creating a plan to address areas of weakness. Look for opportunities to visibly celebrate individual and team successes. Recognize the successes of individual contributors and teams in public forums (e.g., management team meetings) by providing the specifics of what was done well. Show your appreciation in direct reports or to individual team members through personal memos or face-to-face communication.
Classes internal
Formula 4 Performance - Mid Year & End of Year Review Financial Accounting 1 & 2 Financial Statement Analysis 1 & 2 Coaching for High Performance NBAD Leadership Journey I & 2 IDEAS Thought Leadership Program
Books
Read Fish! A Remarkable Way to Boost Morale and Improve Results, by Stephen C. Lundin, Empowerment Takes More Than a Minute, by Ken Blanchard, John P. Carlos & Alan Randolph First, Break all the Rules: What the Worlds Greatest Managers do Differently, by Marcus Buckingham & Curt Coffman Why Teams Dont Work, What Went Wrong and How to Make it Right, by Harvey Robbins and Michael Finley People Performance & Pay by Thomas P.Flannery Harvard Business Review on Becoming a High Performance Manager Career Development by Tricia Jackson Command Performance - A Harvard Business Review Book
Articles Videos
Page 15
December 2010
B2 - Managing Others- Managing Relationships
10 - Building Positive Relationships Definition

Builds positive working and creates trust relationships across the business Key Behaviours
Builds and sustains partnerships or collaborations to achieve successful outcomes with individuals and groups; finds and leverages strengths of other parts of the organization. Listens and communicates in effective ways to foster mutual respect, openness and trust; acts consistent with NBADs values. Demonstrates intercultural sensitivity in business dealings. Strives to understand the needs of others; is sensitive to diversity issues. Involves others in productive ways that make them feel important and valued. Understands and discusses political ramifications; strives for consensus. Finds processes and systems to foster collaboration across boundaries; knows who to call to get things done. Add your own indicator for a specific technical or functional situation:
Quick Wins:
Look to relationship building as permitting you to exceed the value of individual effort because of combined efforts. Bring colleagues (internal or external to the organization) together to generate ideas aimed at supporting strategic alliances, (e.g. funding for a new project, a new technology, etc.). Evaluate the probability of success or feasibility of alternatives for various activities as a group. Draw a networking diagram and review how you spend your time and who with. Investigate using the network / involving key people to reach a company / business objective. Use your organizational chart to help you build a picture of the areas that surround your own work group. Identify the various functions and familiarize yourself with their business needs and the competencies required for these roles. Take action to learn more about the parts of the organization that are unfamiliar to you. Develop a diagram of the impact of those around you. Review your branch/divisions organization chart. Draw arrows to every person that affects your work directly or indirectly. Identify the departments/functions in which those people work Maintain contact with key individuals. Keep in touch on a regular basis with people you know throughout the organization, so you can quickly get their support when you need it. Schedule times to contact or get together with these individuals if you have difficulty keeping in touch on a less formal basis.

When faced with a decision, identify the impact on your peers and those beyond your own workgroup. Identify the other areas your decision will impact. Develop a list of the benefits/risks of the decision. Use this list in discussions with affected areas. Discuss the organization with co-workers. In your discussions with co-workers, make an effort to get their perspectives on how to get things done within the organization. Initiate a meeting or discussion with a seasoned manager. Ask this person to share his or her knowledge of your organizations history, explain the evolution of the organizations mission, and describe the origin of the organizations strengths and weaknesses. Ask questions to gain information about the informal networks that this individual has found successful in helping to get work accomplished over the years. Make sure that you routinely get out into other areas within your department/firm on an informal basis. Get acquainted with people and develop an understanding of the informal influence network. Until this becomes second nature, you may want to set aside regular times each month to get out and talk to people. Look for opportunities to socially meet with individuals who have information of value to you, or are in positions of influence. Consider becoming involved in local clubs, industry associations, charities, sports activities, etc. that these people are involved in/ your local community Identify someone who is known as having strong Relationship Building skills so that you can learn from them. Once you have identified a person who has strong Relationship Building skills observe them in an interaction with a key stakeholder.
Classes internal
Influencing Skills Communication & Interpersonal Skills Conflict Management Negotiation for Success Advanced Negotiation Project Management - Advanced Career Mentoring (for Mentees) Expertise in Secretarial & Admin Skills Project Management Essentials E-mail Etiquette Leading Successful Change Managing Change
Books
Power and Influence: Beyond Formal Authority, by John Kotter (The Free Press, 1986) How to Win Friends and Influence People, by Dale Carnegie Read Managing Strategic Relationships: The Key to Business Success, by Leonard Greenhalgh Networking Magic: Jill Lublin Conversationally Speaking: Tested New Ways to Increase Your Personal and Social Effectiveness, by Alan Garner People Styles At Work by Robert Bolton & Dorothy Grover Bolton Influence Without Authority by Allan R. Cohen The Art of Talking so That People Will Listen by Paul W.Swets
Articles Videos
Power Talking Skills - CareerTrack Publications
Classes external
Networking within industry etc. Page 16
December 2010
11 - Conflict Management Definition

Proactively addresses conflict; works through and resolves disagreements; Stays calm and professional in heated situations Key Behaviours
Effectively works through conflicts; finds and builds on common ground. Seeks and builds networks of others who can help and support conflict resolution. Resolves interpersonal concerns diplomatically; supports NBAD values. Is sensitive to others when working through conflicts (verbal and non-verbal behaviour, moods or feelings); uses empathy. Strives for meaningful solutions to conflicts; avoids power plays. Understands organizational politics and dynamic forces inside the firm. Varies conflict resolution methods appropriate to different situations. Responds thoughtfully and diplomatically to resolve interpersonal concerns; promotes open discussion of divisive issues Add your own indicator for a specific technical or functional situation:
Quick Wins:
Try to understand a point of view which is different than your own. After an interaction with a person who has disagreed with your position, try to put yourself in his or her shoes. Imagine what that person was thinking or feeling at the time. Determine whether you can summarize their concerns. If not, return for further discussion. Look for opportunities in your working and non-working life to discuss topics that may have differing points of view. Resist the temptation to try to convince them to change to your point of view. When in a heated discussion, ensure you focus on the issues at hand and leave personal matters aside. Ask yourself, Is what I am saying or doing productive in trying to resolve this situation? Employ tact at all times; if presenting an unpopular position to someone ensure you deliver your message in a way that creates little or no hostility and preserve the other persons sense of dignity. Plan, perhaps as far as possible what you intend to say. If you are sensing trouble brewing with an individual take steps to bring the disagreement or grievance into the open before it turns into a conflict situation. Reflect on conflict situations that have occurred in the past. Identify those, which had successful outcomes, and those which had less successful outcomes. Summarize what you did differently in the successful situations as compared with the less successful situations. Keep this information at the back of your mind and use it when next faced with conflict situation. Diagnose your natural conflict style use instruments such as the Thomas Kilman conflict Mode instrument, or seek support from your team manager. Observe someone you admire in his or her handling of conflict. How do they de-escalate it?

Show a willingness to work things out by talking over the issue rather than escalating it with more aggression. State your own point of view in neutral language rather than in an argumentative tone Try to find equitable ways to resolve the dispute, working together to find a resolution both sides can embrace. When faced with a conflict situation, suggest having a break for 10 minutes. After 10 minutes return together to continue the discussion. This will help you to diffuse your emotions and present your feelings in a more positive way. Before entering into a discussion which has the potential to be heated, try to understand not only the other persons point of view, but also their needs and fears. You will be able to get your point across by being responsive to others needs, and in this way both parties can hopefully win. Consider attending negotiation training or assertiveness courses.
Classes internal
Conflict Management Communication & Interpersonal Skills
Books
Conflict Management: The Courage to Confront - Richard J Mayer Control Yourself! - M K Gupta Anger at Work: Learning the Art of Anger Management on the Job, Hendrie Weisenger
Articles Videos
Classes external
Conflict Management: A Communication Skills Approach, Deborah Ronsoff, David A. Victor Getting to Resolution: Turning Conflict into Collaboration, Stewart Levine Getting Past No: Negotiating Your Way From Confrontation to Co-operation, by William L.Ury Managing conflict with Peers, Tatula Cartwright Managing Conflict with Direct Reports, Barbara Popejoy, Brenda J. McManigle
Page 17
December 2010
12 - Negotiation Skills Definition

Plans actions to reach mutually satisfying agreements which are in NBADs best interests. Key Behaviours
Seeks to hear all viewpoints and finds common ground; does not sacrifice relationships just to win. Works through issues and disagreement to create mutually satisfying agreements; ensures commitment to the implementation of agreements; listens effectively to ensure mutual gain. Is adept in a negotiation, even when holding a contrary position. Always plans for negotiations; determines range of acceptable outcomes; plans for contingencies. Clearly communicates and organizes terms and conditions of agreements. Add your own indicator for a specific technical or functional situation:
Quick Wins:
Regularly compare actual results with targets. Discuss and implement strategies for improving results with a mentor / coach who is known to be an effective negotiator Create a timetable for each client to achieve established goals ensure you include specific tasks to be delegated to others as well as your own responsibilities. Gather information ahead of time. Identify the people whose support you need to implement a new idea, project, or plan. Before formally presenting your proposal, find out what each of these people think about your proposal, and develop a plan to do what is necessary in each case to ensure the support you need. Take the initiative to develop a direct personal relationship with clients in order to gain greater insight into their reactions and feedback

Start to collect and keep information on your clients - press cuttings, market research, sales figures, company information and annual reports etc. Use this information to identify additional business and crossselling opportunities, and then apply a process to quality the leads you generate to determine which are worth pursuing as business opportunities. Spend time building a strong working relationship with the client. Arrange meetings with your clients purely to get to know their needs better. Do not feel that every time you meet a client you must sell them something! Volunteer to take a leadership position in a professional, business or civic association. Identify potential new clients through your involvement with such organizations and follow up on each of these opportunities. Keep a notebook to record all ideas for new sales opportunities, and innovative and flexible ways to pursue new business that you have observed in other industries. Use this as a source for generating ideas for meetings with clients Seek feedback from clients and potential clients regarding both the positive and negative aspects of our sales/ negotiation process for both successful and unsuccessful sales opportunities. Do not interpret no as a final answer, but know when to and be willing to, abandon the process when it is clear it will be unsuccessful and not in the clients best interest.
Classes internal
Negotiation for Success Advanced Negotiation Conflict Management Influencing Skills
Books
Getting To Yes: Negotiating Agreement Without Giving In, by Roger Fisher and William L.Ury Getting Past No: Negotiating Your Way From Confrontation to Co-operation, by William L. Ury Executive Teams - David Nadler, Janet Spencer-1998 Getting things done when you are not in charge - G.Bellman Power & Influence - JP Kotter The Empowered Manager - Positive political skills at work - Peter Block The Influential Manager - Bryce The Art of Talking so that People Will Listen: Getting Through to Family, Friends, and Associates, P. W. Swets, Prentice Hall, 1983 Influence Without Authority, A. Cohen and D. Bradford, J. Wiley & Sons, 1990 1997
Articles Videos
Classes external
Page 18
December 2010
13 - Teamwork Definition
Contributes as a productive member of a team; participates fully in the achievement of team objectives; Key Behaviours
Creates a positive team environment with support, empathy, encouragement and collaboration. Helps the team achieve goals by sharing workload, working cooperatively, involving others, keeping agreements and pitching in. Ensures team members get credit or recognition for work done. Collaborates as a team player and never undermines others. Takes responsibility for organizing, facilitating and leading team meetings; uses effective group process skills. Add your own indicator for a specific technical or functional situation:
Quick Wins:
Spontaneously offer to help someone, even if you are busy. Pay extra attention to assisting new team members. Try to deal directly with individuals with whom you are not happy about something rather than complaining to others. If you have an issue, talk to the person about the behaviours/ actions that youre unhappy about and do so when you are calm. Monitor the way in which you speak about the members of your work group. Check yourself to ensure that you speak positively about the strengths and capabilities of others and refrain, whenever possible, from criticizing others in your conversations. In your home life, think about how much you listen to and understand those around you. How do you show them that you are concerned about them? How do you behave when there is a conflict between your friends or members of your family? Discuss with a mentor and plan a strategy for improving your listening skills. List situations that you would like to handle with more appropriate assertion. Start with the one that presents relatively least challenge. Discuss with colleagues, who have seen you in the situation, how you handled it. Rehearse with them more effective tactics. Then test your rehearsed responses in real life until you begin to see improvements. Get involved in activities outside work that involve teamwork, e.g. team sports, quiz teams, local committees.

Identify a difficult problem that has an impact on the individuals in your team. Rather than considering the options by yourself, encourage your team to generate potential solutions. Try to involve them in the whole process of making a decision and implementing the most appropriate solution. In your everyday interactions with others who are seeking your advice, experiment with encouraging them to come up with ideas and suggestions to solve the problem themselves. Try to hold back from offering your solutions straightaway. Review the results of your last three team meetings. Did everybody contribute? Were action plans produced? Was the atmosphere good? Seek feedback from team members and plan to improve the next meeting. Get a colleague who has attended a meeting with you to comment upon how well you listened to others present; whether you interrupted, jumped in too quickly with your own ideas, put people down, finished their sentences for them or generally hogged the action. Ask them to what extent you registered that you had listened effectively to others; how much you encouraged contributions, whether you were able to summarize peoples comments and whether your suggestions showed that you had understood and were including others viewpoints. Avoid taking control of the agenda or being the first within the group to make suggestions, instead try playing different roles within the group. Listen during team meetings. Dont answer your own questions, practice remaining silent for at least 10 seconds after you ask a question.
Classes internal
Communication & Interpersonal Skills Insights into Leadership
Books
The Wisdom of Teams Katzenbach, Developing Superior Work Teams: Building Quality and the Competitive Edge, D. C. Kinlaw, Lexington Books, 1991 Groups That Work (and Those That Dont), J. R. Hackman, Jossey-Bass, 1990
Articles Videos
Team Building: How to Motivate and Manage People Career Track Publishing Team Building (Performance Resources Inc FISH Philosophy
Classes external Networking within industry etc.
Making Groups Effective, 2nd ed., A. Zander, Jossey-Bass, 1994 Whos Got the Ball (and Other Nagging Questions about Team Life): A Players Guide for Work Teams, M. OBrien, Jossey-Bass, 1995 Why Teams Dont Work, What Went Wrong and How to Make it Right, by Harvey Robbins and Michael Finley The Five Dysfunctions of a Team by Patrick Lencion FISH A Remarkable Way to Boost Morale & Improve Results by Stephan C. Lundin
Page 19
December 2010
C - Personal Effectiveness
14 - Adaptability Definition
Ability to adapt ones approach to the requirements of a situation or person as needs change. Key Behaviours Quick Wins: Talk through in detail, with your manager or a colleague, a recent project for which you have had responsibility. How rigid were you in your approach? Were you open to new ideas and alternatives? How did you deal with unforeseen circumstances? How could you have handled it better? When you encounter difficulties, focus on the possible benefits of overcoming them. Try to look for opportunities rather than avoiding threats. Ask your colleagues/partner/friends how they perceive your ability to handle pressure. In what ways do you respond well? In what ways do you respond less well? List the points, aim for more of the former. Look in the business press for information on how competitors have dealt with transitions and changes consider the different ways in which people and organizations handle mergers/redundancies/acquisitions etc. Take time out to think about all the possible changes that you anticipate might happen in the next six months. Write down all the things you can do now to prepare and adapt.
Responds effectively to
changing demands and requirements; remains positive, supportive and loyal. uncertainty; figures out how to adapt individual goals to new organizational realities. recovers from mistakes or failures. when under pressure. and responsibilities.
Tolerates ambiguity or
Is resilient; learns from and Manages stress effectively Welcomes new projects
Longer term solutions: Participate in an MBTI session (Myers Briggs Type Indicator) to develop more awareness about your personality type Learn more about your personal stress triggers and identify strategies to manage these. Take regular exercise to increase your fitness and levels of endurance. Identify interests you could develop outside of work that give you the opportunity to learn new skills and adapt to new situations. Choose one or two of these and make time to take them up. In-house/ External learning opportunities
Classes internal
Influencing Skills Creative Problem Solving Project Management Essentials Effective Report Writing
Books
Who Moved My Cheese by Dr Spencer Johnson. Penguin Putnam, 1998. Adapting to Change: Making it Work for You by C Goman. A Survival Guide to the Stress of Organizational Change by P Pritchett and R Pound.
Videos
Who Moved My Cheese by Dr Spencer Johnson Humour, Risk and Change by W C Metcalf Pressures On Managing Stress At Work BBC Videos.
Page 20
December 2010
15 - Communication Definition
Express themselves clearly, effectively and persuasively verbally and in writing. Key Behaviours
Effectively translates technical information or complex issues into simple, jargon-free messages. Takes time to consider the needs of others when planning a written or verbal communication. Uses effective listening and questioning skills to confirm understanding Writes clear and concise reports, memos, recommendations and other business materials. Delivers engaging, persuasive presentations to small, large or specialized audiences. .Effectively presents or discusses technical, complex or sensitive issues. Drafts complete, accurate and useful special documents, such as requests for proposals (RFPs), business proposals or regulatory reports. Add your own indicator for a specific technical or functional situation:
Quick Wins:
Pick a colleague in the organization who you believe would benefit from having someone listen to their issues. For example, someone who is having difficulty with work. Create an opportunity to have them discuss the situation with you (if they wish). Use this discussion to practice your listening skills. Diagnose the reasons why you are not being a good listener. Force yourself not to engage in distracting activities while exchanging with others and instead give your full attention to the conversations. Use paraphrasing. Practice using paraphrasing as a way to check your understanding of what the other person is saying. Be careful not to alter their words to suit your meaning. Keep a log of situations where you felt you demonstrated effective Communication skills. Review the log and get comments from another person. Pay attention to the non-verbal cues of others during your next conversation. Look for specific cues and discuss the implications of these cues with a peer (e.g. arms or legs crossed frequently indicates anger, withdrawal or resistance; hands folded frequently indicates thinking, weighing of alternatives; and lack of eye contact frequently indicates detachment, boredom, and/or fear) Before sending out any written communication, check that it makes sense and conveys your message clearly and concisely. Consider asking a colleague to review the document. Ensure your spell checker is activated.

Arrange to spend some time observing what he or she does and says. After an interaction with a customer or colleague, ask for a brief analysis of what he or she was thinking during the conversation. Put yourself in informal work situations where you can test and practice your Communication skills. Initiate conversations with people who have such concerns by asking questions such as What would you change if you could? or What would you do if you could? Check with them to see if you have accurately summarized or paraphrased their concerns. Practice by looking for opportunities to give speeches and presentations. Guest speaker at a departmental function or at a national seminar. Give an information session on your division to another division. Be strategic in the types of questions you ask. Increase the number of open-ended questions you ask to draw out the needs, interests, concerns and objectives of others. Get input from your manager. Ask your manager to observe your behaviours when obtaining important information from others in the organization. Ask for feedback on your communication skills. Make sure the feedback refers to a specific behaviour or example of something that you did or said which demonstrated the competency effectively or ineffectively. Ask your manager what he or she would have done differently. Make sure he or she explains the reasoning behind the suggestions.
Classes internal
High Impact Presentations Advanced Presentation Effective Report Writing E-Mail Etiquette English Language Communication & Interpersonal Relationships MSO Word MSO Excel MSO Powerpoint Career Mentoring (Mentors) Creative Problem Solving
Books
Eats Shoots and Leaves: The Zero Tolerance Approach To Punctuation by L Truss 20 Communication Tips at Work: A Quick and Easy Guide to Successful Business Relationships, by Eric Maisel (New World Library, 2001) Listen Up: How to Improve Relationships, Reduce Stress, and Be More Productive by Using the Power of Listening, by Larry Lee Barker, & Kittie Watson Working with Emotional Intelligence, by Daniel Goleman (Bantam Books, 2000) How to Win Friends and Influence People, by Dale Carnegie How to Get Your Point Across in 30 Seconds or Less, by Milo OFrank Winning Presentations David Gilchrist with Rex Davies, Gower Publishing The Art of Talking so That People Will Listen by Paul W. Swets Influence Without Authority by Allan R. Cohen Conversationally Speaking by Alan Garne
Articles
CD Rom Business Communications Xebec
Page 21
December 2010
16 - Delivers Results (Execution) Definition

Commits self and works hard to achieving Performance Objectives, focuses on what needs to be done to achieve results; Key Behaviours Quick Wins: Think of someone whos particularly effective at getting things done. Identify what they actually do to achieve their success. Identify in what situations you have shown most drive and commitment in the past. What were the key conditions in those situations? Can you identify a way to incorporate this/these into your current job? Regularly review your Performance Objectives to ensure you are on track to achieve them. Ask yourself what you need to do to become more achieving and results orientated. What behaviours should you demonstrate more and what behaviours should you demonstrate less? Highlight a problem you currently face at work. Make a list of definite action points to overcome this situation and carry them through. Try to be proactive about getting involved in work projects, rather than waiting for people to ask you to do something. Set yourself goals to achieve each month. Detail exactly what you need to do in order to achieve these goals. Aim to make things happen, rather than wait for things to happen to you. Longer term solutions: Read biographies of successful entrepreneurs and business tycoons. Note what motivated them and how they approached goal setting. Learn about continuous improvement approaches and identify how you can build them into your teams work. Assign a mentor for yourself whom you can identify with an learn from his/her experiences In-house/ External learning opportunities Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..
Is results-oriented; acts with

a sense of purpose and urgency.
Focuses on critical priorities; Commits to personal and

organizational success.
follows through; does not get distracted.
Sticks with it to maintain
activity, interest and involvement for extended periods or in crisis situations. to check for errors and comprehensiveness.
Makes time to review work Adheres to set quality
processes; suggests where efficiency or quality improvements might be made. quality of outcomes in order to continue to drive positive results.
Monitors and controls the
Classes internal
Creative Problem solving Expertise in Secretarial & Admin Skills Maximize Your Time Project Management Advanced MSO Word/ MSO Excel/MSO Powerpoint Financial Accounting 1 & 2 Financial Statement Analysis 1 & 2 Leadership Journey Formula 4 Performance
Books
Decision Taking Colin Chase (The Industrial Society) June 1998 Paul Murphy et al Focused Quality - Managing for Results (Kogan Page) 1995 The 7 Habits of Highly Effective People - Stephen Covey (Simon & Schuster NY) 1990 Its Not About The Bike by Lance Armstrong. Penguin Putman, 2000. Chicken Soup For The Soul by J Canfield and M Hansen Leadership That Gets Results by Daniel Goleman 2002 Turning Goals into Results by James Collins 2002
Articles Videos
Page 22
December 2010
17 - Personal Ownership Definition

Demonstrates personal responsibility for events, outcomes and commitments; thinks and behaves as an owner. Does not blame other people or make excuses for failure. Key Behaviours Quick Wins: Think about the last time you made a mistake. How did you react? Try to be open when you make a mistake and not to blame others for your errors. Focus on an incident at work when you disagreed with the group or an individual. Evaluate your own action in terms of the extent to which you maintained your opinion and ultimately achieved your desired goal. Try to think about your role and what your client can expect from you both today and tomorrow. When something goes wrong dont blame others try to find out why and learn from this. Then ensure that you know what you will do differently next time so that it does not happen again. Longer term solutions: Meet up with others who you feel demonstrate excellent personal ownership find out how they do this and the triggers/ actions that enable them to behave in this manner. Read and review DVDs on the Fish! Philosophy particularly in terms of choosing your attitude and Being there so that you take personal ownership at all times.
Acts as an entrepreneur;
takes ownership.
Holds self fully
accountable and shoulders the responsibility for the consequences of actions and decisions. allocating autonomy and accountability whilst retaining overall personal responsibility (the buck stops here). responsibility for any limitations or mistakes.
Delegates decisions by
Acknowledges
Classes internal
Career Development Planning Career Mentoring (for Mentees) Maximize Your Time
Books
The Power of Personal Accountability: Achieve What Matters To You by Mark Samuel and Sophie Chiche. Xephor Press, 2004. Getting Things Done When You Are Not In Charge by Geoffrey M.Bellman People Styles At Work by Robert Bolton & Dorothy Grover Bolton
Articles Videos
Page 23
December 2010
18 - Planning & Organisation Definition

Plans and organise his/her own work in order to maximise the time available, meet deadlines and avoid unnecessary effort.
Key Behaviours
Quick Wins: Talk through in detail, with your manager or a colleague, a recent project for which you have had planning responsibility, to see what you did well and what you could have done better. For the next meeting you hold, or you attend, see that there is an agenda well in advance, with indications of what preparation is needed. Ensure that this is regular practice. Take a decisive approach to your in-tray. Set aside a regular time each morning to prioritize its content and endeavour to adhere to the order in which you have prioritized tasks as you deal with them. Set aside a regular time each week to list everything you and your team need to do in the next couple of weeks and establish priorities for these activities.
Determines priorities; sets goals Prepares planning documents;
and objectives for self and team. ensures plans are clear and detailed; ensures assignments are understood. optimizes the use of time and resources. check progress; has contingency plans. customer needs and workload into a plan. agrees realistic targets, through basic time management and organisation. Is expected to meet deadlines deploys them to achieve best results. Prepares in advance, briefs team on relevant matters affecting the business and department and reminds others to do the same. into clear operational plans that impact business performance.
Realistically estimates and
Ensures controls to monitor and Integrates priorities, plans, Organises own work and
Longer term solutions: Get to know about useful planning and time management techniques, e.g. network planning, critical path analysis. Apply a simple critical path analysis to some project you are about to start. Attend an internal program on Managing Time or if appropriate Managing Projects Ask for feedback from customers and colleagues regarding how efficient and effective they think you are.
Plans team resources and
Translates business strategy
Classes internal
Maximize Your Time Insights Into Leadership Career Development Planning Project Management Essentials
Books
First Things First by Stephen Covey, Roger Merrill, Rebecca Merrill (Simon & Schuster NY) 1994 Getting Things Done: The Art of Stress Free Productivity by David Allen 2003
Articles Videos
Page 24
December 2010
19 - Self-Awareness Definition
Accurately assesses own strengths and weaknesses Recognizes impact on others and on own performance. Key Behaviours and weaknesses; takes time to think about own preferences, motivations, style etc. and intelligent use of emotion and expression; identifies ways to handle hot buttons at work. bandwidth for effectiveness. Quick Wins: irritate you, and of behaviours you find difficult to tolerate. Make a conscious effort to get to know people before making judgments.
Understands own strengths Understand yourself better by making a list of your major prejudices, of people who
Attend MBTI (Myers Briggs Type Indicator) session to build your self awareness, as well as your impact on others. Ask for feedback from you colleagues regarding their impressions of you strengths and areas for development. Proactively ask for customer feedback what do you need to stop, start and continue doing to ensure you exceed expectations. If you are a leader, ask your team for feedback on your strengths and areas for development. Longer term solutions: Work through a good 360 feedback process to identify how emotionally self-aware other perceive you are. Work on a personal development plan using this process as the basis Once you have identified what triggers certain behaviours take a view about the organizational context so you can try to manage your behaviours more effectively Carry out an evaluation of outcomes from situations and relationships that have been successful for both yourself and NBAD. Build on this learning. Regularly review your KTOs plan and discuss these with your manager. Think about how these fit into your longer-term career development. Ensure you have a development plan agreed that is reviewed regularly. Ensure that you are aware of the development options and resources available to you, e.g. in-house training courses, external training courses, relevant literature etc. Identify those, which would support you achieving your goals and discuss with your manager incorporating them into your development plan. Let people know that you are looking for development opportunities, increased responsibility and challenge! Make a habit of seeking feedback on your performance at the end of a project or piece of work. In-house/ External learning opportunities Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..
Assesses the appropriate
Knows own workload Is able to read people and

situations and adapt own style as appropriate.
Classes internal
Career Development Workshops Insights into Leadership NBAD Leadership Journey 2 Influencing Skills Conflict Management Breakthrough Leadership High Impact Presentations Advanced Presentation
Page 25
Books
Emotional Intelligence Why It Can Matter More Thank IQ by Daniel Goleman. Bantam 1997. Working With Emotional Intelligence by Daniel Goleman People Styles at Work Robert Bolton and Dorothy Grover Bolton (American Management Association) 1996 The Positive Thinkers Ten Commandments Alice Potter, Berkley, 2001.
Articles
CD Rom Emotional Intelligence At Work - SkillSoft
December 2010
D - Professional & Technical Expertise
20 - Business Development, Sales & Sales Management Definition

Has competencies to translate excellent customer service and mutually beneficial client relationships into a planned & managed process for achieving regular and repeat sales of the Banks products and services in order to generate sustained, growing and profitable revenues for the Bank Key Behaviours Quick Wins: Contact someone who has recently joined NBAD from a competitor to find out how they are finding NBAD. What are the key competitive advantages and unique selling points promoted by the competitor organization? Develop a network of people in the know and keep in regular contact. Encourage them to talk about their work, to discuss their experiences and share their opinions and knowledge. When making decisions about where to focus in your day-to-day work, chose the activities that will give the greatest return these might not always be the most urgent activities but will have the best pay-off in the long term. Keep your interest alive when youre exposed to news in the media and relate them with your business by looking for opportunities
Actively searches for new
information and approaches that can be applied to enhance NBADs profit and performance consistent with its vision and values business, what would I do?
Continually asks If I owned this Recognizes what is at stake

to remain with the status quo or engage in a new business opportunity calculates the risks and rewards of potential new or improved opportunities unnecessary risks but takes on calculated risks to improve business
Accurately assesses and
Longer term solutions: Periodically arrange meetings with your colleagues or team to brainstorm possible alternative solutions to improve efficiency and profit. Conduct a breakdown of the costs and resources on which your area/ function has an impact. Is there any way you can improve efficiency and profit?
Identifies risks early on; avoids
Effectively prepares a business

rationale for experimental opportunities or new business activities figures and takes actions in needed areas to achieve the targets Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..
Continuously monitors sales
Classes internal
High Impact Presentations Advanced Presentation Negotiation for Success Advanced Negotiation
Books
Successful Customer Relationship Marketing: Foss, B; Stone, M;
Articles Videos
Achieving Major Sales Using the SPIN Technique Video Arts
Page 26
December 2010
21 - Customer Service & Relationship Management Definition

Has competencies to provide outstanding customer service and build excellent ongoing relationships with potential & existing clients/customers in order to create the foundations for growing & developing the Banks profitable business Key Behaviours Quick Wins: Listen, listen and listen to your customers! Make it easy for your customers to contact you, offer as many contact methods as possible. Resolve your customers complaints quickly and successfully Always be polite and honest to your customers. Use the words your welcome, please, and thank you. Be polite to your customers even if they are being irate with you. Always apologize to your customers should you make a mistake. Admit your mistakes quickly and make it up to them in a big way.
Knows own customers
and their needs well and continuously checks if there is a change in their expectations and maintains effective relationships with customers and gains their trust and respect processes, b) employee commitment to customer service, and c) customer dialogs
Proactively establishes
Assures a)customer friendly
Longer term solutions: Surprise and delight your customers, give your customers more than they expect Build strong relationships with your customers. Invite them to company meetings, luncheons, workshops or seminars. Create special events for your customers like parties, barbecues etc. This will make them feel important when you include them in regular business operations and special events. Be :
Positive Accountable Accurate Transparent Confident Proactive

Towards your customers. In-house/ External learning opportunities Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..
Classes internal
General Banking Banking Operations 1 & 2 Intro to CS Mindset Selling skills
Books
Successful Customer Relationship Marketing: Foss, B; Stone, M;
Articles Videos
Fish Philosophy
Page 27
December 2010
22 - Information Technology Definition

Competencies to identify, evaluate, design, implement and use technology led solutions that enable the Bank to implement new profitable products, better utilise customer information, improve operational effectiveness and provide outstanding management reporting & information
Key Behaviours
Quick Wins:
Picks up IT subjects quickly Find the master professional in the technology you need and ask whether s/he Can learn new information would mind tutoring you lightly
technology skills and knowledge Use the help menu to learn more and use the programs efficiently
Is good at learning new
Search and sign up for membership of the related professional association
industry, company, product or technology knowledge seminars
Does well in IT courses and Identifies which IT systems/

programs could help in solving business related issues
Longer term solutions: Check for night time or weekend courses for your topic of interest Practice by picking some technology related subjects to your work and quietly become and expert on it Schedule time to browse on the internet with no purpose for looking for new things in & out of your speciality Create opportunities to practice whatever you learn from courses & seminars in your daily life
Classes internal
MSO
Books
Check the manuals of the programs
Articles Videos
Excel Word PowerPoint
Page 28
December 2010
23 - Operations & Process Management Definition
Has competencies to plan, implement, manage and improve highly effective operational practices and processes in order to provide an outstanding level of timely and cost-effective service delivery, information and reporting outcomes to internal and external customers
Key Behaviours
Quick Wins: Identify the main processes in your area of responsibility Split those main processes into series of steps Assign resources for each step and see the bottlenecks if there is any Try improving the total process by different actions Find somebody who knows what process mapping is and try to learn from him
Good at figuring out the Knows how to organize

people and activities
processes necessary to get things done
Understands how to separate

and combine tasks into efficient work flow how to measure it
Knows what to measure and Can see opportunities for Can simplify complex
processes synergy and integration where others can not Longer term solutions: Implement a mechanism where you learn the expectations of your customers in terms of service quality, timing and efficiency Match your current services and operations with your customer expectations, form your current process map Identify the ideal process map and make an action plan to actualize it by figuring out the improvement areas and bottlenecks in your current processes
Gets out of fewer resources Periodically reviews the
operations and processes to assure the best service quality, shortest process time and the most cost efficient way
Classes internal
Remedial Credit Introduction to Corporate Credit 1 &2 Retail Credit Banking Operations 1 & 2 Creative Problem Solving
Books
The Process Edge Creating Value Where It Counts by G.W. Peter Keen
Articles Videos
Page 29
December 2010
24 - Project Management Definition

Competencies to plan, implement, manage and control key projects or strategic change assignments that involve multiple resources and complex scheduling in a team or cross-functional context
Key Behaviours
Quick Wins: Ask your team for feedback on how you plan projects - what do you do well and what could you do better with regards to project planning? Review a recent project, taking into account resources used, costs, the time scales and final outcome. Match this to initial forecasts and think about areas for possible improvement. Before starting out on a complex project or other plan, consider what elements of that project could go wrong or otherwise fail to be delivered. Draw up contingency plans to overcome these possible problems.
Effectively plans projects;
identifies budget, staff, resources and scheduling; uses current project management tools. coordination of activities to achieve project plans; manages and drives results monitoring and control tools to track project progress. mediates conflicts, manages communication and provides project reports
Determines timing and
Establishes and uses
Facilitates project meetings, Longer term solutions:

Organize to shadow the project manager of a project on which you are working. Ask questions to understand what they do and their tips for success. Attend an internal program on Managing Projects Set up a division network for project managers to discuss approach, methodologies etc. Attend PMO meeting for latest developments/ best practice on project management within NBAD. Attend lessons learnt workshops after any project is completed.
Defines critical path of
project and anticipates potential obstacles and acts to minimize impact on project success estimates, financial budgets and timelines project risks, develops mitigation plans and actively monitors risks
Develops realistic work
Identifies and prioritizes
Classes internal
Project Management Essentials Project Management Advanced Maximise your Time
Books
Project Management for Dummies by Stanley E Portny 2000 The Relationship Manager: The Next Generation of Project Management by Tony David & Richard Pharro. Gower 2003. First Things First by Stephan Covey The Project Office by Thomas R.Block & J.Davidson Frame
Articles Videos
Project Management Video Arts (available via NBAD University http:// training.intranet.NBAD. co.uk/training/barc_tdg/bul/ index.htm ).
Page 30
December 2010
25 - Risk Management, Compliance & Security Definition

Has competencies to identify, assess, prioritise and act upon areas of potential operational, financial, regulatory & reputational risk in order to both minimise the Banks exposure to loss/ damage whilst positively enabling the Bank to pursue profitable revenue opportunities Key Behaviours
Works proactively to protect the firm from loss, injury or related risks; recognizes what is at stake legally, ethically and professionally. Evaluates rationale for or against decisions; safeguards NBADs reputation. Examines consequences of alternatives; calculates potential risks. Carefully evaluates and takes calculated risks when necessary, consistent with NBADs values. Asks for and evaluates rationales for experiments, projects or pilot tests. Develops plans to mitigate risk and deal with potential failures or mistakes. Focuses attention and energy on areas of risk most important to the firms success. Knowledgeable about regulatory, governance and risk policies and procedures Uses compliance knowledge to protect NBAD from noncompliance situations. Ensures compliance with and maintains knowledge of regulatory, governance and risk policies and procedures. Proactively identifies and implements procedures or policies to protect the firm from non-compliance risks. Role models a compliance atmosphere, including awareness, training and breach escalation.
Quick Wins:
Before starting out on a complex project or other plan, consider what elements of that project could go wrong or otherwise fail to be delivered. Draw up, with the help of your manager, contingency plans to overcome these possible problems. Discuss with a mentor a risky decision which you have taken over the past few months. Evaluate the degree of risk involved and the effectiveness of your decision. Look at what you could have done to maximize the success of your risk taking. Contact Compliance if you are in doubt about the rules, dont guess Pre-clear your personal account trades with Compliance Declare to Compliance any gifts and hospitality received valued above 100 Obtain prior approval for gifts and hospitality received valued at over 200 Escalate any possible breaches/errors to Risk or Compliance immediately Gather sufficient information on which to assess your clients classification (opted up private clients/intermediate clients or market counterparties) Tell your client what their classification is Tell Compliance if you suspect possible money laundering or are concerned about the identity or intentions of a client or prospective client Check out the regulatory implications before you re-organize a department and announce it to the firm Keep your organization charts and job descriptions up to date Pre clear all marketing material with Compliance Present financial promotions in clear, understandable language for the intended audience Involve Compliance and Legal at an early stage if you are planning a new marketing campaign/launch an internet site or similar activity Protect confidential information, both in the office and at home/on business Inform Legal if you have been invited to become a director of any external company Escalate complaint letters to Compliance and the CEO on receipt Consult Compliance, Legal or Pooled Product Management before you have any contact with regulators

Conduct a scenario review and planning session with your team. Lead team members through the process of identifying what could happen in the next six months that could interfere with projects or planned actions. Describe the possible scenarios and their potential impact on resources, both positive and negative. Lead the team in developing a resource management plan to handle these situations if they should arise. Determine a method of incorporating the plan into regular team processes. Plan how you can effectively use resources to accomplish your goals, assignments or projects; Monitor your progress against milestones; Take the time to get a detailed understanding of the systems, programs and resources needed to complete your projects; and clear away bureaucratic barriers or other problems that make it difficult for you or your staff to get the project done. Develop a methodology for making decisions regarding risk. Apply lessons learned from past experience to new situations as they arise. Ensure that you take into account both positive and negative experiences, so that you will know how not to act as well as how to act. Observe a thought model. Define the areas of business thinking which pose challenges for you. Identify someone within or external to your area who excels in those areas, and ask if you can spend some time with them to see how they apply their skills. Observe the individuals they work through a business issue, or ask them to describe for you a time when they applied the business thinking you are working to develop. Attend industry seminars to update your knowledge as well as reading industry publications/ journals
Classes internal
Remedial Credit Retail Credit Introduction to Corporate Credit 1&2 General Banking Page 31
Books
If It Aint Broke... Break It, by Robert Kriegel & Louis Patier (Warner Books, 1992) Learned Optimism, by Seligman (M. E. P. Pocket Books, 1990)
Articles Videos
December 2010
26 - Technical Knowledge (applicable also to Asset Management, Credit & Corporate Lending) Definition
Define the competency for your technical or functional knowledge needs, as outlined below: An in-depth understanding of relevant and current technical knowledge, applications and techniques required for successful performance of the position; Detailed knowledge and expertise in relation to the technical or professional aspects of work demonstrating depth and breadth of experience; The ability to absorb new information and keep up-to-date. Key Behaviours Quick Wins: Ensure you are a member of a relevant professional body or society. Make the time to read their publications and attend update events. Take out a subscription to a relevant professional journal and make time to keep current with advancements in your field. Identify someone in NBAD who is well respected as a specialist in their field. Talk to them about how they keep their skills and knowledge up to date. Ask your colleagues or manager for feedback on your technical expertise. Identify actions to build on your strengths as well as develop knowledge gaps.
for a specific technical or functional situation:
Longer term solutions: Learn how to skim documents quickly to abstract the main information. Identify individuals in other organizations who work in your field. Set up a network and exchange thoughts and views on topical issues within your own area of specialism. Similarly you could consider establishing specialist network discussion groups in NBAD, where current and future issues are reviewed and discussed at regular intervals. Consider hot desking- sitting with an expert for a time (e.g. day) to learn more about their job. Get involved in a technically demanding project, where you will have to use and update your technical skills and knowledge. Identify an area of your work that would be of interest to others in your specialism and write an article for publication in a relevant journal. In-house/ External learning opportunities Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..
Classes internal
Remedial Credit Introduction to Corporate Credit 1 & 2 Retail Credit See NBAD Academy site for additional Technical Learning & Development (these are being continually updated)
Books
Articles Videos
Classes external
Contact your relevant professional body for classes and networking events. Page 32 December 2010

Development Guide

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NBAD Competency Based Development Guide

Professional & Technical Experties

NBAD Competency Framework

A - What is Learning & Development?

B - The Development Guide

C - The Benefits of Learning How to Learn

increase their competence;

1- Identifying your Learning Style

Rehearsal with feedback

Structured exercises/ Assigned research/ Special projects Transfers

Membership of working parties

D - How to Use This Development Guide

2 NBAD COMPETENCY FRAMEWORK & DEVELOPMENT ACTIVITIES

Business Unit Leader

Ability to build and develop relationships with individuals

Ability to be effective and efficient in current role

Ability to apply and improve specialized knowledge or skills

1 - Big Picture Thinking Definition

Finds emerging paradigms,

Anticipates and identifies

Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..

2 - Customer Focus Definition

Maintains knowledge Listens and asks

Is empathetic of, and

Develops team guidelines Uses best practice

Support areas: Considers

In-house/ External learning opportunities

Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..

Articles Videos& Resources

3 - Facilitating Change Definition

Encourages and is Is sensitive to the

Longer term solutions:

Coaches others how to Communicates

Serves as a role model

In-house/ External learning opportunities

Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..

4 - Financial & Commercial Ability Definition

Projects realistic revenue and

Plans, develops and

Monitors financial plans/

Longer term solutions:

Interprets planned vs. actual

Identifies risk or soft spots. Understands and interprets

Uses resources carefully and

In-house/ External learning opportunities

Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..

5 - Market & Competitor Awareness Definition

Shows an understanding Knows about world events

Shares market expertise;

Attends market or product

In-house/ External learning opportunities

Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..

B1 - Managing Others People Leadership

6 - Attract & Retain Talent Definition

Add your own indicator

In-house/ External learning opportunities

Suggestions: Books/ DVD/ Videos/ CDs to read, watch, listen..

B1 - Managing Others People Leadership

7 - Coach & Develop Others Definition

Holds and shares high Uses the NBAD

Finds and assigns work

Longer term solutions:

Devotes coaching time

Add your own indicator