N-2 NURSING CAREER FAMILY Corrections Charge Nurse II 00-0000 GUIDE PERFORMANCE STANDARDS GUIDE This GUIDE provides detailed information about the accountabilities and competencies that may be evaluated on the Accountability & Competency Evaluation (ACE) form for this position. The first section lists performance expectations related to the accountabilities and the second section lists the behavioral expectations related to the competencies. The supervisor of this position may edit or update this GUIDE as needed at any time. All changes should be promptly communicated to the incumbent. I. ACCOUNTABILITIES This GUIDE includes several accountabilities (grey bars). Examples of performance expectations are listed below each accountability. The list is not exhaustive; it only represents some of the performance expectations that may be evaluated on the ACE. This information can be used to: Communicate performance expectations of the job. Help supervisors assign appropriate ratings for each accountability on the ACE based upon the performance of these expectations or achievement of the specified outcomes. Prompt ideas for areas to develop. 1. Nursing Assessments a) Performs comprehensive assessments on patients’ medical conditions. b) Conducts patient interviews and reports assessment findings to doctors or physician’s assistants. c) Performs health and physical intake assessments upon admission. d) Assesses patients during sick call and after use of force has been applied. e) Assesses patients before admission to Special Housing Units. f) Schedules, performs, and processes lab draws/tubes. g) Responds to and triages emergencies. h) Completes classification forms. i) Provides disaster crew clearances and classifications. j) Provides kitchen clearances. k) Other related tasks or expected results: 2. Care Plans a) Develops/assists in the development of individualized care plans to ensure the appropriate interventions are provided. b) Assesses staffs’ implementation of protocols to assure they are developing the appropriate care plans for patients. c) Determines priority of and schedules medicine, dental, optometry, and other chronic care appointments. d) Checks the Citrix system for patients’ cares that are due and need to be scheduled. e) Prepares and documents medication passes. f) Orders and transcribes medications by communicating with pharmacies. g) Orders medical supplies and checks them as they arrive. h) Orders vaccines and immunizations. i) Other: 3. Direct Care a) Provides comprehensive patient care. b) Performs infirmary admits and provides care for infirmary patients. c) Administers medications and treatments as prescribed by physicians or physician’s assistants to ensure patients’ medical needs are addressed. d) Administers TB skin tests, reads the results, and/or assesses past positive patients. e) Administers vaccinations, injections, and therapies. f) Performs narcotic, sharp, and tool counts. g) Takes patients’ vital signs. h) Performs GPB urethral swabs. i) Performs wound care and dressing changes. j) Assists with suturing, minor surgical procedures, and cast placements/removals. k) Performs holding cell checks. l) Assists the providers by working at clinics. m) Explains prescribed medications and treatments to patients and staffs. n) Uses infection control procedures to reduce risk of diseases spreading to other patients and staffs. o) Monitors patients for side effects from medications or treatments. p) Other: 4. Evaluation of Nursing Interventions a) Changes treatments and medications as ordered by doctors or physician’s assistants. b) Monitors and modifies care plans to ensure appropriate care is provided at all times. c) Evaluates informal resolutions to healthcare conflicts by patients. d) Performs rounds to ensure proper interventions were used. e) Evaluates if interventions were done in a timely, accurate manner. f) Audits charts and ensures shift activities are properly documented to provide accurate records of patient care. g) Other: 5. Technical Assistance a) Enters data into the information system. b) Reviews and makes recommendations to protocol changes and assists in the development of new policies. c) Monitors compliance with nursing policies and procedures. d) Answers questions from staff and is the on-call nurse for issues. e) Responds to DOC questions regarding patient issues. f) Reports communicable diseases and treatments to DOH. g) Arranges for repair of equipment or patients’ devices. h) Provides essentials for the disaster crews. i) Helps address litigation issues. j) Completes the biohazard logs and removes products from facilities through outside vendors. k) Completes medication non-compliance forms. l) Audits MAR. m) Answers IRRs. n) Other: 6. Work Oversight a) Supervises subordinate staff and serves as a mentor. b) Assists with the interviewing and selecting of staff. c) Provides new employees with training and work direction. d) Prepares and presents performance reviews to staff and/or provides input on performance appraisals. e) Addresses staff problems and implements action plans. f) Arranges, conducts, presents, and/or attends staff meetings. g) Attends P&T meetings. h) Other: 7. Other – a) II. COMPETENCIES The competencies for each level are listed below; click on the competency name to go directly to information on the specific competency. On these pages, each competency is defined (black bars) and is broken down into dimensions (grey bars). Example performance expectations, written as behaviors, are provided under each dimension for three levels of performance. These are only examples; not all examples may be applicable to a specific position. This information can be used to: Communicate performance expectations of the job. Serve as a guide to employees for enhancing performance. Help supervisors assign appropriate ratings on the ACE. Prompt ideas for development by reviewing behaviors at higher rating levels. Nursing Career Family Competencies Competency N1 N2 N3 Professionalism X X X Assertiveness X Attention to Detail X X Communication X X Continuous Learning (Expertise) X X X Creativity X Decisiveness X Developing Others X Empathy X X X Influence X Initiative X X X Planning and Organization X X Problem Solving X Relationship Building X Teamwork X X PROFESSIONALISM – Is truthful and dependable, accepts responsibility for actions, maintains confidentiality, acts respectfully towards others, and demonstrates commitment to the organization. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Integrity – Is truthful, treats others fairly, and firmly adheres to ethical principles. Gives false impressions or misleads Is honest, open, and forthright with others. Delicately confronts others when they are others. Provides, or ensures, full disclosure of acting dishonestly. Withholds information or tells partial truths. information, when appropriate. Shares information, insights, or comments Makes promises that cannot be kept. Fulfills assigned tasks and other with others when it would be easier to responsibilities or requests. refrain from being open about a situation. Develops inappropriate relationships. Avoids inappropriate situations and actions Makes others aware of the appearance of Shares inappropriate personal information inappropriate actions. with clients. which appear to be conflicts of interest. Maintains professional boundaries with Coaches others on how to maintain Handles personal interests at work. professional boundaries. others. Responsibility – Accepts responsibility for own actions and for achieving expected results. Attempts to conceal or not disclose Accepts personal responsibility for the Accepts responsibility for mistakes even mistakes. quality and timeliness of work. when others may have contributed. Blames others for own mistakes or poor Immediately acknowledges mistakes to Takes proactive steps to prevent mistakes performance, or makes questionable affected parties and takes action to correct in the future. excuses. them when possible. Fails to learn from mistakes and repeats them. Attendance – Is punctual and maintains a responsible work record of attendance. Shows up late for work or meetings. Uses sick and personal leave for legitimate Takes into consideration peers and agency Procrastinates working on tasks upon reasons. needs prior to requesting leave time. arriving to work or after lunch. Takes annual leave on a pre-planned basis Offers to work overtime when needed. Does not make up time (when late) or and obtains necessary approvals. submit leave requests. Reports to and starts work in a timely Fails to communicate schedule changes to manner. the appropriate person(s). Takes excessively long breaks. Observes rules governing meal and break time. Leaves work early without permission or notifying others. Gives proper notification to the appropriate Uses sick and personal leave for person(s) of any lateness or absenteeism. inappropriate reasons. Is willing to work overtime when needed. Dependability – Follows through on assigned duties and commitments, and completes work on time. Breaks commitments or fails to complete Keeps commitments to others. Completes work ahead of the time work by date promised. Completes work on time. promised. Confidentiality – Protects confidential information and maintains professional boundaries. Carelessly discloses or handles Keeps personal information about others to Identifies and uses methods to increase confidential information. self. the security of confidential information. Shares negative information about people Considers potential consequences prior to to others (i.e., gossips). sharing personal information. Commitment – Demonstrates commitment to the organization and the profession. Publicly questions or criticizes the agency. Willingly takes direction from supervisors Applies appropriate discretion when Demonstrates a poor attitude through body and those in authority. representing the agency. language, negative comments, or actions Uses work time, supplies, and resources Defends and promotes the program or towards coworkers, customers, or efficiently and appropriately. agency’s reputation with outsiders and management. Works when expected and alters work expresses pride about being part of the schedule to accommodate work demands. agency. Speaks positively about the program or Puts the agency’s needs before own agency. needs. Demonstrates a positive attitude by Demonstrates an attitude that contributes outwardly showing enthusiasm and interest to a positive work environment and has a in the job and organization. positive impact on others’ attitudes. Respect – Respects, cooperates, and communicates openly with coworkers; follows supervisor’s request; and complies with policies and procedures. Disregards policies and procedures when Complies with supervisor’s requests and Serves as a role model for others by inconvenient; or finds loopholes to get instructions. following policies and procedures even around them. Follows policies and procedures. when inconvenient; and encourages others to be compliant. ASSERTIVENESS – Demonstrates self-confidence and takes bold action when needed. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Demonstrates self-confidence – Demonstrates confidence in own ability and judgment. Presents self in a weak or timid manner or Uses body language (e.g., open posture, Skillfully uses body language and voice to exhibits fear (e.g., shakes, broken voice). eye contact) to project confidence. create a presence and project authority. Is not aware of own body language and Presents self in an authoritative manner Seeks constructive feedback to learn from the message it may send to others. when the situation calls for it. mistakes. Questions own abilities and avoids or Speaks with a self-assured tone of voice. Admits own mistakes to others and acts to hesitates taking on difficult or new Rejects unreasonable requests and clearly correct problems. assignments. explains why. Reassures others after setbacks. Defers to others even if has knowledge to Expresses confidence in own judgment or Encourages others to assume leadership answer question or address concern. ability to accomplish tasks. when needed. Hesitates or fails to take control of Takes charge during challenging, chaotic, situations or the activities of others when or emergency situations when needed. needed. Conveys a command of the relevant facts and information. Asserts self – Confronts issues directly and shares viewpoints openly with others. Avoids direct confrontation. Speaks up when appropriate and asserts Steps forward to take stands on unpopular Does not speak up when position is own position with conviction. issues. challenged or in disagreements when Defends personal ideas and decisions Defends others whose viewpoints are doing so could be beneficial. when necessary, while maintaining respect unjustly attacked or silenced. and courtesy for others. Confronts the appropriate individuals or groups when disagrees with a decision or has concerns about an issue. Challenges others’ faulty assumptions or viewpoints. Takes the necessary action even when it may produce unpleasant consequences. Works independently – Completes duties without being overly reliant upon others for direction or support. Requests excessive guidance or Works independently without relying on Volunteers for challenging assignments assistance from supervisors or coworkers others or needing others to provide with little or no available support or when performing tasks. structure or to check work. guidance. Does not independently structure and plan Successfully addresses problems without work assignments. hesitating or consulting others. Refers decisions to supervisor that should Acts in spite of disagreement from others be made at own level. and without seeking approval (when not needed). Takes the initiative to strategize, plan, and prioritize work assignments without guidance from others. ATTENTION TO DETAIL – Attends to all details of assignments and completes work properly, accurately, and thoroughly. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Attentive to policies and instructions – Ensures complete understanding of applicable laws, policies, procedures, and instructions. Makes inaccurate assumptions about Carefully follows all applicable procedures Provides guidance to others on the policies and complies inappropriately. and instructions. accurate interpretation and application of Takes “shortcuts” in procedures or fails to Reads, accurately interprets, and applies policy and procedures. read or follow instructions. relevant laws, rules, policies and Conducts own research and analysis when procedures. unclear on policy or procedure. Keeps up-to-date on policy and procedure changes. Asks questions when unclear on policy or procedure. Ensures accuracy – Completes tasks without error or within an acceptable error rate. Overlooks or disregards mistakes. Notices important details associated with Makes logical inferences regarding Produces work containing errors, thoroughly completing tasks. additional activities that may need to be inaccuracies, or inconsistencies. Verifies the accuracy of information without performed to produce a complete product relying on others for review. or service. Leaves work for others to finish. Performs all aspects of tasks to produce Remains acutely aware of minute, yet Submits work that is incomplete, sloppy, potentially critical details, even when disorganized, or lacks needed details. complete work. distracted or busy. Continues to make the same mistakes, Ensures that work outputs are neat and orderly. Sets up procedures or systems (e.g., even after they have been addressed. checklists, working logs) to prevent errors and ensure details are not overlooked. Produces work that is completely accurate and thorough on a consistent basis. Completes work in a highly efficient manner while maintaining a consistently high level of accuracy. Is thorough – Considers all aspects of assignments and reviews work to ensure it is thorough and complete. Fails to notice or correct mistakes in work Double-checks own work and promptly Devotes extra time to important tasks to received from others. corrects errors before submitting it. ensure work is of the highest quality Checks the accuracy of information possible. provided by others; notes discrepancies or Sets up procedures to check others’ work concerns and notifies the appropriate to identify errors and ensure completeness. individuals. Makes suggestions to improve quality. Reviews or monitors other’s work (when Notices subtle, but critical mistakes when asked) and corrects mistakes or notifies reviewing others’ work. others of quality issues as appropriate. Anticipates where errors are most likely to occur and acts to prevent them from occurring. COMMUNICATION – Listens attentively to others and clearly conveys information and ideas. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Writes effectively – Writes in a clear, organized, and engaging manner for the intended audience. Uses too many words or not enough words Composes clear, organized, and succinct Composes clear, effective content from when writing. written communications. scratch, or when limited information is Uses incorrect spelling, grammar, Presents ideas in a way that engages provided. punctuation; or inappropriate writing style. others by keeping the audience in mind. Organizes ideas clearly by signaling Does not adjust writing style or tailor Uses a business writing style and avoids organization to the reader (e.g., through an messages to the audience. using conversational language when introductory paragraph, use of headings). Does not support claims with facts or appropriate. Clearly conveys the importance of the references. Uses correct grammar, spelling, and message. punctuation; and carefully selects Uses innovative, thought-provoking facts appropriate words and phrases. and concepts throughout documents. Speaks effectively – Speaks clearly and concisely, and engages others in conversations. Does not speak clearly, e.g., slurs words, Expresses oneself clearly and self- Recognizes when language requires speaks too softly or rapidly. assuredly in interactions with others and adjustments to be understood, and ensures understanding. effectively makes the adjustments. Uses distracting mannerisms when Uses proper enunciation, pace, pitch, speaking, e.g., body movements, filler volume, and intensity when speaking. Allows others ample opportunity to react words. and express themselves in conversations. Maintains eye contact when speaking with Dominates conversations and does not others and uses effective body language. Exchanges delicate information in a provide others with opportunities to speak. Adjusts communication in accord with constructive, noncritical, and non-defensive Communicates inconsistent messages. others’ mood and emotional reaction. manner. Uses appropriate words and phrases. Anticipates when situations may get out of Uses voice inflection and body language hand and skillfully uses voice and message (eye contact, gestures) as a tool for gaining to speak convincingly and maintain control and sustaining the interest of others. of the situation. Listens attentively – Listens attentively to others without interrupting and conveys understanding. Is impatient in hearing others out; cuts Allows others to completely express their Probes in a respectful and considerate people off or interrupts others who are point of view before asking questions or manner to understand unexpressed or speaking. offering own view. poorly expressed thoughts, concerns, or Does not seek clarification from others Summarizes and paraphrases under- feelings. when the message is unclear. standing of what others have said to prevent miscommunication. Uses body language, such as leaning Plans next comment when others are forward, nodding, and eye contact, to speaking rather than giving full attention. Listens patiently and attentively to others, demonstrate active listening. Rushes people who speak slowly or take a and responds to their reactions. long time to make their point. Asks questions to ensure complete Obtains others’ points-of-view by asking Performs other activities when others are understanding. open-ended questions. speaking, giving them the impression that Ignores, or removes, distractions in order one is not listening. to focus on the conversation. Refrains from immediate judgment and criticism of others’ ideas. Delivers effective presentations – Develops and delivers presentations that are impactful or persuasive with their intended audience. Uses jargon, acronyms, or terms not Identifies and presents information or data Understands how information will be taken understood by listeners. that will have a strong impact on others. from the receiver’s perspective, anticipates Selects content, language and examples others’ interpretation or response, and Uses slang words in professional settings. tailored to the level and experience of the alters message accordingly. Fails to use facts or data to clarify or audience. Develops a good rapport with the audience support messages when necessary. Selects relevant and engaging stories, even when circumstances or topics are Overuses personal examples when analogies, facts, or examples to illustrate controversial or difficult to explain. speaking. or emphasize key points. Illustrates key points and makes a lasting Uses graphics or other aides that display impression by creating original graphics information clearly to help clarify the that have high impact, and by using the message or to explain complex topics. most compelling facts and data available. Keeps the audience engaged through body language, voice inflection, humor and Presents several different compelling energy, and seeks audience participation. arguments in support of a position. Keeps others informed – Passes on appropriate information in a timely manner to others who should be kept informed. Withholds or delays dissemination of Selects the appropriate medium for Identifies and offers solutions when information that others may find useful. communicating information to others. bringing issues forward. Keeps others involved in a project informed Fails to keep supervisor fully informed and about developments and plans. Uses a variety of channels or means (e.g., aware of potential problems. emails, memos, newsletters, meetings) to Shares ideas and information openly with Passes on unimportant information. communicate important messages and others who might find them useful. ensure target audiences are reached. Keeps own supervisor informed about progress and problems; avoids surprises. CONTINUOUS LEARNING (EXPERTISE) – Develops expertise by actively identifying development needs, taking advantage of development opportunities, and applying newly learned knowledge and skills on the job. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Identifies development needs – Actively requests feedback to increase awareness of development needs. Expresses an inflated view of own Acknowledges personal weaknesses, skill Anticipates future skills needed to capabilities. deficiencies, and failures to meet determine development needs. Fails to acknowledge when performance expectations. Analyzes own performance to understand expectations are not met. Identifies areas that could benefit from the underlying reasons for failure. Does not recognize the need for self- development. Seeks performance feedback from others development. Welcomes suggestions and constructive and expresses appreciation when Ignores or does not act on constructive criticism and acts on them. provided. feedback. Views personal mistakes and setbacks as Objectively discusses failures with others Gets defensive, makes excuses, or blames learning opportunities. to identify underlying causes and others for own performance. Analyzes other’s past successes and preventative measures. Shows lack of concern or interest in failures to learn from them. discussions about performance. Develops self – Identifies and actively participates in development activities to maximize learning and stay current in own job field. Avoids opportunities to take on new Searches for opportunities to address Takes on challenging assignments or puts assignments or attend trainings. development needs. self in unfamiliar situations at work in order Does not take the time or finds excuses to Willingly accepts opportunities for training to learn new skills. not develop self. and development. Engages in formal career development Is complacent with current job duties and Actively participates in training and planning (e.g., self-assesses capabilities, not receptive to learning new work development activities (e.g., asks sets development goals, identifies and methods. questions, takes notes, does assignments) documents development activities). to make the most of the learning Chooses appropriate activities to fully experience. develop competencies and gain Uses new assignments as learning experiences needed for next job or to opportunities. improve current performance. Actively participates in self-development activities, such as reading, attending webinars, and networking. Documents career development progress in a formal Career Development Plan. Applies knowledge and skills – Puts newly learned knowledge and skills to practical use on the job. Does not take advantage of opportunities Recognizes and takes advantage of Volunteers for challenging assignments in to apply newly learned knowledge or opportunities to utilize new knowledge and order to apply new skills. behaviors on the job. skills on the job. Uses new knowledge to initiate Avoids sharing new knowledge with others. Attempts to further learning through trial- improvements beyond the scope of one’s and-error. job. Shares information and suggestions that Shares knowledge by preparing informal others may find useful. training or creating resources for others to use. CREATIVITY – Generates innovative ideas and takes calculated risks to help solve problems or make improvements. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Generates ideas – Generates numerous, original ideas or solutions to problems. Does not generate many fresh, relevant Approaches problems with curiosity and Actively exchanges ideas with others and ideas in response to defined problems or open-mindedness. builds on their ideas to identify new opportunities. Brainstorms individually and with others to solutions. Looks for a “quick fix” and only identifies generate multiple ideas or explanations. Creates groundbreaking ideas, processes, obvious approaches when more effective Generates new and unique, but potentially and solutions for situations with little or no possibilities likely exist. feasible, ideas and solutions. precedent. Conducts research, uses networks, or Exhaustively researches a variety of looks outside the agency to identify sources to develop unique solutions to different solutions. emerging concerns. Keeps up-to-date on current research and Proactively communicates new ideas to technology in the field or profession. others while being open to feedback and suggestions. Seeks improvement– Looks for and suggests new ways to improve quality, efficiency, or effectiveness. Assumes if there is not a problem, there is Questions established ways of doing things Seeks out opportunities to use new no need for improvement. when they appear to be ineffective or technology to meet work goals better, Is overly focused on completing daily tasks inefficient. faster, and cheaper. and fails to take time to consider or Reviews processes to ensure they Suggests innovative ways to improve work propose more effective approaches. continue to be relevant and add value. activities or reach goals. Continues to use inefficient processes Looks for ways to eliminate redundancies Tries unorthodox methods; “thinks outside without trying a different approach. or streamline work processes. the box.” Is open-minded and considers (or accepts) Adapts previous solutions in new ways. alternative ways to view or define problems Obtains buy-in and support from key and opportunities. stakeholders. Implements ideas – Implements innovative ideas that involve calculated risks in an attempt to achieve improved results. Fails to follow through after an idea is Tries different approaches and new ideas, Projects how ideas may play out before introduced. taking reasonable, calculated risks. they are tested or implemented. Gets involved in too many new ideas at Maintains quality work while experimenting Ensures successful implementation of new once and fails to prioritize them. with new approaches. ideas by thoroughly planning and Communicates potential benefits and risks evaluating results. to key stakeholders. DECISIVENESS – Exercises sound judgment when making decisions and takes prompt, decisive action. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Evaluates alternatives – Considers the impact and implications of various alternatives before reaching a final decision. Fails to identify and consider a sufficient Identifies alternative courses of action that Thinks outside the box to generate new number of reasonable, alternative options. may result in the desired outcome. and unique alternatives. Only identifies solutions that worked in the Looks for common factors in different Seeks out and analyzes new ideas from past, and tries to force-fit them. problems and determines if previously others and assesses their potential Does not consider past/similar experiences successful solutions can be used or relevancy. when evaluating options. modified. Recognizes situational subtleties and Allows previous poor decisions (e.g., sunk Identifies and considers the probable discrepancies in supporting information costs) to influence current decisions. impact of each alternative, including costs, when evaluating alternatives. benefits, risks, and chances for success. Selects harder (e.g., unpopular, more Generates impractical or irrational options. Selects solutions that are consistent with complex), long-term solutions over more Prematurely draws conclusions and fails to available facts and constraints. immediate fixes, when appropriate. fully evaluate each alternative or think through the potential impact. Evaluates decisions made in similar Develops decision criteria to evaluate and situations to assess potential impact. compare the potential impact, Ignores information drawn from analysis consequences, and feasibility of and chooses impractical, ineffective, or Uses both a short- and long-term perspective when evaluating alternatives. implementing each alternative. biased solutions. Anticipates obstacles and develops Maintains total objectivity by being aware Chooses a course of action based solely of personal biases and preferences, and on short-term gains without regard for long- contingency plans. ensuring they do not influence decisions. term consequences. Consults with the appropriate individuals Spends an excessive amount of time before making decisions, when beneficial, thinking about a plan of action. to gain additional perspective. Makes timely decisions – Confidently makes timely decisions in ambiguous situations. Overanalyzes problems and opportunities Makes decisions confidently, even when Takes charge in situations when it is and waits too long to make decisions. data is limited or in ambiguous situations. necessary to ensure decisions are made. Defers decision-making to others. Takes prompt action on issues requiring Takes decisive when needed in spite of Seeks unnecessary approval for decisions immediate attention. disagreement from others or when it will from others. Stops excessive debate and makes a produce unpleasant consequences. Avoids making decisions altogether. decision. Acts independently when appropriate and exercises discretion in referring issues to higher levels. Makes tough decisions, even when solutions may have unpleasant consequences. Demonstrates commitment to decisions – Displays little to no hesitation when acting on decisions made, holds firmly to them, and accepts responsibility for outcomes. Blames others or external events for poor Stands by sound decisions, and follows Accepts full responsibility for bad outcomes decisions or failed implementation. through with implementation, in spite of or failed implementation, even when others Continues to defend poor decisions, even pushback from others. contributed. after discovering contrary information. Reconsiders decisions based on new Firmly resolves to learn from poor Continues to question decisions after they information. decisions or failed implementation, and have been made. Takes immediate action to correct bad helps others prevent making similar decisions when possible. mistakes. Accepts responsibility for decisions. DEVELOPING OTHERS – Provides training, guidance, and feedback to help others develop specific knowledge and skills needed to perform tasks. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Identifies needs – Identifies others’ development needs. Is overly focused on immediate needs or Identifies those who may benefit from Establishes new programs or materials to day-to-day tasks and does not plan for training or development meet specific development needs. development. Helps assess others’ specific training or Recognizes who will benefit the most from Does not identify or create development development needs. training and considers it when prioritizing opportunities. Identifies and/or suggests activities to time or allocating resources. develop others and/or establishes a plan. Asks questions to help others recognize their own need to develop themselves. Takes time to listen to others’ to acquire an accurate understanding of their development needs and concerns. Trains others – Trains others on how to accomplish tasks or to develop specific skills and promotes a positive learning environment. Provides unclear or insufficient Gives clear and detailed instructions on Selects the teaching style or method most instructions, demonstrations, or on-going how to perform tasks or improve appropriate for the situation or the person direction. performance. being taught. Is impatient when instructing or assisting Observes others perform and makes Combines an array of methods to enhance others. specific helpful suggestions. instruction (e.g., demonstrations, group Does not notice when others may need Asks questions, discusses, or clarifies to discussions). help, or fails to offer help. ensure others understand instructions or Communicates a rationale for learning. Does not make oneself available to answer explanations. Recognizes factors that may inhibit questions or check if instructions are Gives demonstrations, or teaches others learning or affect the learning environment understood. while helping them complete tasks. and modifies them to optimize learning. Continues to use the same teaching style Encourages others to ask questions or Uses knowledge of others’ unique or methods after indications that they are solicit help or assistance. development needs or specific motivators not working. Recognizes when others aren’t grasping to individualize training. Sets unrealistic development goals for concepts and patiently repeats or Uses knowledge of adult learning others. rephrases instructions to ensure principles to create optimal learning Focuses solely on instruction and fails to understanding. environments. provide opportunities for others to learn by Helps others set realistic goals and make Facilitates progress yet allows others to doing. adjustments according to their progress. take charge of their own development. Assists others in overcoming obstacles. Provides a safe trial-and-error environment for others to practice new skills and stretch. Uses mistakes as learning opportunities. Provides guidance and feedback – Offers clear and timely feedback and suggestions to help others reinforce newly-learned skills. Provides infrequent, untimely, overly- Observes others perform and makes Searches for or creates new ways to general, or disingenuous feedback. specific helpful suggestions. openly recognize others for their Gives insufficient feedback or focuses on Makes clear and direct performance achievements. mistakes and undesirable behaviors. suggestions based off of observations. Expresses confidence in others’ ability to Criticizes publicly, or makes discouraging Acknowledges and recognizes effective achieve development goals. remarks about other’s lack of potential or behaviors. Leads others or asks questions to help inability to learn. Gives timely feedback on a frequent basis. them find their own solutions to problems. Does not help others overcome problems Provides candid feedback in specific, Acts as a personal mentor and devotes or setbacks. behavioral terms that is both positive and time and effort to others with high potential. Overlooks opportunities to acknowledge constructive. Provides feedback that will facilitate and reinforce good behaviors. Praises and publicly recognizes successes. confidence and maintain self-esteem. Puts off dealing with problems until they Provides one-on-one guidance and helps Schedules time to provide help and give are out of control. others work through new problems. clear and direct feedback on a regular basis. Expresses confidence in learners’ ability to apply newly-learned concepts and skills. Reassures others after a setback. Monitors and confronts learning problems. EMPATHY – Relates to others in a respectful and considerate manner, and demonstrates sensitivity towards others’ feelings and concerns. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Gathers information – Senses or gathers information about clients’ needs or feelings. Appears uninterested in the speaker, Listens attentively to learn about others’ Patiently encourages others to openly interrupts, or makes judgmental comments. concerns and feelings and helps them express their feelings. Misinterprets emotions and behaviors, or clarify their needs. Senses and interprets subtle changes in fails to consider the reasons behind them. Senses and interprets what others are others’ attitudes or behaviors. feeling based on their choice of words, Makes accurate inferences about emotions tone of voice, and non-verbal behavior. even when unexpressed. Asks probing questions to learn about others’ background to understand their needs and perspective. Expresses concern – Openly expresses understanding and concern for others. Makes statements that offend or show lack Acknowledges others’ concerns and Responds to others in ways that convey of understanding or concern for others. feelings in a respectful manner. interest in what they have to say. Responds to others using tones suggesting Delivers negative messages to others in a Builds mutual trust with others. disgust, anger, or lack of importance. constructive and sensitive manner. Shares appropriate personal experiences Anticipates others reaction to negative or with others to demonstrate empathy and controversial information to be provided. understanding. Stays positive, considerate, and Conveys difficult messages with a positive understanding at all times, even when tone and words (to the extent possible) and criticized or attacked by others. helps others effectively cope with the news Displays sensitivity of others’ or situation. circumstances and viewpoints. Displays empathy by smiling, nodding, etc. when appropriate. Recognizes others’ points of view when communicating information. Responds to needs – Responds appropriately and tactfully to the needs and feelings of others. Uses the same approach when responding Anticipates others’ reactions and responds Takes extra precautions to ensure actions to others, regardless of individual needs accordingly. will not offend anyone. and sensitivities. Alters own behavior to appropriately Provides difficult information in as positive Is too direct (or indirect) with others. respond to others’ individual needs. a manner as possible. Makes offensive comments. Maintains a pleasant disposition at all Finds creative, non-threatening ways to Gets argumentative or makes snide times. approach others about sensitive issues. comments during disagreements. Remains tactful and considerate in Provides encouragement to others situations that involve controversy, whenever appropriate. disagreement, or represent other emotional Helps others find creative ways to resolve strain. issues. Expresses information in a manner that does not offend individuals with differing points of view. Recognizes when to defer to those of higher status. INFLUENCE – Persuades others to support an idea or take a desired action. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Adjusts personal approach – Gains an understanding of the audience that one is attempting to influence, and uses that knowledge to adapt one’s influence strategies. Does not learn about the audience before Learns about the audience’s needs, Develops an understanding of the selecting an appropriate technique. concerns, interests, and perspectives in audience’s emotions, and conveys this order to identify an approach that is likely understanding to connect with them. to influence them. Finds examples and analogies that the Uses information and tailors discussion to audience can easily relate to in order to address the audience’s concerns or to persuade more easily. appeal to their interests. Shares personal examples and seeks Provides examples and analogies that are personal examples from the audience to relevant to the audience. build a connection and enhance the case Finds common ground with the audience being made. by describing the benefits of the position Ensures all audience members feel valued one is advocating in terms of what one and appreciated, and includes them in values and what others value. discussions to help build support for ideas. Obtains buy-in – Establishes credibility and gains support for and commitment to ideas. Communicates unenthusiastically, Presents own ideas and seeks suggestions Targets influential decision makers; builds insincerely, or with arrogance. from others. support behind the scenes to gain support Acts in a biased or close-minded manner. Involves others in processes or decisions for ideas. Relies on self as the sole source of to gain their support and commitment. Enlists experts or third parties to influence influence, or relies solely on status or Establishes credibility with audiences by others, or uses other indirect strategies. position. acquiring expertise in the subject matter Assembles coalitions and works closely and demonstrating mastery of it. with them to build support for ideas. Acts impartially and is open to others’ Cultivates positive, trusting relationships viewpoints. with others in order to influence them more Offers trade-offs or exchanges to gain readily when needed. commitment when necessary. Inspires action – Communicates a sound rationale and presents compelling information to motivate others to take action. Uses the same approach each time when Carefully prepares the rationale and Organizes information so that facts and attempting to influence others. collects supporting evidence. ideas build upon one another logically to Provides unsupported arguments. Delivers information in a logical, easy-to- lead the audience to a specific conclusion. Presents information in a way that is understand manner. Deliberately gives or delays information at difficult for others to follow. Conveys the rationale in a manner that planned times to gain specific effects. Fails to anticipate or prepare for the engages the audience and helps them Reinforces one’s position and engages audiences’ questions or reactions. understand and relate to it. others with striking data mixed with Explains how own positions address compelling stories and images. others’ needs and priorities. Makes multiple attempts to persuade Identifies and presents information that will others, or presents multiple arguments in have a strong and lasting effect on others. support of a position. Uses stories, analogies, or examples to Structures situations (e.g., the setting, clarify, illustrate, and emphasize key persons present, sequence of events) to points. create a desired impact and maximize the chances of a favorable outcome. Creates and uses presentations and graphics that display information clearly Anticipates resistance to arguments and and with high impact. prepares to address them. Thinks before speaking using thoughtful, Invokes emotion to increase impact on measured words. others. Provides complete, balanced information Effectively uses charm and humor to and answers questions fully. engage the audience and make a lasting impression. Presents information with energy and enthusiasm. Skillfully uses body language, voice inflection, and energy to engage the Opens discussions by describing request audience and sustain their interest. or expectations in a way that provides clarity and excites interest. INITIATIVE – Displays a high level of effort and commitment towards completing assignments and goals. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Works diligently – Maintains a consistent, high level of productivity. Only puts forth the minimum effort to Consistently puts forth a high level of effort Strives to exceed job expectations. complete a required task. towards completing assigned tasks and Displays a high level of energy, urgency, projects. and enthusiasm at all times. Devotes an adequate amount of time and Devotes extra time to important tasks to effort to assigned tasks. ensure highest quality work. Completes work with minimal need for Makes repeated attempts to overcome direction and support. obstacles, evaluates progress, and changes approach as needed. Perseveres – Persists when facing unexpected obstacles or setbacks. Gives up easily when things to do not go Attempts to overcome obstacles and Responds to setbacks with renewed and as planned. setbacks. increased effort. Stays focused and positive in spite of Makes repeated attempts to overcome distractions and interruptions. obstacles, evaluates progress, and changes approach as needed. Initiates work – Independently identifies what needs to be done and does it. Does not seek additional work when tasks Promptly finds additional productive work Independently implements new ideas and are completed or during slow times, or to perform when own duties are completed. starts projects on his or her own. waits to be asked. Independently learns new processes. Fails to initiate work or independently complete assignments. Makes improvements – Proactively identifies areas to improve and recommends changes. Looks for the easiest solution to most Looks for new or better ways to carry out Commits significant resources and/or time problems. tasks and makes or suggests changes. to improve the work unit’s performance. Continues to use inefficient processes Identifies and removes obstacles that may Identifies ways to improve organizational without trying anything different. interfere with potential improvements. processes and outcomes and pushes to implement them. Achieves goals – Exerts a high level of effort and commitment towards achieving goals. Makes excuses to avoid taking on Sets challenging goals for oneself. Voluntarily sets work-related goals in a additional work or complains about the Willingly accepts assignments or goals set variety of areas. work assigned to them. by management. Volunteers to take on additional Does not put forth sufficient effort to Displays a high level of effort and challenging work assignments. achieve goals or meet deadlines. commitment toward completing goals in a Does all that is necessary to accomplish Does not set goals or chooses easily timely manner. goals even if it is not normally part of own reached goals. Tracks progress towards achieving goals. duties. Meets standards set by management. Achieves goals ahead of schedule. Attempts to surpass past performance levels or standards set by management by taking risks and trying new work methods. PLANNING & ORGANIZATION – Sets priorities, schedules activities, acquires resources, and monitors progress to ensure the successful completion of projects and assignments. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Prioritizes work – Identifies more/less critical activities and assignments and establishes and adjusts priorities. Focuses on urgent, trivial tasks while Prioritizes tasks and assignments based Takes organizational and/or team goals neglecting critical, long-term tasks. on importance and urgency. into consideration along with importance, Focuses on the critical few tasks and puts urgency, and others’ schedules when Fails to adjust priorities or recognize the trivial tasks aside. need to do so. prioritizing tasks. Regularly evaluates progress toward goals and adjusts priorities accordingly. Identifies tasks and resources – Determines project/assignment requirements by breaking them down into tasks and identifying the types of resources and people needed. Fails to consider the resources needed or Develops objectives and desired end Clearly defines the sequence of tasks fails to plan ahead to ensure they will be results for assignments and projects. involved in a project. available when needed. Analyzes the situation and resource needs for each project and assignment. Engages in long-term planning to obtain Overlooks small, but critical, steps when the resources (people, material, funding, Identifies and obtains the people and planning a project. and support) needed to get things done resources to get things done. Fails to plan and allow for contingencies. with the highest possible efficiency. Obtains approval for plans from all involved Makes plans that are unorganized. parties. Identifies time and cost constraints and estimates requirements. Identifies the steps or tasks involved in projects and develops a project schedule or work breakdown schedule. Manages schedules and timelines – Allocates appropriate amounts of time for completing work; develops timelines and establishes milestones. Fails to plan for contingencies. Prepares realistic schedules. Coordinates schedules with others impacted by plans. Establishes unrealistic deadlines. Sets deadlines and sticks to them. Foresees potential roadblocks and Does not evaluate progress regularly or Establishes milestones to periodically develops contingencies to redirect tasks so keep supervisor informed. evaluate progress. momentum is not lost. Misses important deadlines and completes Anticipates and resolves problems that Accurately determines the time assignments late. may impact the timely completion of work. commitment and difficulty of projects/ Maintains awareness of time allotted and assignments. deadlines in order to ensure they are met. Identifies clear, realistic and measurable outcomes for projects; and plans for Keeps supervisor informed of progress. evaluation. Concentrates efforts on the most important Evaluates actions and timelines against priorities. agency mission or goals. Effectively allocates own time to complete Identifies areas where time isn’t utilized work. Secures assistance or adjusts fully and makes changes. schedule if it appears that work may not be Skillfully discriminates between urgent and completed on time. important tasks and balances time Readily handles multiple tasks at the same appropriately. time. Remains acutely aware of timeframes and successfully completes assignments ahead of schedule. Leverages resources – Takes advantage of available resources (individuals, processes, agencies, and tools) to complete work efficiently; coordinates with internal and external individuals or groups. Attempts to complete work on own, when it Identifies resources that may be useful. Anticipates the potential impact of external would be beneficial to consult others. factors on projects and makes plans in Readjusts resources based on progress. advance to compensate for the Plans schedules without coordinating with Coordinates schedules and planning unexpected. others. efforts with other affected work units. Clearly communicates details of plans to others who are involved, creating structure for on-going communication and interaction. Stays focused – Uses time effectively and prevents irrelevant issues or distractions from interfering with work completion. Works on tasks in order of assignment Follows plans closely, despite difficulty and Creates flexible, organized plans that allow without regard to importance. setbacks. for continuous changes to be made. Takes prompt action to resolve delays to Focuses on irrelevant or unimportant tasks ensure deadlines will be met. Keeps clear, detailed records of activities due to a failure to prioritize. related to accomplishing goals. Develops or uses systems to organize and Becomes distracted and fails to give keep track of information, priorities, and Knows status of own work at all times. projects the needed attention. deadlines (e.g., “to do” lists, appointment calendars). PROBLEM SOLVING – Analyzes problems and makes sound recommendations. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Recognizes problems and opportunities – Recognizes potential problems, issues, or challenges and determines whether action is needed. Assumes that problems that have not been Recognizes signs that may indicate Recognizes potential problems and corrected or eliminated can’t be. problems. opportunities that are difficult to detect. Fails to act on potential opportunities. Identifies potential problems and opportunities and takes prompt action when appropriate. Identifies separate and distinct issues to help clarify potential problems and determine if analysis is needed. Gathers information – Identifies and collects information needed to understand and analyze problems; weighs the relevancy and accuracy of the information. Fails to gather adequate information to Recognizes information that is pertinent. Recognizes when information is missing, identify the causes of problems. Collects information from multiple relevant or requires verification. Gathers excessive or irrelevant sources. Collects pertinent information from a wide information. Recognizes when adequate information variety of sources, including uncommon or has been obtained. unusual sources. Distinguishes between relevant and Efficiently gathers all immediately available irrelevant information. information before acting in crisis situations. Interprets information – Integrates information from a variety of sources and detects trends, associations, and cause-effect relationships. Identifies the symptoms rather than the Understands how each part of an issue Identifies patterns or connections between causes of problems. affects another and uses this information to situations (or pieces of information) that Gets overly concerned with details and solve problems. are not obviously related. fails to notice larger, underlying issues. Identifies all likely causes of problems. Identifies all key or underlying issues in Uses one or two sources when integrating Finds trends, associations, and cause- complex situations. information on important issues. effective relationships. Acknowledges when something isn’t Identifies incorrect or unsupported cause- Breaks down problems into smaller parts to known and takes steps to figure it out. effect relationships. understand and define them better. Generates / evaluate alternative actions – Identifies alternative solutions to problems and identifies/weighs the pros and cons of each. Fails to identify a sufficient number of Spends ample time brainstorming Thinks outside the box to generate new reasonable, alternative solutions. alternative solutions. and unique alternatives. Only identifies solutions that worked in the Looks for common factors in different Searches for and analyzes new ideas from past, and tries to force-fit them. problems and determines if previously others and assesses their potential Generates impractical or irrational options. successful solutions can be used or relevancy. modified. Recognizes situational subtleties and Fails to thoroughly think through the impact and implications of each alternative. Identifies and considers the probable discrepancies in supporting information impact of each alternative, including costs, when evaluating alternatives. Does not consider past/similar experiences benefits, risks, and chances for success. when evaluating options. Develops decision criteria to methodically Evaluates experiences with similar evaluate and compare the potential impact, Prematurely draws conclusions and fails to situations to assess potential impact. consequences, and feasibility of fully evaluate each alternative. implementing each alternative. Uses both a short- and long-term Allows previous poor decisions (e.g., sunk perspective when evaluating alternatives. Maintains total objectivity by being aware costs) to influence current decisions. of personal biases and preferences, and Anticipates obstacles and thinks ahead Ignores selective information drawn from about next steps for each alternative. ensuring they do not influence decisions. analysis and recommends impractical, Considers or selects harder (e.g., ineffective, or biased solutions. Recommends solutions that are consistent with available facts and constraints. unpopular, more complex), long-term Chooses a course of action based solely solutions over more immediate fixes. on short-term gains without regard for long- term consequences. RELATIONSHIP BUILDING – Works to build and maintain friendly relationships with people who can, or might someday be able to, provide information, assistance, or support. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Identifies needs – Identifies the need for relationships, both in and outside the organization, that may be beneficial now or in the future. Fails to recognize the potential value of Identifies individuals or groups whose Proactively identifies uncustomary or relationships and networks. assistance, cooperation, and support may diverse individuals or groups whose Continues to use the same contacts be helpful and makes plans to initiate relationships have the potential for without considering new possibilities. relationships. providing long-term value to the agency. Does not recognize opportunities in which Makes plans to networks with a variety of Looks for opportunities to personally others may be able to provide support or individuals outside the organization to introduce self and others to key outside assistance. create a broad resource for future contacts, or make arrangements for information sharing needs. working together. Initiates relationships – Proactively works at building or maintaining mutually beneficial relationships with others. Declines invitations to socialize or avoids Extends oneself and consciously works at Accurately recognizes others’ perspectives social interactions. building rapport with others. and unspoken needs or concerns. Does not take the time necessary to Accepts invitations or other friendly offers Educates self on roles of others in network maintain good relations with others. from others, and is receptive to others to recognize opportunities for collaboration Avoids opportunities to broaden networks initiating relationships with self. or mutual support. of contacts, or go outside the unit/agency. Relates to others in a way that makes Finds opportunities to help others in own Builds one-sided relationships; does not them feel respected, appreciated, and network and creates results that benefit put anything back into relationships. valued. both parties. Rejects others’ attempts to build Shows a personal interest in others’ work- relationships. related activities or interests. Shares personal information to create a common ground. Identifies and communicates common interests and mutual benefits to help establish relationships. Maintains regular contact with those in network to build rapport. Provides information and support to others to build a basis for future reciprocity. Respects relationships by keeping commitments, being responsive to their needs, and sharing ideas and information. Expresses appreciation to others who have provided information, assistance, or support. Utilizes relationships – Uses relationships to share and gather information, seek input into problems, and identify opportunities. Does not utilize available contacts for Uses contacts to share ideas, discuss Uses networks to gain access to sources of information needs. opportunities, and keep current on influence or information of strategic Does not recognize opportunities in which professional and technical issues. importance. others may be able to provide support or Takes advantage of and applies the Uses networks to market the agency’s assistance. knowledge, talent, and experience of programs and build support needed to expert contacts to help solve problems. achieve long-range goals. Uses relationships to create a foundation for influencing others in the future. TEAMWORK – Works cooperatively with others and promotes a friendly work climate in order to achieve shared goals. UNSATISFACTORY PERFORMANCE SUCCESSFUL PERFORMANCE EXCEPTIONAL PERFORMANCE Develops positive relationships – Develops positive relationships with coworkers and treats all coworkers with courtesy and respect. Works cooperatively with some people but Treats all others with a respectful, Consistently puts team goals ahead of not others. courteous, and professional manner. individual goals. Antagonizes others or encourages conflict Maintains positive relationships even under Actively seeks to eliminate “cliques” and among coworkers. difficult circumstances. works to include others in discussions and Treats others with hostility or indifference. Supports and defends group decisions, work activities. Leaves tasks for others to finish. even when such decisions may not entirely Helps others feel valued and appreciated. reflect one’s own position. Demonstrates sensitivity to others’ needs Does not give input in meetings; avoids sharing thoughts or ideas. Cooperates with others, and only engages and offers support. in conflict when necessary. Sacrifices own interests, and instead Inappropriately competes with others. Expresses disagreement with others identifies and seeks common interests to Insists upon own interests and does not constructively and professionally. resolve conflict. offer concessions to resolve conflict. Displays patience with others. Assists in mediating between team Uses inappropriate or disrespectful members to resolve conflict, without language when interacting with others. Offers meaningful concessions to resolve conflict with others. requiring help from the supervisor. Is argumentative, uses negative sarcasm, or makes tactless, offensive comments. Shares credit for good ideas and accomplishments with others. Supports coworkers– Supports coworkers and provides assistance when needed. Talks down or rudely to others. Is dependable and does his or her fair Volunteers to provide backup to coworkers Tries to damage the image of others and/ share of the work. in their absence. or openly criticizes others’ suggestions. Accepts requests for assistance from Takes on additional responsibility without others. hesitation to help the group. Assists others by temporarily filling in as Defends others when appropriate (e.g., needed. when unfairly criticized). Speaks positively about coworkers. Protects and promotes the group’s Makes encouraging comments to others reputation with outsiders. and supports their ideas. Gives honest and constructive feedback. Supports team decisions. Helps others resolve technical issues in own areas of expertise. Keeps coworkers informed – Openly shares information, knowledge, and expertise with coworkers. Withholds information or knowledge from Passes on pertinent information about Informally mentors or helps train new or coworkers. developments to others involved in group struggling employees. Does not volunteer skills or ability to help efforts. Facilitates communication between others work groups reach goals. Fully contributes own expertise in group experiencing conflict who have previously Waits for others to solve interpersonal/ projects. been unable to solve problems. team conflicts and problems. Regularly initiates communication to help Shares general information with others Does not share concerns or overlooks the solve interpersonal/team conflicts and who might find it useful. concerns of others. problems. Makes helpful suggestions and shares ideas and tips. Is open with others and shares concerns. Solicits coworker input – Solicits input from coworkers and involves them in team decisions. Dismisses opinions or suggestions from Asks for opinions and suggestions from Prompts others to play an active role in the others in a discourteous manner. others to help form plans or make specific group. decisions. Expresses sincere appreciation for others’ Listens and responds constructively to input and shows a willingness to learn. others’ ideas, viewpoints, and feedback. Involves others fully in team decisions and actions.
Pages to are hidden for
"Communication"Please download to view full document