MBB - Competency Handbook D2 - Final

MAYBANK
COMPETENCY HANDBOOK
1
2011 © AL SOLUTIONS CONSULTANCY (M) SDN. BHD. (CO. 264726-T)
COMPETENCY HANDBOOK
PREFACE
A Maybanker needs to be competent in many aspects of their job.

Customers regard Maybankers as a valuable resource to consult in and
seek guidance to fulfil a desired service.
Maybankers are required to have certain basic competencies in order for

them to be able to execute their assigned task to accomplish the
organizational mission and objectives.
This competency handbook is designed for Maybank Group Learning

Organization to develop an employee competency development plan
tailored to Maybankers’ needs. The handbook outlines a list of
competencies with its definition, elements, indicators and measurements
that would help in the growth and the learning of each Maybanker
towards better occupational development in the pursuit of sustaining a
winning service culture toward the bank’s mission “Humanizing Financial
Services”.
2
CONTENTS
CORE VALUES
Introduction 7
Teamwork ………………………………………………………………… 8
Integrity …………………………………………………………………… 9
Growth ……………………………………………………………………. 10
Excellence & Efficiency …………………………………………………. 11
Relationship Building ……………………………………………………. 12
COMPETENCIES
Accountability ……………………………………………………………………….. 13
Accurate Listening …………………………………………………………………. 14
Active Listening …………………………………………………………………...... 15
Adaptability ………………………………………………………………………….. 16
Analytical Ability ……………………………………………………………………. 17
Analytical Thinking …………………………………………………………………. 18
Anticipation ………………………………………………………………………….. 19
Attention to Delivery ……………………………………………………………….. 20
Attention to Detail …………………………………………………………………... 21
Attentiveness ……………………………………………………………………….. 22
Balanced Decision Making ………………………………………………………... 23
3
Building Collaborative Relationship ………………………………………………. 24
Caring ……………………………………………………………………………….. 25
Consistency and Reliability ……………………………………………………….. 26
Conveying Role Value ………………………………………………….………….. 27
Courtesy …………………………………………………………………………….. 28
Decisiveness ……………………………………………………………………….. 29
Developing Others …………………………………………………………………. 30
Diagnostic Information Gathering ………………………………………………… 31
Drive and Determination …………………………………………………………... 32
Drive for Results ……………………………………………………………………. 33
Emotional Control ………………………………………………………………….. 34
Empathy …………………………………………………………………………….. 35
Fair …………………………………………………………………………………… 36
Flexibility …………………………………………………………………………….. 37
Following Directions ……………………………………………………………….. 38
Gaining Commitment ………………………………………………………………. 39

Goal Focused ………………………………………………………………………. 40
Handling Rejection …………………………………………………………………. 41
Handling Stress …………………………………………………………………….. 42
Human Awareness …………………………………………………………………. 43
Influencing Skills / Persuasiveness ………………………………………………. 44
Initiative ……………………………………………………………………………… 45
Innovative …………………………………………………………………………… 46
Integrative Ability …………………………………………………………………… 47
4
Internal Self Control ………………………………………………………………... 48
Interpersonal Communication …………………………………………………….. 49
Intuitive Decision Making ………………………………………………………….. 50
Judgment ……………………………………………………………………………. 51
Leadership ………………………………………………………………………….. 52
Leading Others ……………………………………………………………………... 53
Meeting Standards …………………………………………………………………. 54
Negotiation ………………………………………………………………………….. 55
Objective Listening ………………………………………………………………… 56
Open Communication ……………………………………………………………… 57
Oral and Written Communication ………………………………………………… 58
People Reading …………………………………………………………………….. 59
Persistence …………………………………………………………………………. 60
Personal Accountability …………………………………………………………… 61
Personal Drive ……………………………………………………………………… 62
Persuading Others …………………………………………………………………. 63

Planning & Organizing …………………………………………………………….. 64
Practical Thinking …………………………………………………………………... 65
Proactive Thinking …………………………………………………………………. 66
Problem Management …………………………………………………………….. 67
Problem Solving ……………………………………………………………………. 68
Problem Solving Ability ……………………………………………………………. 69
Professionalism …………………………………………………………………….. 70
Quality ……………………………………………………………………………….. 71
5
Quality of Work ……………………………………………………………………... 72
Reliability ……………………………………………………………………………. 73
Relationship Building ………………………………………………………………. 74
Resilience …………………………………………………………………………… 75
Respect ……………………………………………………………………………… 76
Results Orientation ………………………………………………………………… 77
Risk Awareness ……………………………………………………………………. 78
Role Awareness ……………………………………………………………………. 79
Role Confidence …………………………………………………………………… 80
Seeing Potential Problems ………………………………………………………... 81
Self Confidence …………………………………………………………………….. 82
Sense of Timing ……………………………………………………………………. 83
Sense of Urgency ………………………………………………………………….. 84
Sensitivity to Others ……………………………………………………………….. 85
Situation Analysis ………………………………………………………………….. 86
Strategic …………………………………………………………………………….. 87
Teamwork …………………………………………………………………………… 88
Technical Expertise ………………………………………………………………… 89
Thoroughness ………………………………………………………………………. 90
Understanding Customer’s Motivations …………………………………………. 91
Understanding of the Business …………………………………………………… 92
Versatility…………………………………………………………………………….. 93
6
MAYBANK GROUP CORE VALUES
The Maybank Group Core Values is central to the bank’s process in

steering the Maybankers in achieving business results. The core values
are accompanied with behavioral expectations. These behavioral
expectations guide Maybankers to instill personal accountability and excel
in the delivery of service.
Service is a pillar of strength of Maybank in living up to their mission

“Humanizing Financial Services”. The Maybank Group Core Values are
supported with service competencies as follows:
T - Teamwork
I - Integrity
G - Growth
E – Excellence & Efficiency
R – Relationship Building
7
TEAMWORK
We work together as a team based on mutual respect and dignity.
The following competencies complement Maybank’s core value

“Teamwork”:
Competency Unit:
1. Empathy
To have sincere appreciation of a person’s feeling and share
similar sentiments
2. Human Awareness
To be conscious of the feelings and opinions of others and to value
them as people instead of just their organizational role or value
3. Active Listening
To pay attention to a person and understand, interpret and
evaluate what he or she hears
4. Interpersonal Communication
To communicate with tact and express yourself clearly
5. Fair
To show impartiality or free from bias
8
INTEGRITY
We are honest, professional and ethical in all our dealings.

“Integrity”:
Competency Unit:
1. Personal Accountability
To be responsible for the consequences of one’s own actions and
decisions and not shifting focus on blame or poor performance
somewhere else or on others
2. Decisiveness
To have the ability to make difficult decisions in a timely manner
3. Judgment
To act on a decision while considering the immediate, short-term
and long-term outcomes and actions
4. Meeting Standards
To see and understand the stated requirements established for a
task, and a person’s commitment to meeting them
5. Following Directions
To effectively hear, understand and follow directions or
instructions
9
GROWTH
We are passionate about constant improvement and innovation as well as

personal development
The following competencies complement Maybank’s core value “Growth”:
Competency Unit:
1. Adaptability
A change in behavior or approach when necessary to deliver a
solution. Responds to change in a positive attitude
2. Initiative
To direct one’s energies toward the completion of a task based on
one’s own interpretation or understanding of a situation
3. Personal Drive
A personal drive to achieve and accomplish something
4. Persistency
To have the ability to stay on course in times of difficulty and to
remain motivated to accomplish tasks in the face of adversity or
obstacles
5. Versatility
A personal desire to inculcate a “can do” orientation
10
EXCELLENCE & EFFICIENCY
We are committed to delivering outstanding, speedy performance and

superior service

“Excellence & Efficiency”:
Competency Unit:
1. Sense of Urgency
To respond quickly to resolving issues or when faced with difficult
situations
2. Understanding Customers’ Motivations

To understand the needs and desires of your customers and to
use this knowledge to help them sustain an emotional connection
and motivate them to take action
3. Situation Analysis
To identify the elements of a situation and to understand which
components have an impact to the situation
4. Technical Expertise
To apply specialized knowledge, skills and judgment to accomplish
a result
5. Balanced Decision Making

To be objective and fair in evaluating the different aspects of a
situation. Demonstrates a readiness to make decisions, takes
initiatives and originates action
11
RELATIONSHIP BUILDING
We continuously build long term relationships, which are mutually

beneficial

“Excellence & Efficiency”:
Competency Unit:
1. Attentiveness
A personal desire to show interest
2. Caring
To work beyond your job requirements and do whatever is
necessary to get the job done
3. Open Communication
To encourage open expression of ideas and views
4. Building Collaborative Relationship

To develop, maintain and strengthen relationships with people
inside or outside the organization who can provide information,
assistance and support
5. Consistency and Reliability

A personal desire to be conscientious in professional efforts
12
ACCOUNTABILITY
To be responsible for the consequences of the actions and objectives
Element: Respect work assigned or delegated

Commit to results to be achieved
Respond positively to outcome
COMPETENCY INDICATOR
List of positive and negative indicators showing areas to focus for Maybankers
Positive Indicators Negative Indicators

 Identify key milestones to be achieved  Does not plan to deliver quality work
 Organize self to ensure quality work is  Make no effort to meet desired results
delivered
 Blames others for poor results achieved
 Open to feedback on work performed
COMPETENCY MEASUREMENT
List of behaviour patterns typical of each rating level
Unsatisfactory Requires Fully Competent Outstanding

Development
 Show no interest  Plan targets that  Plans and follow  Strategize new
to plan targets for are easily through targets to techniques to
task achievable be achieved improve
performance rate
 Procrastinate in  Delivers some  Manage and
delivering task task as planned improve results  Develop new
measures to
 Indifferent to  Requires  Find new ideas to
benchmark
outcome of task supervision on increase work
performance
delivered delivering quality efficiency
capability
work
 Open to new
methodologies to
develop self
13
ACCURATE LISTENING
To be open and show willingness to hear what others have to say and not
what you think they should say, or going to say
Element: Open mind to new ideas, views or opinions

Support new thoughts and actions
Respond to feedback positively

 Makes no immediate judgement when  Dismiss new ideas, views or opinions
other speak
 Ignore new knowledge shared
 Listen to understand
 Criticize information presented
 Respond with empathy

Development
 Ready to speak  Sceptical to new  Acknowledge  Anticipate the flow

without giving ideas, views or when others of conversation
thought to others opinions speak
 Engage in the
 Listens to topics  Listen to respond  Seek clarification conversation
that interest self without fully when necessary
 Share knowledge
understanding the
 Respond to others  Participate in to expand
conversation
when asked conversation with conversation
 Response when others
topics interest self
14
ACTIVE LISTENING
To pay attention to a person and understand, interpret and evaluate what

he or she hears
Element: Maintain good eye contact

Keep an open mind
Respond with tact

 Take notes while listening  Ignore the person when he or she is
talking
 Check for understanding from time to
time  Interrupt the person when he or she is
talking
 Reinforce the key points to act upon
 Speak on the telephone when the person
is talking

Development
 Does not pay  Not attentive  Take notes while  Focus on the
heed to what is when listening person when he
being said conversation is /she is speaking
 Periodically checks
taking place
 Interrupts for understanding  Acknowledge
frequently when  Only agree to key points at relevant
 Respond
someone is points understood intervals in a
accordingly to
speaking in a conversation conversation
essence of
 Easily distracted  Selectively conversation  Provide relevant
during responding to feedback
conversation inquiries in a beneficial to the
conversation person
15
ADAPTABILITY
A change in behaviour or approach when necessary to deliver a solution.

Responds to change in a positive attitude
Element: Have an open mind to new situations

Show no resistance to address situations
Respond positively to unexpected outcomes

 Reacts well to change  Is rigid in approach
 Happy to take a fresh approach  Reacts unfavourably when asked to
change
 Not set in their ways / behaviour
 Resists new ideas
 Is open to different ways of doing things
 Is frustrated and uncomfortable with
change

Development
 Does nothing to  Assertive in  Eager to try new  Have a structured

effect change influencing others methods to deliver approach to adapt
to adopt current results to change
 Uses the same
methods to devise
approach to  Develops a plan to  Welcomes new
solutions
deliver a solution implement change ideas to execute
even though the  Needs supervision change
 React positively to
results are not to adopt change
manage and see  Has the ability to
impactful
 Express difficulty through change influence others to
 Refuses to use in using new tools collectively
new methods to to deliver results execute change
deliver solutions for better
performance
results
16
ANALYTICAL ABILITY
Able to quickly and accurately identify and analyze relevant information

relating to work tasks. Makes accurate use of logic and considers all
relevant facts to make rational, realistic and sound decisions
Element: Have sound understanding of concepts

Apply information effectively to deliver results
Utilize data to improve outcome

 Think of the right data suitable for the  Not resourceful in looking for data to
task support task
 Apply the data to existing information to  Apply the wrong data leading to
perform analysis inaccurate results
 Identify the logic pattern in deriving the  Make poor decisions based on inaccurate
results information

Development
 Absence of right  Needs a technique  Gathers data  Selects the right

information to to seek and independently information to do
deliver tasks gather data from reliable analysis
sources
 Does not know  Needs guidance  Interprets
how to apply data on how to apply  Apply information correctly the data
in executing task and analyse data to relevant parts analysed
of the task to
 Makes decisions  Requires direction  Presents a
attain desired
that does not to achieve results decision supported
outcome
support delivery of by sound analysis
task  Flexible in using a and complete
variety of information
techniques to
perform analysis
17
ANALYTICAL THINKING
To resolve a situation by using a logical, systematic and sequential

approach
Element: Methodical in thinking process

Organize in executing actions
Precise in resolving situations

 Defines a method to address thoughts  No systematic approach to address a
situation
 Arrange effort in an orderly manner to
deliver results  Many actions are left unattended to
resolving situation
 Put in order actions when managing
situation  Have to act repeatedly to attend to a
situation

Development
 Attends to a  Sporadic thinking  Has a plan in  Develops a plan

situation in a non- in addressing place to attend to outlining approach
orderly manner situation a situation to a situation
 Execute actions at  Focus on easy  Takes a step by  Identify key steps
random tasks to do step approach to to initiate and
instead of executing tasks execute plan
 Respond to a
complete plan of
situation based  Manage outcome  Review and
action
available of situation in a analyse approach
information  Identify quick fix proper order for improvement
methods to
resolve situation
18
ANTICIPATION
A personal desire to foresee someone’s needs and suggests appropriate

solutions
Element: Look and listen for suggestions in understanding someone’s needs

Empathize to the person’s needs
Proactively respond in assessing options to delivering solutions

 Listen actively to understand the  Listen to the person’s needs but does not
person’s needs respond to it
 Suggest practical ideas in developing  Propose solutions that does not
solutions satisfactorily meet the person’s needs
 Empathise with the person’s situation  Does not follow through on delivery of
solution
 Assess options to address situations

Development
 Oblivious to  Acknowledge the  Actively searching  Foresee the needs

potential needs or needs or problems for solutions to or potential
problems that but refuses to resolve problems problems arising
would occur react or assist
 Rationalise the  Propose reliable
 Disregard views to  Recommend needs of others and specific
any needs or irrelevant over own solutions that
problems arising solutions to would benefit all
 Offer a variety of
resolve problems
 Unmindful of solutions that will  Follow up with the
options to deliver  Favour to deliver effectively address team on outcome
solutions solution that situations of effort in
benefit self delivering
solutions
19
ATTENTION TO DELIVERY
Be thorough in accomplishing a task or objective
Element: Identifying activities to deliver task

Develop steps to achieve objective
Follow through actions in completing task

 Identify the right activities to deliver task  Often makes mistakes in work
 Establish key activities to meet  Repeatedly do rework
deliverables
 Task are not completed according to plan
 Meticulous in completing task

Development
 Does not plan  Occasional display  Plans out work to  Has a plan of
work to prevent or omission of avoid errors action to deliver
minimize any actions to quality work
 Takes adequate
oversights complete work
measures to steer  Reviews quality of
 Errors in  Needs supervision clear of rework work done
delivering work on delivery of
 Responds  Seeks new ideas
work
 Does not rectify positively to to continuously
any inaccuracies  Requires feedback improving work improve quality of
in work on areas to work
improve
20
ATTENTION TO DETAIL
To have the ability to pay particular attention to detail and accurate

data/work. Spot mistakes and errors and is quick to rectify and change
Element: Recognize work standards

Check for clarity and precision in work
Make corrections

 Clear logical approach to work  Does not appreciate need for accuracy /
detail
 Uses all resources available
 Does not check through work
 Rigorous approach to accuracy / detail
 Comfortable with minor errors and
 Checks over work for inconsistencies
inconsistencies
 Identifies errors and rectifies them

Development
 Has no system in  Begins work on  Identify methods  Defines the

place to deliver familiar activities to deliver work on manner to
work time approach work
 Requires
that has a strong
 Works in random supervision on  Structure
impact on
ways challenging work approach to check
delivering results
quality of work
 Not thorough in  Needs guidance to
 Follow though
completing work develop an action  Takes corrective
activities to
to ensure quality plan to overcome actions when
ensure all tasks
errors / mistakes there are errors /
are completed
mistakes
 Checks work for
quality
21
ATTENTIVENESS
A personal desire to show interest
Element: Maintain good eye contact when interacting with people

Listen to understand
Respond sincerely

 Listen and respond with empathy  Ignore the person
 Engage in a conversation with the person  Does not want to engage with the person
in a conversation
 Suggest ideas to support the person’s
interest  Listen and working on something else at
the same time

Development
 Do not look or  Occasionally look  Stay alert during  Maintain eye

face the person disinterested conversation contact when
when interacting during speaking
 Acknowledges key
conversation
 Interrupt during points or sentiments  Considerate to
a conversation  No engagement during conversation different views in
between the conversation
 Respond without  Engages in the topic
person and self
tact or relevance of conversation  Present sensible
to points of  Responds ideas or views in
others in inappropriately response to the
conversation to conversation person’s interest
22
BALANCED DECISION MAKING
To be objective and fair in evaluating the different aspects of a situation.

Demonstrates a readiness to make decisions, takes initiatives and
originates action
Element: Evaluate situation objectively

Anticipates decisions to make
Follow through on actions after making the decision

 Makes decisions easily  No evidence of making decisions
 Takes responsibility for own actions  Relies on others to make things happen
/decisions
 Believes decisions are the remit of his /
 Commits oneself quickly her Managers

Development
 Hesitates to make  Consults  Makes decision  Displays

decisions supervisor before with minimal confidence in
making a decision supervision decision made
 Blames others for
wrong decisions  Uncomfortable in  Consults others in  Has ability to
made making decisions the decision influence others to
when in a group making process support decision
 Does not want to
be accountable for  Defensive when  Commits to  Self-assured in
decisions made decision made is actions post executing decision
not right decision made when working with
teams
23
BUILDING COLLABORATIVE RELATIONSHIP
To develop, maintain and strengthen relationships with people inside or

outside the organization who can provide information, assistance and
support
Element: Demonstrate respect for others

Identifies solutions where all parties can benefit
Keep others informed and share information and own expertise with others

 Create a sense of trust and respect  Withhold help to others but require the
among all help from others
 Demonstrates willingness to help and  Does not place trust and reliability on
develop others not just for own others
betterment but for others as well
 Lack ability to work with others for the
 Make good use of resources to build development of self and others
relationship with others

Development
 Isolate self from  Works well only  Respect the  Communicate

others while with certain opinions of others openly with others
working on the people but not to assist in
 Shares
same objective or everyone in achieving goals or
information and
task general completing tasks
knowledge with
 Treat others with  Wait for others to others to help  Frequently seeks
hostility and help solve or accomplish goals opportunity to
indifference deliver solutions work with others
 Build loyalty and
to develop,
 Speak of  Does not trust between self
maintain and
commitment but consistently and others across
strengthen
does not participate and the board
relationship ties
demonstrate in give feedback
own actions during events,  Active
meetings and engagement in
activities teams
24
CARING
To work beyond your job requirements and do whatever is necessary to

get the job done
Element: Help someone in need

Be considerate in actions
Collaborate with others to complete the task

 Challenges the status quo in the interests  Is complacent of the status quo
of improvement
 Builds barrier to cooperation either within
 Looks for new ideas internally and own team or across the wider
externally organization
 Creates new business insights  Fails to seek or recognize opportunities
for improvement

Development
 Avoid helping  Interested to  Interested to  Consistently look

anyone outperform if he / improve results for ways to
she would directly independently outperform team
 Not considerate to
benefit from it results
opinions or  Ready to help
feelings of others  Participate in others to resolve  Set new standards
when working teamwork if it problems that will benefit
together support personal team’s
 Proactively seek
results performance
 No interest to solutions and
improve  Shares new ideas opportunities  Resourceful in
performance in when it promises identifying sound
self a positive image techniques to
assist team to
perform better
25
CONSISTENCY AND RELIABILITY
A personal desire to be conscientious in professional efforts
Element: Do the work right the first time

Strive to project a profession image
Deliver quality work

 Assimilate and understand the bank’s  Does not show support of bank’s values
values and culture
 Chooses to do as pleased
 Show support of bank’s values and
 Reluctant to work with others
culture in delivering work
 Does not comply to bank’s policies and
 Takes pride in carrying out tasks
procedures
 Conducts self with a healthy self-esteem

Development
 Irresponsible in  Reluctant to do  Plans work to  Willingly shares

planning work more than is ensure it is done ideas on delivering
required right quality work
 Careless in
executing tasks  Needs  Identify steps to  Assist and support
encouragement to produce quality others to be
 Acts with haste in
excel in work work thorough in
decision making
executing their
 Responds to  Keeps an open
work
change only when mind to ideas on
benefit self improving quality  Organizes for
of work teams to meet
when seeking new
ideas to advance
work progress
26
CONVEYING ROLE VALUE
To have the ability to instil in others a sense of value for the task on hand
Element: Identify importance of task or role

Associate importance of task or role to objectives and results
Inculcate the importance of task or role to others

 Good understanding of the values and  Does not appreciate adding value to task
importance of each task or role or role
 Correlate task or role to objective and  Fail to assimilate or associate the need
result for better results in task or role
 Motivate and support others in executing  Does not encourage others to have pride
their role and delivery of task in delivering task or executing role

Development
 Does not  Pays little  Understand the  Work in teams to

comprehend the attention to need to execute deliver value in
importance of role deliver task with role and task to task
and task care desired results
 Work in teams to
 No pride in  Rely on others to  Demonstrate to create new ideas
completing the be reminded on others how for better results
task right the first the importance of important it is to in delivering task
time role and task do task right
 Work in teams to
 Discourages  Unable to convey  Show support support one
others in wanting to others the when others adds another in
to perform better correlation of task value to their own overcoming
and results task challenges faced
in delivering task
27
COURTESY
A personal desire to be polite and respectful in addressing someone
Element: Be mindful of displaying good manners in addressing someone

Be considerate to differing values
Be gracious when interacting with a person

 Appreciates another person’s view and  Display unruly behaviour when
opinion addressing someone
 Listens openly and value the ideas of  Overly hostile to a person’s view or ideas
others
 Arrogant
 Doesn’t lose control or over-react

Development
 No respect for  Is not easily  Openly accept  Persuasive in

differing values in convinced to views and getting others to
others accept differences opinions of others agree on opinions
in opinions regardless of role and views in a
 Do not accept
different
views or opinions  Hesitate to  Stay calm when
perspective
of others easily participate or there is conflict
detached in  Respectful of
 Does not support  Listen to opinions
discussions when opinions and
the execution of and views
opinions do not views of others
ideas or views of objectively
conform to his before making an
others
/her views informed decision
 React  Rationalise all
unfavourably and opinions and
emotionally during bring together to
disagreement an agreement
28
DECISIVENESS
To have the ability to make difficult decisions in a timely manner
Element: Analyzes situations quickly

Develop solutions in a timely manner
Takes a different approach or alternative to resolving problems

 Ability to make quick decisions to solve  Display no urgency or conclusiveness in
problems effectively resolving problems
 Innovative and creative problem solver  Show no actions in wanting to deliver
solutions
 Willing to help others to solve issues
outside scope of responsibilities  Deliver solutions that are not thoroughly
thought through

Development
 Spends a long  Follow the  Analyses problems  Demonstrates

time reviewing thoughts and effectively and ability to make
information and judgement of makes appropriate effective decisions
forming decisions others without decisions in a quickly
or solutions which independent timely manner
 Open to new
results in delay analysis
 Confidently deals information to aid
 Not proactive in  Inconsistently with uncertainty in decision making
making decisions predicts and incomplete
 Teaches others to
to act on consequences and facts to develop a
anticipate possible
responsibilities feasibility of feasible and
problems and
solutions for effective solution
 Hasty in develop plans of
issues or problems
developing  Independently action to solve
solutions without  Inflexible when analyses issues them
fully analysing and facing obstacles and problems and
understanding and is not open to willingly shares
problems or issues new ideas or ways solutions to others
to solve problems
29
DEVELOPING OTHERS
To have the ability to understand the needs, interests, strengths and

weaknesses of others
Element: Profile the qualities of individuals in the team

Encourage and inspire the team
Develop the team’s abilities

 Identify and support potential of  Treat others with little or no respect
individuals
 Keeps knowledge to self
 Coach / mentor individuals
 Does not encourage any improvement in
 Shares knowledge with individuals team’s progress
 Represses the development of others

Development
 Does not  Support others  Recognise the  Identify and build

recognise the when results potentials in talent in individual
potential in others benefit self others
 Motivate others to
 Avoid teaching  Tap into another  Shares knowledge bring out the best
others person’s talent for to others on how in them
own benefits to succeed
 Show no interest  Create team
in the  Discourage others  Delegate suitable synergy utilizing
development of in expression of task to the right each individual’s
others ideas for fear of talent strength
defeat
30
DIAGNOSTIC INFORMATION GATHERING
To identify the information needed to clarify a situation, seek information

from reliable sources and use suitable questions to draw out information
Element: Identify the right data to work on

Seek data from reliable sources
Filter relevant data to make an informed decision

 Proactively seek new sources of data to  Unable to locate and cite relevant
use sources to find data
 Network with people to collaborate in  Shows no effort to find the right data to
collecting data use
 Identify the right methodology and  Uses inaccurate and incomplete data to
technique to analyse data make an informed decision

Development
 Identify poor  Selects data from  Identify a list of  Have a current

reputable sources commonly known reliable source of database of
to gather data database data to use trustworthy
channels to
 Uses out-dated  Work on data with  Work on data
accumulate data
data to address a supervision independently to
situation ensure accuracy  Network with the
 Requires help in
right people to
 Develop irrelevant designing the right  Open to
continuously
questions to questions to recommendations
supply reliable
collect data gather data in improving data
data
gathering
techniques  Constantly in
search of new
channel to acquire
data
31
DRIVE AND DETERMINATION
To have the ability to demonstrate self-motivation and drive and shows

determination to achieve goals
Element: Inspire others to do well

Develop new approaches to excel in work
Set realistic expectations to achieve goals

 Consistent in effort in search for  No interest to do more than is asked or
improvement in work delegated
 Encourages others to innovate work for  Satisfied with mediocre work
better performance
 Avoids challenging tasks
 Persistent in overcoming challenges at
 No appreciation for quality work
work
 Value quality work

Development
 Stands firm in  Focus on easy  Identifies a plan  Willing to take on

only doing work tasks to achieve on how to achieve new tasks
familiar to self goals
 Procrastinate on  Welcomes
 Not open to new difficult tasks  Looks for relevant challenging tasks
approaches to materials to help
 Stops trying to  Persistent in
work self to excel in
deliver work when attaining good
work
 Satisfied with poor it gets too difficult results in work
results attained to do  Open to receiving and assignments
support from delegated
others to achieve
goals
32
DRIVE FOR RESULTS
To recognize and capitalize on opportunities presented
Element: Identify situations as an opportunity

Assess options to deliver results
Deliver solutions

 Get things done independently  Prefers simple and routine tasks
 Set tough and realistic goals  Not very interested in acquiring new
skills
 See things through the end
 Less motivated than others to achieve
 Always looking to improving themselves
 Prefers not to take on new
responsibilities

Development
 Short term focus  Establish easy  Establish clear  Establish a

targets to achieve milestones to medium to long
 Procrastinate in
achieve term plan to
accomplishing  Seek practical
achieve results
tasks ways to get things  Identify ideas to
done support and  Identify initiatives
 Does not plan
sustain desired to move forward
ahead to attain  Satisfied with
results
the desired mediocre results  Work effectively
performance level  Follow through with people to
actions until accomplish tasks
completion of task
33
EMOTIONAL CONTROL
To have the ability to maintain a rational and objective demeanor when

faced with stressful or emotional situations
Element: Identify cause of emotion

Think and judge responses before responding
Empathize with the other person’s situation

 Able to control self from displaying of  Easily emotional in stressful situations
displeasure
 Thoughts and actions are executed out of
 Express thoughts and execute actions emotions
coherently with the right emotions
 Does not stay rational and calm in times of
 Stay calm and poised when faced with adversity
unsettling problems

Development
 Reacts to situation  Shows displeasure  Manage emotions  Analyze situations

based on personal when faced with well when faced with a clear
emotions problems with problems conscience
 Hasty in deriving  Not rational in  Think through  Empathize and
conclusion in responding to response or action understand the
response to difficult situations before responding views of other
problems before making
 Need others to  Actions and words
judgment
 Takes a stand-off explain and calm are not
approach when down self to see emotionally driven  Able to rationalize
dealing with the situation with others and
problems clearly diffuse the situation
34
EMPATHY
To have a sincere appreciation of a person’s feelings and share similar

sentiments
Element: Show compassion for a person’s situation

Be genuine in understanding the person’s situation
Respect the person’s feelings

 Sensitive to the needs of others  Unaware of different needs of others
 Aware of own impact on others  Unaware of personal impact on other
people
 Able to adapt behaviour that resonates
with the person’s feelings  Unable to adapt style to achieve impact
on others

Development
 Does not display  Shows sensitivity  Respect the  Willing to offer

any emotional only when the feelings of others help beyond the
concern for others situation suits self in their situation person’s
expectations to
 Does not show  Not sincere in  Show
address situation
care if actions giving opinions or understanding to
would have a understanding the person’s  Share openly
negative impact the situations of circumstances consequences of
on others others actions and its
 Assist person only
impact on others
 Would not adapt  Take lightly the upon request
before execution
behaviour to feelings of others
synergise with if there is a  Graciously
others difference in accommodate to
opinion the needs of
others
35
FAIR
To show impartiality or free from bias
Element: Have an objective view of all situations

Develop solutions with a balanced view
Take a neutral stand in delivery of solutions

 Listen and understand from all sources  Shows favouritism in supporting an idea
before making a decision
 Create difficult situations for others
 Act on the decision made and not sway
 Does not support others in their ideas
from it
 Collaborate with others in implementing
an idea

Development
 Does not  Select views or  Does not take  Weigh all aspects
appreciate the opinions that is sides when there of facts when
views or opinions favourable to self is a difference of making a decision
of others opinion
 Does not follow  Suggest solutions
 Biased in making through with  Listen and makes or make decisions
decisions for a decision when it decision without that would be
solution does not conform prejudice beneficial to all
to own opinion
 Create conflict to  Impartial in  Motivate the team
benefit self or  Reward or benefit settling disputes to come to a
person in favour those who general consensus
supports own in forming a
ideas decision
36
FLEXILIBITY
To be ready to modify, respond to and integrate change with minimal

personal resistance
Element: Impartial in looking at situations

Willing to take on challenges readily
Easily adaptable to respond to changes

 Response well to change  Refuses to change current approach
 Ready to take on a new approach  Relies on others to change first
 Open to welcoming change  Find ways to prevent change from taking
place

Development
 Rigid in approach  Applies change in  Accepts change in  Enthusiastic in

to addressing work if applicable work embracing change
change in work
 Needs supervision  Implement change
 Unable to adapt to to implement successfully in  Recommend
change positively change work thoughts to
successfully support change
 Respond  Acknowledge
for better results
negatively to  Entrust on others change and
change at work to execute change displays results  Reciprocate
change with
certainty and
outperforms self
37
FOLLOWING DIRECTIONS
To effectively hear, understand and follow directions or instructions
Element: Acknowledge directives, policies and procedures

Comply with directive, policies and procedures
Respond positively to instructions

 Respect directives given  Ignores when given directives
 Humbly complies to established policies  Refuses to comply to policies
 Carry out procedures as stated  Does not follow through on procedures

Development
 Overlooks  Only follows  Acknowledge the  Respect directives

directives directives when it need to follow set
suits self directives
 Disregard  Perform work and
established  Comply to policies  Work according to excel under the
policies applicable to own established policies
areas of work policies established
 Does work as
deemed fit  Act on procedures  Abide to  Observe and
when it is within procedures and recommend
scope of work deliver results improvements to
procedures that
will enhance
quality of work
38
GAINING COMMITMENT
To apply a self-starting attitude in others in pursuit of delivering a

solution
Element: Initiate ideas/plans of action

Influence team’s response to win over commitment
Inspire team to deliver solution

 Appreciates and seeks to create a  Is partial or prejudiced in dealings with
winning attitude colleagues
 Listens openly to, and values the ideas /  Is dismissive of contrary ideas, views and
views of others opinions
 Is committed to individual and team  Fails to create opportunities to gain a
development sense of belonging in others

Development
 Shows no interest  Only assist when  Proactive in  Engage with

to support a asked search of people others to deliver
winning attitude to develop solution
 Agree with
solutions
 Ignorant of another person’s  Jointly develop
another person’s view if it meets  Takes a leading ideas
view own objective role to drive
 Supportive of
results
 Only interested in  Collaborate with another person’s
self-personal person if he / she  Develops an initiative to excel
agenda is willing to action plan for
contribute to task team to achieve
on hand results
39
GOAL FOCUSED
To stay on target and in focus regardless of the circumstances
Element: Identify target to achieve

Plan steps to ensure target is met
Manage activities to lead to desired results

 Identify a plan of action to deliver target  Not able to identify what needs to be
done
 Develop milestones to stay on track to
achieve target  Lose sight of target when multi-tasking
 Has the ability to multi-task a variety of  Delay in achieving target when delegated
situations and deliver target with additional assignments

Development
 Does not attempt  Occasionally miss  Identify a plan to  Design strategies

to identify milestones to meet targets to attained the
activities to meet desired results to
 Take adequate
execute achieve targets
 Does work a step measures to pace
 Easily distracted in at a time and monitor self  Performs well
work surroundings on delivering work under pressure
 Requires guidance
and pressing
 Unable to focus on when workload  Responsible in
deadlines
work when more pressure increases handling
assignments are situations  Delivers quality
delegated effectively in the work while multi-
delivery of work tasking several
tasks on hand
40
HANDLING REJECTION
To have the ability to handle rejection on a professional level
Element: Value differences in others

Accept unique talent in others
Acknowledge individual capabilities

 Politely agree to disagree on matters  Cannot accept the unique talent in others
 Open to suggestion to solicit buy-in or  Shows no support or team work after
reach on to an agreement being rejected
 Negotiate tactful to come to an amicable  Displays negative outburst of emotion
resolution

Development
 Shows no respect  Reluctant to share  Acknowledge that  Accept differences

to the other information to there is a in others
person when no assist the other disagreement
 Learn and
agreement is person in work
 Listen with understand the
reached
 Shows displeasure empathy and seek rationale behind
 Criticize when working with clarification the rejection
disagreement with person
 Open to  Welcome the
unrelated parties
 Respond abruptly suggestions to person to
openly
when person reach a solution recommend
 Avoids supporting seeks help in work agreeable by both solutions that
person in future parties benefit both
line of work parties
41
HANDLING STRESS
To have the ability to balance and soften inner tensions
Element: Identify root cause of stress

Seek approaches to reduce or minimize anxiety
Use a variety of techniques to counter strain that is being experienced

 Proactive in identifying source of stress  Slips into a state of depression when
tension increases
 Takes appropriate measures to bring
tension to a manageable level  Allow productivity at work to waiver
when pressure builds
 Open to new ways of managing anxieties
 Refuses help from others to address
concerns faced

Development
 Becomes reclusive  Identifies  Identifies root  High sense of self

when in a symptoms of cause of anxiety awareness in
distressed state of rising tension surroundings
 Creates a plan of
emotion
 Can only handle action to address  Adapts easily to
 Unable to perform one matter at a tension any situations
when work time
 Respond positively  Resourceful in
pressure builds
 Requires guidance to exploring and
 Avoids completing and support to recommendations applying new
tasks when excel in work of others in means to
pressed to deliver when delivery of receiving support management and
without additional work intensifies to confront resolve tensions
resources given concerns
42
HUMAN AWARENESS
To be conscious of the feelings and opinions of others and to value them

as people instead of just their organizational role or value
Element: Respect the differences in others

Display empathy for feelings of others
Value the unique capabilities in others

 Be tactful when speaking  Treat others with no respect
 Address a person courteously  Shows displeasure when things are not
done as expected
 Listen to understand and be mindful of
physical gestures  Criticize views and opinions when others
speak

Development
 Focus attention on  Directs topics of  Graciously  Acts as a good

self interest that welcomes anyone host in a group
involves self into a group
 Speaks to others  Creates a warm
in a  Takes leave with  Invites others to and friendly
condescending no given notice speak up when atmosphere to
tone of voice when conversation discussing matters make others feel
is no longer welcomed
 Consistently  Encourages others
interesting
interrupts during a to share  Display support
conversation  Shares knowledge that and recognition of
inappropriate benefits all differing views
information in and opnions
groups
43
INFLUENCING SKILLS/PERSUASIVENESS
To have the ability to use appropriate interpersonal and communication

skills to gain acceptance of an idea, plan or activity
Element: Generates a positive climate in others

Speak and give solutions with tact and diplomacy
Gain commitment and agreement with all

 Able to convey and gain buy-in of others  Not able to convince others of solutions
on ideas presented or decisions
 Propose multiiple alternatives to a  Unwilling to compromise on decisions for
problem to meet needs of others the benefit of all
 Achieve win-win situations that others  Lack interpersonal and communication
can accept skills when interacting with others

Development
 Uses inappropriate  Has difficulty  Generate support  Engages in

words and actions getting buy-in from others in planning and
while discussing from others handling development of
with others controversial action plans to
 Solutions given
issues gain commitment
 Fail to realise are not of
when solutions importance  Give creative and  Develop strategies
does not have a effective solutions to handle sensitive
 Does not take into
win-win outcome that everyone can issues and
consideration the
agree upon situations
 Does not see the needs of others in
needs of others as developing  Consider the  Help others see
priority solutions needs and alternative
perspectives of solutions for a
others before win-win outcome
making a decision
44
INITIATIVE
To direct one’s energies toward the completion of a task based on one’s

own interpretation or understanding of a situation
Element: Identify new approaches to address a situation

Test new approaches for improved results
Learn from experiences that came with implementing new initiatives

 Looks for current opportunities and  Overlooks opportunities and problems to
problems that need addressing and takes avoid increasing workload
prompt action
 Fails to think ahead
 Is proactive, takes action before being
 Does not take action or does only when
forced or directed
prompted
 Recognizes when a decision is needed
 Avoids making decisions and / or acting
and commits to act
on them
 Can be relied upon to act when
something needs doing

Development
 Does not look for  React to deliver a  Reliable in getting  Display self-
opportunities to task only when the job done starting attitude in
improve asked work
 Proactive in taking
 Afraid to do better  Choose to take action when there  Constantly
for fear of having action or work is a problem or experimenting
to do more when necessary issue new methods to
improve processes
 Does not have a  Distance self from  Demonstrate
target or goal for others to taking techniques to  Mobilize team to
the betterment of additional work improve self jointly address
self problems or issues
without delay
45
INNOVATIVE
A personal desire to try new approaches when solving problems,

attending to situations or seeking ideas. Show a willingness to question
traditional assumptions
Element: Identify new angles to approach situations

Experiment new techniques to address situations
Develop lessons learned from learning experience

 Provides evidence of being creative  Prefers to stick to familiar approaches
 Generates a large number of new ideas  Let others generate ideas
 Approaches tasks in unusual ways  Prefers implementing to originating

Development
 No interest to look  New ideas are not  Implements one  Create new ideas
for new ideas consistently new idea every consistently every
introduced year year
 Satisfied with
current  Needs supervision  Select easy ideas  Develops
performance to implement idea to implement approach to
successfully source for
 Shuns away in  Performs research
information to
adopting new  Prefers to to develop new
look for new ideas
methods to delegate the task ideas to
improve results of implementing implement  Open to a variety
an idea of techniques to
attending to
situations
46
INTEGRATIVE ABILITY
To have the ability to identify elements of a situation and understand

which components are critical
Element: Identify the basis of a situation

Separate the relevant and important components
Select the factors deemed necessary for use

 Identify the cause that lead to the rise of  Unable to clearly depict key elements in
the situation a situation
 Thinks of a myriad of possibilities  Diagnosed the situation inaccurately due
affecting the situation to poor selection of data
 Describe situation with adequate details  Inaccurate and incomplete details
gathered leads to poor decisions made

Development
 No ability to  Recognizes the  Confidently is  Determines the

recognize matters fundamentals in aware of factors various aspects to
related to the situation involved in the situation
situation situation immediately
 Act on the
 Poor diagnostic of situation with  Identify matters  Demonstrates
situation leading current knowledge critical to situation clear line of
to inaccurate thinking to
 Requires guidance  Documents clearly
results establish the
to identify critical the details of the
elements in the
 Lack of depth in components in situations
situation
knowledge and situations
understanding  Describes and
leads to poor evaluates with
decisions made precision the key
factors of the
situation
47
INTERNAL SELF CONTROL
To maintain rational and objective actions when faced with a stressful and
emotional situation
Element: Be impartial when addressing a situation

Be prudent in when identifying actions to take to manage situation
Be sensible in responding to the situation

 Seek first to understand the factors  Display outbursts of negative emotions
surrounding the situation when situation is not within control
 Respond with empathy when speaking  Dictate to others to take charge of the
situation
 Present amicable solutions to come to an
agreement to address the situation  Delegate the situation to another person
to resolve

Development
 Avoid the  Identify easy  Seek clarity to  Clearly identify a

responsibility of solutions to understand plan of action to
addressing the quickly resolve the situation before diffuse the
situation situation acting situation
 Delegate difficult  Act on situation  Identify the right  Work with a team
tasks to another only when asked solutions to attend to bring to a
person to the situation successful
 Requires
conclusion on the
 Does not respond supervision on  Respond
situation
to the situation how to respond to diplomatically to
when it becomes a situation conclude on  Follow though the
more intense tactfully matters arising situation until
results are
satisfying
48
INTERPERSONAL COMMUNICATION
To communicate with tact and express yourself clearly
Element: Identify approach of communication

Be courteous during interaction
Articulate concisely and precisely

 Sensitive to the thoughts of others  Unaware of different needs of others
 Aware of the impact of communication to  Creates / fails to solve a conflict
others
 Constantly have to repeat oneself when
 Able to adapt behaviour to enhance interacting with others
impact

Development
 Not tactful in  Only speaks when  Friendly when  Polite in

interacting with necessary speaking interaction
another person
 Shows a dislike  Listen well without  Respect a person’s
 Aggressive in when there is interrupting the ideas / opinions
promoting disagreement conversation
 Engages
thoughts to others
 Has difficulty  Respond confidently in
 Intimidate others adapting to diplomatically to topics unknown
to solicit buy-in on various mode of conflicting
views communication thoughts
49
INTUITIVE DECISION MAKING
To accurately compile intuitive perceptions about a situation into a

decision or action
Element: Be observant to factors affecting the situation

Approach the situation with a clear thought pattern
List elements to work on before taking action

 Listen and ask relevant questions to  React to the situation before planning
understand situation thoughts
 Seek clarification on areas of uncertainty  Wrongly diagnose approach to the
situation
 Confirm facts supporting the situation
 Lack comprehension on the situation
leading to poor decisions made

Development
 Show no interest  Able to identify  Outline matters to  Put together key

about a situation the facts to a the situation reliable data and
situation information to
 Careless in  Identify relevant
form a picture of
observing the  Gather sufficient information
the situation
circumstances and relevant data impacting the
affecting the about the situation  Prioritize the areas
situation situation that need
 List observations
attention
 Lack of awareness  Analyse key in sequential order
surrounding the information before  Act on insights
situation making a decision that will give the
greatest impact to
the situation
50
JUDGMENT
To act on a decision while considering the immediate, short-term and

long-term outcomes and actions
Element: Analyze problems effectively

Make appropriate decisions
Accurately anticipate the outcome of each decision

 Display sound knowledge in making  Show no ability to make any sound
rational and effective decisions and decisions or give any effective solutions
solutions
 Act on decisions without thinking of the
 Develop plan of actions with consequences
consequences of each action in mind
 Not able to use information correctly to
 Has a clear conscience in making make sound decisions
judgment in difficult situations

Development
 Demonstrate no  Not able to  Clear in  Seek as a valuable

ability to judge, differentiate distinguishing resource by others
make a decision between relevant and in decision making
or form an opinion important and irrelevant
 Develop and act
objectively unimportant information
on decisions with
information
 Follows the  Makes long-term and
judgments of  Not able to make independent, short-term with
others without independent critical decisions others
independent decisions without based on reliable
 Use sound
thought and the help or information
judgment and
analysis guidance from
 Act on the right integrity to make
others
 Act on decisions information to effective and
without thinking of  Act on delivering deliver solutions in transparent
short-term or solutions only a timely and decisions
long-term after prompting effective manner regarding
consequences sensitive or
51
complex issues
LEADERSHIP
To motivate, influence and support others in accomplishing goals
Element: Motivate the team

Inspire the team
Coach the team

 Creates vision and identify end goals for  Offers team no vision of the future
and with others
 Fails to empower, inspire others to
 Inspires action in others achieve goals
 Helps others achieve goals using variety  Does not use variety of management
of techniques [e.g. coaching] techniques
 Handles conflict  Avoids conflict
 Monitor performance against goals and  Does not check progress or seek
takes corrective action continuous improvement

Development
 Avoid situations  Occasionally  Acts as role model  Inspires people to

requiring a figure uncomfortable in for others to move forward
head taking a leading follow
 Build strategies to
role
 Delegate task to  Build strategies to coordinate effort
staff on how to  Does not deliver team across many
work together communicate objectives teams
clearly the
 Avoid conflict in  Proactive in  Motivate team to
delivery of
managing issues managing conflicts drive change in
objectives
their work areas
 Intervenes when
conflict cannot be
resolved by the
team
52
53
LEADING OTHERS
To organize and motivate people to get things accomplished in a way that

everyone feels a sense of order and direction
Element: Identify structured approach to situations

Delegate clear objectives for team to achieve
Inspire team to move in tandem

 Establish objectives and targets to be  Fails to check progress
achieved
 Cuts corners
 Monitor results against objectives set
 Has to repeat tasks to meet required
 Acts on reviews and puts action in place standard
to ensure objectives are achieved
 Fails to allocate available resources
 Sets priorities

Development
 Avoid a leading  Reluctant to work  Sets clear  Develop an action

role with others in objective and plan to drive the
delivering targets before team to deliver
 Prefers to work
solutions starting on a task solutions
alone and not with
others  Do not look for  Follow through  Delegate work
reliable and with task according to
 Always look for
relevant resources according to strengths of team
easy and routine
to complete task planned objectives members
tasks
 No plan of action  Prioritize the  Monitor team’s
to address an levels of progress to follow
issue or getting a importance for through to attain
task done each situation or results
task
54
MEETING STANDARDS
To see and understand the stated requirements established for a task,

and a person’s commitment to meeting them
Element: Recognize essence of standards

Comply to standards
Follow through standards in delivering task

 Takes responsibility to adhere to  Is indifferent to issues in meeting
standards standards
 Takes the lead in resolving non  Does not want to comply to standards
adherence to standards
 Fails to take account of the wider
 Drives to improve standards in the bank interests, objectives and aspirations of
the bank

Development
 Indifferent to  Objects to  Satisfactorily  Respect the need

meeting standards meeting standards comply to to meet standards
when it is difficult standards
 Shows no respect  Has the ability to
to implement
to standards set  Understand the influence others to
 Gets others to need to meet meet standards
 Only meet
implement standards
standards when it  Outperform
standards
suit needs  Work with others results within
 Does not to meet standards standards set
understand how
standards support
governance
55
NEGOTIATION
To explore alternatives to reach outcomes that will gain acceptance from

everyone
Element: Acknowledge the views of others

Develop action plans that benefits all parties
Handle disagreements with tact and diplomacy

 Involves everyone in the planning and  Practice no tact or diplomacy when
development of action plans to gain their handling any problems or issues
commitment
 Does not get buy-in and agreement from
 Strategize and develop suitable plans to others during discussions
gain commitment from others
 Ignore the views and opinions of others
 Help to determine solutions to diffuse in a discussion
disagreements to achieve desired
outcomes

Development
 Sees situation in  Has difficulty  Responds to  Conveys views

isolation and conveying views opposing views in confidently well
ignores solutions to others, a non-defensive even when faced
that are not especially when manner with faced with a
immediately faced with difficult situation
 Keeps arguments
obvious opposition
issues related  Able to effectively
 Uses inappropriate  Convinces others influence others to
 Have open
words or actions of position when gain support on
discussion to
regardless of the an issue is of challenging issues
approach of
issue or reaction minimal
solution to resolve  Help others to
of others importance
issue or problem develop effective
 Pushes others to  Need time to get solutions to reach
accept decisions input and develop a win-win
without regard to action plans with situation
56
their needs or others
perspectives
OBJECTIVE LISTENING
To listen to many points of view without bias
Element: Listen to understand

Observe all relevant facts
Pay attention to data and information presented

 Have a balanced view of various points  Listen to respond
shared
 Selectively take notice of views
 Listen and clarify areas of uncertainty to presented
gain sound understanding
 Ignore matters unrelated to responsibility
 To give full attention when others speak

Development
 Stand firm on own  Engage in views  Listen and ask the  Listen
views that benefits self right questions in independently on
a conversation view shared
 Disagree with  Selectively identify
views if they do views to support  Pay attention to  Entertain the
not support own key points conversation on a
 Concentrate on
opinions emphasized neutral position
views relevant to
 React strongly self  Observe concerns  Show fairness in
when views shared presenting own
presented is opinions on views
perceived as too shared
challenging
57
OPEN COMMUNICATION
To encourage open expression of ideas and views
Element: Have an objective view of ideas shared

Motivate creation of new ideas
Allow entreprising expression of ideas

 Clearly articulates ideas and information  Unable to communication on different
levels
 Is able to establish relationships at all
levels  Fails to use appropriate language or
terminology
 Is credible and confident in influencing
others
 Displays active listening

Development
 Listens to respond  Speaks only when  Receive new ideas  Open to new ideas
asked with no resistance and
 Always has an
unprecedented
opinion to counter  Selective listening  Listen to
opinions
another person’s to ideas and views understand before
view / ideas of others sharing views  Has diverse
knowledge to
 Not receptive to  Work well with  Comfortable
effectively work
change others who share working in diverse
with others
same ideas / teams
views  Persuasive in
engaging others
to collaborate in
delivering results
58
ORAL AND WRITTEN COMMUNICATION
To present yourself clearly when speaking and in writing. Adjusts tone

and language accordingly to convey ideas/solutions
Element: Listens with respect to others to gain full understanding of situation

Presents information in a clear and concise manner
Appropriately adapts message style to accommodate different audiences

 Listens actively and put self in other’s  Firm in own perspective without
situation to gain better understanding considering other people’s views
 Interprets written and oral instructions  Misinterpret written or oral instructions
accurately leading to wrong actions
 Communicates intentions, ideas and  Unable to communicate thoughts and
feelings directly and in an ideas clearly for others to understand
understandable manner

Development
 Demonstrates an  Assumes others  Listens attentively  Communicates

unwillingness to understand what to others and clearly and
listen and talks is communicated actively ask concisely orally
over others without confirming questions to and in writing
with them confirm
 Takes  Written and oral
understanding
inappropriate  Does not easily communication
action due to adapt  Comprehends well understood
misinterpreting communication written and oral by others
information or style to suit information and
 Persuasive in
directions audience or takes appropriate
delivery in oral
situations action
 Develops written and written
or oral  Written or oral  Consistently communication
communications communications delivers accurate,
that misrepresent lack clarity clear and concise
the facts messages to
effectively inform
59
others
PEOPLE READING
To have the ability to read body language, reticence, stress and emotions
of others
Element: Attentive to details of a person

Decipher the meaning of a person’s action
React appropriately to the person’s reaction

 Adapt posture when aware of the  No regards to the reaction of others
reaction of others
 Do not accommodate others’ opinions or
 Aware to the feelings and needs of needs
others
 Oblivious to the reaction of others’ to
 Flexible in engaging with others own doing

Development
 Does not  Occasionally  Observe well the  Acutely perceive

acknowledge the acknowledge the reaction of others the reaction of
reaction of others reaction of others when engaging others
in any situation when there is a with them
 Flexible in
need
 Reject the actions  Accurately judge engaging with
of others when  Make little effort the feelings of others to attain
communicated to adapt self to others with desired outcomes
meet the needs of regards to issue
 Ignores the  Empathize with
others on hand
different emotions others when faced
arising from  Reluctantly agree  Adapts posture to with difficult
situation or make changes suit the situation situations
to suit the needs
60
of others
61
PERSISTENCE
To have the ability to stay on course in times of difficulty and to remain

motivated to accomplish tasks in the face of adversity or obstacles
Element: Keep an open mind when faced with challenges

Stay on course to plan of action when there are issues surfacing
Respond positively to problems arising

 Identify the source of issues and work on  Procrastinate to resolving problems when
it it arises
 Work with the right people to resolve  Delegate to another person to address
problems problems
 Takes a practical view and approach to  Avoid completing task when challenges
deal with obstacles are difficult to manage

Development
 Avoids difficult  Is dependent on  Plans out what  Develops a plan of

situations others to be needs to be done action to manage
motivated to to stay on course tasks to
 Delay is delivering
accomplish task in completing completion
tasks when faced
tasks
with problems  Needs constant  Flexible in delivery
supervision to  Open to of actions to
 Shows no interest
ensure task is recommendations ensure the task
to overcome
completed and support from gets done
obstacles
others to commit
 Requires guidance  Can be relied
to task
in resolving upon to deliver
problems  Resourceful in quality in work
looking for despite difficulties
practical solutions faced from time to
to address time
challenges
62
PERSONAL ACCOUNTABILITY
To be responsible for the consequences of one’s own actions and

decisions and not shifting focus on blame or poor performance
somewhere else or on others
Element: Accept role and responsibility assigned

Be accountable of own actions
Acknowledge decisions made

 Knows clearly what needs to be done  Blame others for mistakes made
 Plans well to deliver quality work  Will not accept poor performance on
work
 Readily has a plan of action to improve
work performance  Not motivated to improve work results

Development
 Ignores the  Takes  Works  Have clear

consequences of responsibility independently in understanding of
own actions when asked accomplishing role, responsibility
tasks and accountability
 Show no interest  Performance need
in poor to be monitored  Open to improving  Aware of one’s
performance periodically work standards to own strengths and
deliver better limitation is
 Refuses to take  Only accepts joint
performance delivering work
responsibility of responsibility on
negative poor performance  Respond positively  Makes sound and
outcomes at work to work challenges unbiased decisions
63
PERSONAL DRIVE
A personal desire to achieve and accomplish something
Element: Show willingness to achieve quality in work

Motivated to learn new things to implement in work
Aspire to introduce new ideas to improve performance

 Proactively seeks new ways to do work  Shows no interest to do more than is
assigned
 Eager to assist someone when he or she
faces difficulties  Reluctant to assist others in need
 Willing to work in teams to get the task  Avoid participating in teams to refrain
accomplished from receiving additional responsibilities

Development
 Hesitant to take  Does work that  Work  Aspire to do well

on additional work interest self independently and in work
is self-motivated
 Avoid going for  Attracted to do  Welcomes
meetings to stay easy routine work  Open to working challenges with an
clear of added on new ideas open mind
 Motivated to work
responsibilities
on something if  Display a  Proud to make a
 Contented with reward offered is commitment to positive impact on
current scope of substantial achieve something work and unto
work others
64
PERSUADING OTHERS
A personal desire to convince others and to present one’s viewpoint in

such a way that it is accepted by others
Element: Understand the other person’s view

Establish mutual respect and gain trust
Communicate with tact and diplomacy

 Courteous and polite in approaching  Refuse to accept differing opinions or
people views
 Diplomatic in addressing opinions  Tactless when sharing opinions and views
 Keeps an open mind when views collide  Demanding in gaining acceptance on own
views

Development
 Stays firm to own  Not flexible in  Polite and  Able to anticipate

opinion handling differing courteous in what others need
views interaction
 Use authority to  Open to differing
attain desired  Does not explain  Give clear and views and engage
results thoughts concise views and in a conversation
thoroughly and opinions backed
 Blame others to  Have significant
with clarity by facts
gain favour influence in
 Lack patience in  Share positive decision making
promoting anecdotes to
thoughts boost morale
65
PLANNING AND ORGANIZING
To have the ability to plan well and be organized in approach to work.

Establishes a course of action for self and others to accomplish specific
goals. Establishes procedures to monitor results and to achieve desired
objectives
Element: Develop a plan of action to execute task

Have alternative solutions and contingency plan for all action plans
Follow through and monitor task results in accordance to objectives

 Prioritise tasks to achieve completion  Unorganized in the management and
towards objectives delivery of task given
 Have ability to strategize plans of action  Lack ability to prioritise task
to complete task given
 Does not have contingency plans if
 Have contingency plans for team to situation changes
delivery tasks to expected results

Development
 Does not have a  Need guidance in  Anticipate risk,  Identify team

plan of action to identifying solutions and priorities towards
accomplish task importance of task contingency plans objectives and
given and prioritizing when completing support execution
effort task
 Ignores timeline  Develops clear
to deliver results  Need constant  Confidently goals for team to
as planned monitoring to complete task execute strategies
ensure task is within planned
 Does not track  Delegate
completed as timeline and use
progress of appropriate
planned time efficiently
completing task timeline and
 Need constant  Monitor own resources to team
feedback to progress and take to complete task
improve work action improve and follow through
performance effort with results
66
67
PRACTICAL THINKING
To make practical common sense decisions and to see and understand

what is happening in a common sense way
Element: To have an objective view of the situation

Understand and analyze the situation
Rational in decision making

 Looks for the obvious  Makes a decision without fully
comprehending the entirety of the
 Seek to understand the situation in a
situation on hand
step by step approach
 Does not know how to separate the root
 Remove complexities out of the decision
cause or symptom to an issue
 Gather and understand the relevant
 Makes a decision without supporting
information needed to make a decision
reasons

Development
 Gives no thought  Relies on opinion  Take logical steps  Resourceful in

in making a of others to make to reach a looking for simple
decision a decision conclusion ways to conclude
on a situation
 Adopts old  Makes indecisive  Understand all
approaches to decisions when aspects of a  Thorough in
deliver task faced with difficult situation before thought process
situations making a decision when reaching a
 Refuse to adapt
decision
thinking in  Unable to make a  Analyse options to
addressing an decision without address situations  Listens actively to
issue or seeking a complete others before
solution information deciding
68
PROACTIVE THINKING
To have the ability to evaluate future implications of current decisions and

action
Element: Anticipate situations that may impact decisions and actions

Analyze causes leading to decisions
Research facts to support actions

 Keeps abreast of new things and  Disregard new information to be used
information useful for work when making decisions
 In touch with current corporate affairs  Lack of effort in planning for the future
and news
 Does not have a systematic approach to
 Network with the right people to follow keep self-updated
up with latest business trends

Development
 Shows no interest  Work closely to  Aware of current  Plans ahead of

to make progress areas familiar to matters impacting time on matters
at work self work that will impact
decisions and
 Not motivated to  Comfortable with  Know how to
actions
add value to current selective identify
quality of work performance the right  Resourceful in
performed progress information to locating reliable
support decision information to
 Reluctant to think  Requires guidance
or action support decision
ahead to ensure and motivation to
making
decisions made think outside  Ready with
are reliable present multiple options to  Has a plan of
boundaries assist in decision action to manage
making uncertainties
arising from
decisions or
actions taken
69
70
PROBLEM MANAGEMENT
To keep critical issues in context so that you can understand what is

happening and effectively use one’s knowledge to solve problems
Element: Identify root cause of issue instead of symptoms

Check for clarity of issue
Gather the right information to resolve issue

 Collects the right knowledge to develop  Does not apply a logical approach to
solutions to address problem identifying problem
 Keeps in check with current information  Determine source of issues with minimal
to understand status of issue research done
 Engage with the right people to  Apply out-dated knowledge to solve
determine root cause of issue problems

Development
 Uses incorrect  Gathers all types  Identifies a logical  Defines a list

facts to diagnose of information to approach to information to
issue analyse issue address issue support resolution
of issue
 Develops solutions  Research on facts  Maps out a plan of
to resolve issue to pinpoint issue is actions that  Selectively filters
using out-dated not extensive covers all the information
information pertinent that critical to
 Easily convinced
information resolving issue
 Misguided by by others in
people leads to determining issue  Interviews the  Develops a
inaccurate right people to structured method
interpretation of determine the to analyze and
issue nature of the issue conclude on issue
71
PROBLEM SOLVING
To think of possible alternatives for a situation and anticipate potential

obstacles that may be faced with
Element: Identify root cause of problem

Develop plan of action to address root cause
Assess risks when assessing options to resolving problems

 Clear logical approach to problems  Uses limited sources of information
 Uses all resources available  Illogical analysis of situations
 Draws systematic and rational  Makes unreasonable assumptions
conclusions based on analysis
 Does not handle problems effectively
 Identifies problems – sees through to
 Does not see through to resolution
solution

Development
 Cannot identify a  Does not know  Rational and  Identify root

problem how to resolve a logical in cause instead of
problem approaching a symptom in
 Cannot develop
effectively problem problem promptly
solutions to any
situations  Lack initiative to  Resourceful in  Develop an
resolve and follow finding a solution effective action
 Refuses to look for
through problem to a problem plan to address
solutions
with right problem
 Makes sound
solutions
decisions to  Foresee any
 Depend on others address problems consequences
to identify and from each solution
rectify problems
72
PROBLEM SOLVING ABILITY
To identify the elements of a situation and to select the best option.

Makes systematic, logical and rational judgments based on relevant
information
Element: Identify and deduce logical aspects in problems

Develop effective action plans based on reliable sources
Follow through and rectify any challenges faced

 Addresses problem in a structured  Unable to see factors causing the
manner problem
 Manage the situation by drawing on own  Takes on an illogical approach to a
knowledge and experience problem
 Seek other reliable references or  Decisions made are not based on reliable
resources when necessary sources

Development
 Unable to identify  Occasionally  Identifies the right  Undertakes

problems accurately identify information to complex task by
accurately root cause of a solve a problem breaking it down
problem effectively into manageable
 Solutions
parts in a
presented are  Needs guidance in  Presents problem
systematic way
implausible and delivering a analysis and
does not address solution to a recommended  Develop
problem problem solution with alternatives to
reliable facts resolve situation
 Lack effort to  Lack awareness of
research effective actions and  Acknowledges  Anticipates
means to solve consequences to when does not potential obstacles
problems resolving a know facts and and develops
solution takes steps to find contingency plans
out to overcome them
73
PROFESSIONALISM
A personal desire to have a positive impression on others
Element: Identify right behavioer to suit the occasion

Treat others with respect
Project a confident image

 Understand and anticipates a customer’s  Rude and arrogant in dealing with others
needs
 Shows little interest in others
 Listen to understand vs. listen to respond
 Is complacent in delivery of service
 Displays tact and diplomacy when
interacting

Development
 Not dressed or  Detached and  Listen actively and  Present a positive

behaving unemotional when understand the image for the right
appropriately at dealing with exact needs of occasion
all times others others
 Give opinions and
 Does not have  Quality of  Respond solutions with
tact and solutions or appropriately and thought, tact and
diplomacy while service delivered with solutions to diplomacy to the
interacting or is not satisfactory the needs of another person’s
working with others situation or
 Do not actively
others interest
listen and  Respects and
 Do not have understand the deliver solutions  Understand and
respect for the needs of others with tact anticipate
views, opinions or situations
interest of others experienced by
others
74
QUALITY
A personal desire to add value in executing the job
Element: Identify valuable improvements for task

Implement new improvements for task
Follow through ideas to completion

 Provides evidence of creating quality  No care for work tardiness
work
 Fails to avoid mistakes in work
 Takes pride in delivering work that meets
 Constantly reworking the task
expectations
 The work produced can be relied upon

Development
 No interest to  Adds value to  Identify new ways  Develop new ideas

outperform work when asked to improve quality to improve quality
current results of work
 Selectively  Benchmark work
 Takes no action produces quality against reliable  Performs research
when given work sources to to seek out new
feedback to improve results methods
 Shuns away from
improve
quality when work  Welcomes  Network with
 Not willing to is becoming more feedback to others to build
learn to improve challenging improve quality knowledge
self at work
75
QUALITY OF WORK
A personal desire to do work right the first time and sustain standards
despite pressing deadlines
Element: Certain of what needs to be done to deliver the task right

Confident in executing the task to completion
Persistent in following through the work to achieve results

 Takes prides in completing work with  No care for quality in work
quality
 Frequent rework to fix errors or mistakes
 Strives to achieve results beyond
 Content with little progress made on
expectations
work
 Has in place a method to counter check
work in stages to sustain standards

Development
 Makes no effort to  Make mistakes  Takes prides in  Develops a system

improve work frequently the conduct of to deliver task
quality work with quality
 Requires
 Delivers quality of supervision to  Strives to meet  Manages time well
work according to manage quality of results as to achieve the
own standards work produced expected desired results
 No care to add  Meets work  Takes to avoid  Anticipate
value in execution standards repeating challenges and
of task inconsistently mistakes in focus on the right
delivering tasks solutions to
complete work
according to plan
76
RELIABILITY
A personal desire to show responsibility and accountability in delivering

the job
Element: Shows commitment and dedication to a task

Able to work with minimal instructions and supervision
Follow through task to completion

 Takes pride in work performance  Complacent about task on hand
 Independent in getting the job done  Need constant feedback and supervision
 Completes task as planned  Does not deliver results promptly

Development
 No interest to take  Shows little  Committed to  Takes

full responsibility motivation in deliver task on accountability and
in delivering task managing work hand shows dedication
effectively to delivering the
 No sense of  Complete task as
job
urgency in all  Requires planned with
matters supervision to results  Motivates team to
deliver work to accomplished complete task in a
 Does not follow
expectation timely manner
through directives  Fulfils all duties
with any task  Does commit to delegated  Work with others
given task, team or to achieve desired
superior objectives
77
RELATIONSHIP BUILDING
To be aware of own interpersonal style and that of others. To be able to

adapt style to build effective working relationships
Element: Respect the individual unique talents

Be mindful of strengths and weaknesses in others
Flexible in approach and interaction with others

 Appreciate the unique qualities in others  Cares only for self and own agenda
 Value the synergy when working in  Dictates others to work together
teams
 Does not value the differences in others
 Complement team dynamics with own
unique talent

Development
 Firm in wanting to  Acknowledge the  Confident in  Leaves a positive

do things in own different projecting self to first impression in
way interpersonal style others others
in others
 Disregard the  Open to working  Certain of self and
interpersonal style  Engage with with people of when working with
of others others who have diverse others
similar style with background
 Only adapts self to  Sustain good
self
others when  Comfortable in relationships with
benefit own  Slow to interact engaging with people of diverse
agenda with people of others background
diverse
background
78
RESILIENCE
To have the ability to overcome obstacles, maintain effective behavior in

difficult situations in order to achieve goals
Element: Determine in pursuit of achieving goals

Persistent in following through tasks
Confident in delivering results beyond expectations

 Keep calm when faced with adversity  Procrastinate when faced with obstacles
 Level headed in resolving issues  Delegate to others to resolve difficult
situations
 Identify a logical approach to overcome
obstacles  Reluctant to complete task when
expectations are not met

Development
 Makes no effort to  Delay in delivery  Stays focus in  Strategize well to

progress when of task when achieving goals achieve goals
faced with an faced with
 Open to receiving  Persistent in
obstacle obstacles
support from sustaining sound
 Blames others  Requires others to deliver results
when results are supervision in results
 Consistent in
not achieved to follow through
 Develops a plan of execution of work
expectations task to completion
action to ensure despite faced with
 Delegate task to  Needs guidance to work gets done as occasional
others who will overcome planned obstacles
assist in attaining obstacles
results
79
RESPECT
A personal desire to have a positive feeling of regards for a person
Element: Appreciate the person’s unique qualities

Recognize the person’s strengths
Have a healthy esteem of a person’s values

 Have regard for others when interacting  Criticize the person’s unique qualities
 Be considerate of person’s values and  Lack gratitude when person shows
beliefs respect
 Take notice of person’s unique  Arrogant when speaking to others
capabilities

Development
 Speak with a  Only speaks to  Recognize the  Courteous and

condescending person of stature differences in professional in
tone to others with care others addressing others
 Does not maintain  Engages in a  Treats everyone  Have good and
eye contact in conversation that with a positive self unbiased opinion
conversations benefits self esteem of others
 Interrupts  Have little regard  Listens when  Value the
whenever the for others of lower people voice their differences in
topic of discussion background opinions others
is not interesting
80
RESULT ORIENTATION
To focus on the desired results to be achieved
Element: Acknowledge situation

Develop plan to achieve desired results
Follow through on targeted outcomes

 Focus on delivering results  Does not meet planned targets
 Develops a plan to achieve results  Constant revision of plan
 Follow through tasks to be accomplished  Procrastinates on delivery of tasks
 Determined to complete tasks as planned  Relies on others to complete the task

Development
 Indifferent to  Complacent with  Resourceful in  Proactive in

results achieved current results searching for looking for
ideas to set higher opportunities to
 Show no interest  Willing to do
targets improve results
to improve results better when
demanded  Identify methods  Persevere with
 Makes no effort to
to obtain good challenges faced
perform better  Questions need to
results
deliver high  Determined to
targets  Develop quick attain better
wins to support results every time
results
81
RISK AWARENESS
To have the ability to understand the concept of risks, why some

decisions are riskier than others and the importance of control
Element: Understand the definition of risk

Know how to identify risk elements
Learn of controls to accept, avoid and manage risks

 Fully apprehend the definition of risk  Lack understanding of risk definition
 Good understanding of risk categories  Unable to accurately identify risk
 Able to deduce how risk surfaces  Lack sound comprehension of controls to
mitigate risks
 Can identify the right control
mechanisms to manage risk

Development
 Poor knowledge of  Limited  Aware of the  Proficient in the

risk concept understanding of concept of risk concept of risk
risk concept
 Unable to  Apply accurately  Implement risk
understand what  Fixed the concept of risk and control
is risk comprehension on concept
 Has the ability to
principals of confidently in
 Lack the ability to demonstrate how
controls work
identify controls to risk and control
address risks  Requires guidance impacts decisions  Able to share
in risk related knowledge and
matters work experience
on risk and control
topics
82
ROLE AWARENESS
A personal desire to understand the expectations placed on your position

and how those expectations are to be met
Element: Identify expectations to be met

Be aware of role and responsibilities
Acknowledge results to be achieved

 Certain of duties to be carried out  Disregard expectations established for
work
 Recognize how role and responsibilities
have an impact to work performance  Work only within boundaries of role and
responsibilities
 Commit to results to be achieved
 Ignore expected duties imposed in work

Development
 Perform duties as  Carry out duties at  Mindful of  Committed to

deemed fit face value expectations meet job
placed on self expectations
 Set own  Does not seek
expectations for clarity on  Develop a plan  Proactively seek
position without expected that assist to align to understand the
receiving consent performance on behaviour to meet success factors
job expectations that lives up to
 Achieve results at
expectations
random  Require assistance  Seek periodic
in the delivery of feedback to  Clarify and
work to ensure ensure document clearly
expectations are expectations are what needs to be
satisfactorily met properly attained done in work
83
ROLE CONFIDENCE
To develop and maintain self-confidence based on the belief that one will
succeed
Element: Confident in using personal strengths at work

Acquire a variety of skills to plan and execute work
Keep abreast of new knowledge to boost work performance

 Willing to initiate new ideas to make  Constantly seeking approval from others
progress in work to gain support for every decision taken
 Regularly keeps informed of new  Insist getting help from other to deliver
knowledge necessary to drive better work
results
 Fearful of taking up new challenges
 Focus on using the right techniques that
brings about success in work
performance

Development
 Shy to present  Speaks up only  Assured of role  Able to influence

personal views when asked and others to work
responsibilities together towards
 Seek constant  Reluctant to take
when performing a common goal
support from the lead in any
work
others to promote assigned tasks  Persuasive to get
ideas  Sustains a healthy things done with
 Require
self-esteem when excellent results
 Confine self to supervision when
working with
easy and routine managing a team  Welcome new
others
tasks ideas and
 Projects a initiatives from
professional image others when
in conduct of work working together
84
85
SEEING POTENTIAL PROBLEMS
To structure current situations in an ongoing scenario and identify

developments that could cause challenges in the future
Element: Identify issues accurately

Act on issues promptly
Respond without delay when dealing with difficult situations

 Quick to determine root cause of issues  Defer taking action on issues
 React to situation in a timely manner  Hesitate in making tough decisions
 Respond with practical resolutions to  Slow to develop solutions to address
manage situation issues

Development
 Avoid facing  Takes time to  Outlines action  Develops a logical

difficult situations think on how to steps to manage approach to timely
deal with issues situation resolve issues
 Delegate decision
making on  Act when issues  Determine  Flexible in
handling are escalated to reasonable adapting actions
complicated authoritative level timeline to deal and pace to bring
situations to with situation issue to closure
 Requires constant
others
reminders to  Follow up on  Respond positively
 Hesitant and slow follow through status of issue when anticipate
to act on situation actions through to changes in
completion situation
86
SELF CONFIDENCE
To believe in one’s own capabilities, communicates assertively and is calm

under pressure
Element: Understand and know own strengths and weaknesses

Display confidence in executing actions
Responds positively in difficult situations without easily being provoked

 Handles situations and customers with  Unable to express self with confidence to
certainty peers, customers or others
 Does not rely and listen to opinions to  Depend on others to act and respond to
address an issue but on one’s own progress
knowledge
 Shy away from any issues or challenges
 Readily accepts challenges faced

Development
 Does not  Need guidance  Self reliant in  Inspires the team

communicate and and advise when getting a task handle any issues
express self with given a task done confidently
confidence with
 Unaware of one’s  Not easily swayed  Able to pass on
others
own capabilities by opinions and skills and
 Tend to isolate perspectives of knowledge to
 Reluctant to try
self from team others when others to address
new ways or
when there are assessing a any situation
approach to
any activities situation
resolve problems  Addresses any
 Unable to give  Willing to take on discrepancies with
feedback or any new task flexibility and give
solution to any when required appropriate
problems faced resolutions
87
SENSE OF TIMING
To accurately evaluate what is happening in such a way that statements,

decisions and actions are the most effective, accurate and timely.
Element: Analyze a situation with minimum amount of time

Develop an effective resolution in a timely manner
Execute the plan to be completed in the shortest time possible

 Have a good sense of urgency to all  Disregard the urgency of matter in
situations accordance to complete task
 Actualize a plan or action into work in  Unable to deliver results in the appointed
shortest time possible time
 Plan and manage time effectively in  Consistent delay in delivering task
getting the job done

Development
 Have no sense of  Need to be  Respects all  Motivate team to

urgency in reminded of timelines and have a sense of
addressing issues timeline for each requirements of urgency to
task projects and manage time
 Give no priority to
issues effectively
task that needs to  Require guidance
be delivered on and motivation to  Deliver task given  Motivate team to
time provide a good in an organized deliver work
delivery of task on and timely ahead of time
 Tasks given are
time manner
not delivered on  Monitor and follow
time  Struggle to deliver  Check quality of through with all
tasks given in a task delivered work progress to
timely manner before submission comply with
to comply with timeline given
timeline given
88
SENSE OF URGENCY
To respond quickly to resolving issues or when faced with difficult

situations
Element: Promptly identify a situation that needs to be addressed

Act immediately to a situation
Respond without delay in delivering solution

 Act immediately upon receiving an issues  Take no action on issue
 Collaborate with others in the delivery of  Procrastinate on the delivery of issue
solution
 Has no plan of action to address situation
 Develop an action to follow through
activities to resolving situations

Development
 Show no intent to  Slow to react to  Independently  Deliver quality

act on any issue an issue or task work on an issue work or solution in
immediately promptly the shortest time
 Sees no need to
 Does not complete want to complete  Follow through  Motivate team to
task on time task as soon as with solution deliver quality
possible within timeframe work together on
 Procrastinate on
time
issues and tasks  Requires  Takes
given reminders to act responsibility to  Develop an action
on the task see task to plan to address
without further completion issues or crisis
delay that arises
89
SENSITIVITY TO OTHERS
To be sensitive and aware of the feelings of others
Element: Treat everyone with respect

Be aware of the feelings of others
Respond with tact and diplomacy

 Fair to everyone  Disrespectful
 Appreciate the values of others  Obnoxious and rude
 Diplomatic and courteous in words and  Disregard the feelings of others
actions

Development
 No regards for the  Only take opinions  Open to  Seek the input of
feelings and needs of those who suggestions and the team
of others matters or benefit ideas from team whenever there is
self a need for
 Offensive and  Would concur in
suggestions or
rude in speech  Occasionally judgment and
development of a
and actions to respond to others ways if it is
plan
others without tact and beneficial to all
diplomacy  Strategize and
 Does not see the  Not hasty in
develop ideas that
need to be  Make prejudgment reaching to
are acceptable to
courteous in about a person’s conclusion
all
response to others way, method or regarding a
idea before giving person’s methods  Value the
the person a before it is fully feedback and
chance to speak understood response of others
up regarding their
concerns and
needs
90
SITUATION ANALYSIS
To identify the elements of a situation and to understand which

components have an impact to the situation
Element: Recognize patterns in situations that would make an impact

Develop plan of action to resolve situation
Monitor and follow up with progress with contingency plans on hand

 Alert to all that is happening around  Does not pay attention to all that is
happening
 Quick to analyse what needs to be done
and develop a plan  Could not device a plan to react
appropriately to situation
 Constantly observe for any changes and
make alterations and adjustments to  Not flexible in adjusting any plans to
current plans accommodate any changes in situation

Development
 Unaware of  No ability to  Analyse situations  Identify clear

current or on- analyse clearly and events with opportunities that
going situation what needs to be clarity needs to be acted
done on with the team
 Unreactive to any  Review own plans
threats or  Depend on on what needs  Develop a plan for
opportunities that guidance from changes to better the team to
might be others to be suit the situation execute when
happening informed what needed
 Constantly
and how to
 Does not monitor for any  Develop a process
address situation
constantly monitor change in events to monitor and
or notice any  No follow-up on to avoid unwanted strategies actions
changes in task given to incidents to address
situation check for any situation
updates made
91
STRATEGIC
To have the ability to demonstrate a broad-based view of issues, events

and activities and a perception of their longer-term impact or wider
implications
Element: Identify underlying issues to situation

Act on situations with well thought out plans
Respond with conceptual, creative and logical reasoning

 Ability to appreciate different  Inability to see from a different point of
perspectives and key issues view or obvious issues
 Able to put together an effective and  Absence of planning of any strategy or
calculated action plans solutions
 Predict accurate and logical risks and  Unable to anticipate future implications
impact on issues or solutions of action plans

Development
 Does not take  Dependant on  Analyse issues  Plan strategies

responsibility for others to give thoroughly before based on analysis
contributing to the expertise or developing of issues and
team analysis of solutions trends and how it
situation links to the
 Ignore the impact  Develop strategies
organization
of strategies to all  Design response that are effective
parties involved to short-term short-term and  Develop well
pressure and not long-term informed plans to
 Develop strategies
able to see long address the needs
or plans that are  Flexible in delivery
term implications of others
too abstract of solutions to
 Ignores new address issues  Review change in
information or arising situation in
changing anticipation of
92
circumstances crises and
opportunities
93
TEAMWORK
To work effectively within the team and with peers to accomplish goals
through supporting others and sharing information
Element: Mutual understanding and agreement with team

Goals and objectives are accomplished with quality
Willingness to support and share data or information

 Team members exhibit mutual respect  Does not agree on any solutions or
and understanding to each other direction of the team
 Team members report personal and  Delivered results of team is of low value
professional satisfaction with the team and quality
 Team members generate and utilize data  Team members do not have a good and
of each team members in delivering effective communication process to share
results information or data

Development
94
 Seldom agree on  Need guidance in  Engaged in  Give team a clear
team’s decision completing task in learning direction, agreed
making method or order to deliver opportunities to upon and
solutions desired results for enhance skills and understood goals
the team knowledge related
 Does not share  Engage team to
to work of the
information and  Not able to see commit to the
team
progress with own roles and work and follow
team responsibilities in  Ability to utilize through with their
contribution to the team contribution agreed
 Does not show
team and process for responsibilities
commitment to
the work
own work to  Does not  Establish a clear
achieve team communicate well  Able to report communication
objectives or goals with certain team process among
members of the accomplishment in team members to
team to complete a timely manner coordinate effort
desired task
95
TECHNICAL EXPERTISE
To apply specialized knowledge, skills and judgment to accomplish a

result
Element: Understand all technical aspects to address situation

Conceptualise ideas using technical knowledge
Apply technical knowledge to situation

 Possesses the relevant knowledge / skills  Does not have relevant skills /
for the role knowledge for job
 Take necessary actions to keep skills and  Demonstrates a lack of motivation to
knowledge up to date acquire relevant skills
 Assesses and reflects on knowledge /  Does not reflect on skills / knowledge
skills
 Takes no action to share knowledge
 Takes no action to keep skills up to date

Development
 Not willing to  Random learning  Pace out learning  Has a system to

acquire new of new knowledge new knowledge continuously
technical update oneself to
 Needs supervision  Focus learning on
knowledge new technical
to focus learning specific skills
knowledge
 Not able to apply on the right
 Applies new
knowledge learn knowledge  Set aside time to
knowledge in
to deliver task learn new
 Applies knowledge familiar work
knowledge
 No interest to to work activities
keep pace in new inconsistently  Willing to apply
technical new knowledge to
knowledge improve results
96
THOROUGHNESS
To ensure the task and information are complete and accurate, following
up with others to ensure solutions and commitments have been fulfilled
Element: Determine task and assignments to do

Complete tasks right the first time
Follow through on task to completion

 Helps others to fulfil their responsibilities  Does not assist others to accomplish
their tasks
 Set priorities on task to be accomplished
 Only uses one source of information
 Puts action in place to overcome gaps
 Fails to check for errors

Development
 Does not correct  Quality of work is  Delivers work that  Work completed
mistakes or errors inconsistent meet expectations outperform
in work expected results
 Rushes to  Structured in
 Does not check complete work delivery of results  Work is
work for leaving room for comprehensive
 Has a practical
completeness potential errors
approach to  Performs research
 Work completed  Consistently needs executing work to complete work
does not deliver help from others
results to complete the
work properly
97
UNDERSTANDING CUSTOMER’S MOTIVATION
To understand the needs and desires of your customers and to use this
knowledge to help them sustain an emotional connection and motivate
them to take action
Element: Recognizes what are the negative experiences to customers

Take action to address any customer’s situation
Respond without delay to customer’s needs

 Develops and nurtures customer  Ignores customer’s request and
relationships delegates responsibilities to others
 Responds promptly to customer’s request  Reacts inappropriately when handling
difficult customers or their requests
 Seeks customer’s input to better
understand their needs  Does not respond to customer’s needs in
a timely manner
List of behaviour patterns typical of each rating level for Service Champions

Development
 Fails to  Not accessible to  Take ownership of  Take action to

consistently follow customers customer’s issues address
through on and identify steps customer’s needs
 Use general
customer to eliminate
methods to solve  Flexible with
commitments problems
problems without approach to
 Develop poor learning from past  Address provide service
relationship that mistakes disgruntled more easily to
lack personal customers by customers
 Does not seek
attention and remaining
new ways to  Anticipate
focus professional
enhance customer customer’s needs
 Delay in relationship with  Follow through on and respond to
responding to new service customer situation with a
customer’s needs offerings commitments sense of urgency
and requests despite time
pressure and
98
obstacles
99
UNDERSTANDING OF THE BUSINESS
To understand the bank’s mission, service and priorities
Element: Identify bank’s business model

Acquire knowledge of how a bank runs its business
Apply knowledge of information to work

 Clear evidence of knowledge of the  No evidence to learn about business
business
 Does not have initiative to keep abreast
 Good understanding of adding value to of new developments in the business
the business
 Minimal knowledge of competition and
 Good knowledge of competitors current condition
 Has good knowledge of market place
List of behaviour patterns typical of each rating level for Service Champions

Development
 Doubtful in  Slow in keeping  Proactively keeps  Develops clear

understanding in pace in new up to date on new plan to support
the business business business business
developments developments
 Unable to deliver  Develops a plan of
results to support  Need supervision  Confidently action to deliver
business on how to apply applies knowledge plan
knowledge at of business in
 Unable to plan  Resourceful in
work delivering results
forward to grow using reliable
the business  Applies knowledge  Comfortably in sources of
to work interacting with information to add
inconsistently others about the value to work
business
100
VERSATILITY
A personal desire to inculcate a “can do” orientation
Element: Identify situation with an open mind

Act with confidence in addressing situation
Response positively to challenges faced

 Clear about own strengths  Low self-esteem in delivering work
 Speaks confidently and in style  Works within own limitations
appropriate to the situation
 Not proactive in getting the job done
 Stay emotionally positive on the job

Development
 No interest to  Comfortable  Ready to work on  Positive attitude in

push self to do working within new ideas taking up new
more than what is boundaries challenges
 Confident in
required
 Needs supervision outperforming  Confident in
 Not motivated to to explore new results delivering new
excel areas in work initiatives at work
 Can multi-task
 Not inspired to  Lacks confident within own  Respond and
learn new things when results are strengths adapt well to
to improve self not met unfamiliar
situations
101
THIS DOCUMENT IS PREPARED BY
AL SOLUTIONS CONSULTANCY (M) SDN. BHD.

COMPANY NO. 264726-T
PROJECT LEADER
KATHLEEN JADE KOH
TECHNICAL CONSULTANT
ALPHONSE PETER
PROJECT MANAGER
MICHELLE KOH
PROJECT COORDINATOR
MALLISSA LOW
102

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MAYBANK

A Maybanker needs to be competent in many aspects of their job.

Maybankers are required to have certain basic competencies in order for

This competency handbook is designed for Maybank Group Learning

Excellence & Efficiency …………………………………………………. 11

Relationship Building ……………………………………………………. 12

Accurate Listening …………………………………………………………………. 14

Active Listening …………………………………………………………………...... 15

Analytical Ability ……………………………………………………………………. 17

Analytical Thinking …………………………………………………………………. 18

Attention to Delivery ……………………………………………………………….. 20

Attention to Detail …………………………………………………………………... 21

Balanced Decision Making ………………………………………………………... 23

Consistency and Reliability ……………………………………………………….. 26

Conveying Role Value ………………………………………………….………….. 27

Developing Others …………………………………………………………………. 30

Diagnostic Information Gathering ………………………………………………… 31

Drive and Determination …………………………………………………………... 32

Drive for Results ……………………………………………………………………. 33

Emotional Control ………………………………………………………………….. 34

Following Directions ……………………………………………………………….. 38

Gaining Commitment ………………………………………………………………. 39

Handling Rejection …………………………………………………………………. 41

Handling Stress …………………………………………………………………….. 42

Human Awareness …………………………………………………………………. 43

Influencing Skills / Persuasiveness ………………………………………………. 44

Integrative Ability …………………………………………………………………… 47

Interpersonal Communication …………………………………………………….. 49

Intuitive Decision Making ………………………………………………………….. 50

Leading Others ……………………………………………………………………... 53

Meeting Standards …………………………………………………………………. 54

Objective Listening ………………………………………………………………… 56

Open Communication ……………………………………………………………… 57

Oral and Written Communication ………………………………………………… 58

People Reading …………………………………………………………………….. 59

Personal Accountability …………………………………………………………… 61

Personal Drive ……………………………………………………………………… 62

Persuading Others …………………………………………………………………. 63

Practical Thinking …………………………………………………………………... 65

Proactive Thinking …………………………………………………………………. 66

Problem Management …………………………………………………………….. 67

Problem Solving ……………………………………………………………………. 68

Problem Solving Ability ……………………………………………………………. 69

Relationship Building ………………………………………………………………. 74

Results Orientation ………………………………………………………………… 77

Risk Awareness ……………………………………………………………………. 78

Role Awareness ……………………………………………………………………. 79

Role Confidence …………………………………………………………………… 80

Seeing Potential Problems ………………………………………………………... 81

Self Confidence …………………………………………………………………….. 82

Sense of Timing ……………………………………………………………………. 83

Sense of Urgency ………………………………………………………………….. 84

Sensitivity to Others ……………………………………………………………….. 85

Situation Analysis ………………………………………………………………….. 86

Technical Expertise ………………………………………………………………… 89

Understanding Customer’s Motivations …………………………………………. 91

Understanding of the Business …………………………………………………… 92

The Maybank Group Core Values is central to the bank’s process in

Service is a pillar of strength of Maybank in living up to their mission

E – Excellence & Efficiency

We work together as a team based on mutual respect and dignity.

The following competencies complement Maybank’s core value