LEADERS: Pursuit of Excellence - Continuously strives to exceed expectations in the pursuit of results that maximize value for customers,

shareholders, employees, and partners. Incorporates all other Xilinx Foundational Competencies, behaviors, skills and attributes for Pursuit of Excellence.

Supervisor/Manager Senior Manager/Director Senior Director/Executive

Same as Supervisor/Manager, but performed with Same as Senior Manager/Director, but performed with
greater insight and sophistication, serving as a role greater insight and sophistication, strategic orientation,
model to more junior leaders, along with the following: and inter-departmental influence, along with the
following:

Build trust, integrity and respect: Consistently Consistently does the right thing and not what Exhibits increasingly high levels of
follows through and does what he/she says. is politically expedient or self serving. conscientiousness and acts with a deep sense
Fosters trust in co-workers and subordinates, Intellectually honest, does not play games or of responsibility for the work, the organization
putting the organization's needs above self. alter facts to persuade or act unfairly. and individuals.

Time and Priority Management: Uses time
effectively and efficiently. Values time for self
and others. Concentrates efforts on most
important priorities. Able to get thiings done
on time.
Attends to a broad range of projects and
management activities, continuing to deliver
projects on time while managing people and
other job-related administrative
responsibilities.
Increasingly responsible for getting a large
volume of work accomplished through others.
Effectively manages complex, cross
organizational and/or global work priorities
through senior project team leaders.

Leadership Styles: Demonstrates ability to
identify own preferences and behaviors for
leadership style(s) and adapt/manage through
a variety of basic business situations.
Demonstrates fluency in recognizing and
applying leadership styles to address, decide,
act and resolve an increasingly large and more
complex range of business situations.
Fluently understands, translates, manages and
influences the styles and strengths of others,
maximizing the impact of the strengths of
individuals while minimizing/mitigating
weaknesses to optimize team success.

Recognizes and manages one's emotions and
strong feelings under stress or when
provoked. Responds calmly and
constructively. Maintains self awareness and
control.
Conveys a cool/calm/collected presence with
others in the face of pressure, while
simultarneously conveying appropriate sense
of business urgency in a controlled and
professional manner.

Recognizes and responds appropriately to Understands, interprets and verifies what

others' feelings and concerns with appropriate people mean and need accurately and
empathy. appropriately, including nuances and/or
underlying reasons for feelings, behaviors,
concerns, while maintaining the individual's
dignity and respect.

Demonstrates self confidence without Acts more interdependently to assert Consistently able to take on and meet big
arrogance. Acts independently to assert leadership authority and influence in proper challenges, make high quality decisions and
leadership authority in context. Consistently context with job responsibilities across larger back them up.
able to take on and meet big challenges, make or more complex projects and groups.
high quality decisions and back them up.

Seeks out, accesses and uses systems, tools Advocates and sponsors for the availability,
and resources (computers, programs and training and use of job-related
other assets) knowledgeably and appropriately systems/tools/resources within and across
to accomplish own work and groups to accomplish the work. Maintains
supervises/coaches others in his/her foresight into emerging organizational needs
organization to do the same (e.g., Manager to evaluate and acquire new
Self Service, Manager Resource Center, TMS, systems/tools/resources, working
Comp Workbench, etc.) collaboratively with other organization
leaders/stakeholders.
LEADERS: Ownership & Accountability - Demonstrates personal accountability yet takes risks and learns from mistakes made in pursuit of high-quality, timely, and cost-effective results. Incorporates
all other company x Foundational Competencies, behaviors, skills and attributes for Ownership & Accountability.
Supervisor/Manager
Provides clarity, direction and focus on tasks Sets clear standards for high performance
to ensure others understand performance
standards and measures of success.
Takes corrective measures to ensure
effective performance.
Takes responsibility for results of own work
and the work of his/her organization,
regardless of successes, failures,
shortcomings, etc.
Promotes ownership and accountability
within the team, exhibiting a bias for action
for the good of the organization and the
company's business goals.
Senior Manager/Director
Same as Supervisor/Manager, but performed with
greater insight and sophistication, serving as a role
model to more junior leaders, along with the
following:
and ensures understanding within his/her
organization and within cross functional
project teams.
Demonstrates critical thinking to analyze Sponsors and mentors other leaders in the
situations thoroughly, interpret a wide range organization where appropriate.
of information and make decisions with
imperfect (or in the absence of complete)
information. Deals effectively with
concrete/tangible issues as well as
abstract/conceptual matters.
Seeks out and seizes opportunities beyond
the call of duty, finding ways to overcome
barriers and limitations (real or imagined).
Achieves results despite lack of resources.
Fosters ownership and accountability by
example within own team, in cross functional
working teams and across other
organizations where he/she exerts influence.
Anticipates, plans for and executes change
willingly and readily, consistent with
business/organizational demands.
Demonstrates understanding and ability to
guide teams through key elements and
stages of change.
Senior Director/Executive
Same as Senior Manager/Director, but performed with
greater insight and sophistication, strategic
orientation, and inter-departmental influence, along
with the following:
Takes initiative to advocate for important
business decisions and carries out
communications across one or more
organizations, partnering effectively with
other senior leaders.
Deals with a wide array of highly challenging
business and organizational demands,
concepts and complexities in a highly
professional, agile and capable manner.
Demonstrates strategic insights in advance
of, and in preparation for, large scale change.
Responds proactively to corporate change
decisions by rapidly and actively planning,
deciding, engaging in and directing change
management steps, mobilizing key resources
and leading/supporting communications to
support the change.
LEADERS: Effective Communication - Listens closely to what is being said, looks for the reasoning behind what is being communicated, summarizes
and simplifies communication for broader audiences, and actively participates in the exchange of information at all levels of the organization.
Incorporates all other Xilinx Foundational Competencies, behaviors, skills and attributes for Effective Communication.
Supervisor/Manager
Actively engages in individual development
planning discussions with direct reports.
Coaches, corrects and counsels individuals to
support performance excellence.
Effectively conveys key information such as
Xilinx value proposition, job requirements,
company culture, etc. during recruiting and
hiring discussions with candidates.
Tunes in to accurately hear and respond to
others, taking into account impact of one's
comments and behaviors on others.
Monitors self to ensure others have the
opportunity to speak and be understood
before inserting own thoughts/comments.
Senior Manager/Director
Same as Supervisor/Manager, but performed with
greater insight and sophistication, serving as a role
model to more junior leaders, along with the
following:
Actively fosters open, honest and respectful
interactions by serving as a role model to
others, within and between teams, peers,
etc. such that the behaviors and messages
have the desired effect.
Effective at articulating succinctly and clearly
(both verbally and in writing) key business
information, including strategy, direction,
goals, plans, results, etc. to individuals and
teams within the level of own
responsibility/influence.
Demonstrates effectiveness in professionally
working through difficult, tense and complex
negotiations to strive for mutual win-win-win
(self, others, company). Is artful and
respectful in managing and controlling
emotions in self and others and effectively
diffusing conflict.
Senior Director/Executive
Same as Senior Manager/Director, but performed with
greater insight and sophistication, strategic
orientation, and inter-departmental influence, along
with the following:
Exhibits a high degree of influence through
persuasive discourse in a wide variety of
settings, including individual, small groups
and large groups (e.g., subordinates, peers,
executives and other key stakeholders).
Effectively receives, processes and conveys
highly important information, including
strategic, complex and sometimes
confidential information. Regularly shares
informationi within and across a broad range
of audiences with diverse interests and
needs throughout the company.
Demonstrates appropriate discretion and
professionalism to match the right
form/forum of communications to the right
audience in a timely manner.
Leads the way in building and transforming
the organization, from laying out
foundational information, facts, goals,
direction, etc. to championing key initiatives
across own and broader audiences.
Accepts responsibility for, and actively
engages in, the creation and sustainment of
strategic unity and alignment within own
organization, as well as with other senior
leaders across the organization.
Teamwork - Applies understanding of team dynamics to build, support, or manage global and diverse high-performance team
other Xilinx Foundational Competencies, behaviors, skills and attributes for Teamwork.
Supervisor/Manager

Clearly, effectively and appropriately

delegates a variety of tasks and decisions for
both routine and important matters. Shares
responsibility and accountability without
abdicating either.

Builds a high performing team by creating a

positive work atmosphere among co-workers
in which people work together to meet
organizational goals. Keeps people informed
regularly.
diverse high-performance teams. Incorporates all
Senior Manager/Director
Same as Supervisor/Manager, but performed with
greater insight and sophistication, serving as a role
model to more junior leaders, along with the
following:
Senior Director/Executive
Same as Senior Manager/Director, but performed with
greater insight and sophistication, strategic
orientation, and inter-departmental influence, along
with the following:

Demonstrates effective leadership and Effectively leads and influences (directly

influence either directly and/or indirectly
within own organization and across other
groups (including cross-functional projects)
spanning multiple time zones, geographies
and cultures.
and/or indirectly) multiple groups and large-
scale cross functional and/or global projects
of ever-increasing complexity.

Seeks and promotes a variety of motivational

stimuli and esprit de corps suited to
individuals and the group as a whole, while
remaining fully aligned to the organization's
goals. Trusts people to perform, and allows
direct reports and others to own and finish
their work without undue interference and
micro-managing.

Demonstrates the ability to plan, organize,

facilitate and lead meetings effectively to
achieve desired outcomes. Allows a
productive forum for others to have
meaningful input, be respected and feel like
a valued contributor.
External Focus - Takes a broad view of environmental variables that might influence Xilinx’s business success, acting on oppor
remove threats. Incorporates all other Xilinx Foundational Competencies, behaviors, skills and attributes for External Focus.
Supervisor/Manager

Demonstrates commitment to meet the

requirements and expectations of internal
and/or external customers. Keeps close to
and acquires customer information and uses
it to guide improvements and deliver of
products/services. Acts with the customer in
mind. Establishes and maintains positive
relationships, trust and respect with
customers.

Demonstrates sufficient knowledge of Xilinx

industry, business operations, products,
practices, policies, trends, technology,
information, etc. applicable to achieve
success in his/her role.
 usiness success, acting on opportunities while working to
nd attributes for External Focus.
Senior Manager/Director
Same as Supervisor/Manager, but performed with
greater insight and sophistication, serving as a role
model to more junior leaders, along with the
following:
Senior Director/Executive
Same as Senior Manager/Director, but performed with
greater insight and sophistication, strategic
orientation, and inter-departmental influence, along
with the following:

Objectively identifies problems, recognizes Makes increasingly important and often

patterns and nuances in order to conduct the
most meaningul analysis, explores and tests
alternative solutions to arrive at the best
possible outcome.
complex decisions that have high impact
within defined areas and/or across the
business, within and sometimes outside of
his/her core expertise. Enlists other subject
matter experts and key stakeholders in the
problem analysis and decision making
process.

Demonstrates consistently clear thinking,

logic, rationality and objectivity in decision
making. Achieves correct balance between
quick decisiveness and measure, thorough
consideration of alternatives. Shows
common sense in both generally and
specifically. Anticipates consequences of
decisions.

Effectively defines strategic direction within

own area of responsibility and in some cases
across multiple areas. Able to take strategy
from above, interpret and translate it into
own organization to make it all actionable
(goals, action plans, resources, etc.) to drive
achievement of the intended outcomes.
Xilinx Business Acumen - Builds, maintains, and proliferates an understanding of Xilinx to ensure the alignment of personal ac
business objectives. Incorporates all other Xilinx Foundational Competencies, behaviors, skills and attributes for Business Acu
Supervisor/Manager

Effectively figures out and maps out the

processes to get work done within own
organization. Defines top priority projects
and work content, assigns responsibilities to
individuals, monitors progress and reports
results. Measures the right things to ensure
results are achieved and documented.
Requests, obtains and manages the
resources needed to achieve results.

Focuses on improving performance,

meeteing goals and producing results. Tracks
performance. Improves work processes.
Sets measurable and challenging goals.
ure the alignment of personal activities with Xilinx’s
s and attributes for Business Acumen.
Senior Manager/Director
Same as Supervisor/Manager, but performed with
greater insight and sophistication, serving as a role
model to more junior leaders, along with the
following:
Demonstrates understanding and fluency in
use of Xilinx financial planning and financial
management strategies, processes and tools
applicable to his/her role.
Conducts cost-benefit and other business
analyses wherever applicable to generate
alternative solutions and determing the best
course(s) of action.
Senior Director/Executive
Same as Senior Manager/Director, but performed with
greater insight and sophistication, strategic
orientation, and inter-departmental influence, along
with the following:
Effectively identifies and plans large scale
initiatives, product plans and/or processes,
major functions and their responsibilities,
resource plans (people, budgets, suppliers,
etc.) and solves the critical challenges that
arise along the way. Creates competitive and
breakthrough strategies and associated
plans.
Sets direction for important segments of the
business, developing and/or translating Xilinx
company strategy into goals and deliverable,
action plans, etc. Crisply and succinctly
articulates the vision and the way forward to
a variety of audiences/stakeholders.