Updated WYN Competency Dictionary with 8 · PDF fileCOMPETENCY DICTIONARY Wyndham Worldwide...

Wyndham Worldwide 2011 Competency Dictionary - 1 -

Competency Dictionary

COMPETENCY DICTIONARY


Professional Development at Wyndham Worldwide We believe in our unique competitive strength are our associates whom deliver outstanding performance in the world and in their local marketplace. The development of our associates is key to our long-term success and a top priority of the company.

How to Use This Guide This guide helps further define the Wyndham Worldwide competencies and provides all associates with the skilled behaviors needed at each band level. Associates at higher band levels are to demonstrate the competency behaviors in their designated band as well as demonstrate those behaviors in the bands below their level. Upon review of the competencies and discussion with your manager, you may determine that there are specific behaviors or competencies that need further development. This can be included in the Development Plan as part of the Performance Management process.

Band Levels A Associate

P Professional

M Management

SM Senior Management

EM Executive Management

Please consult with your local Human Resources team should you have any questions regarding your band level.


TABLE OF CONTENTS

HOW TO USE THIS GUIDE .......................................................................................................................................

BAND LEVELS ...........................................................................................................................................................

............................................................................................................................................................

BUSINESS ACUMEN .................................................................................................................................................

BUILDING TRUST ......................................................................................................................................................

COMMUNICATION .....................................................................................................................................................

COUNT ON ME! ........................................................................................................................................................

DRIVING RESULTS ..................................................................................................................................................

INNOVATION

LEADERSHIP EFECTIVENESS ...............................................................................................................................

VALUING DIVERSITY ...............................................................................................................................................

QUICK REFERENCE BY BAND ...............................................................................................................................

“A” BAND..................................................................................................................................................................“P” BAND..................................................................................................................................................................

“M” BAND .................................................................................................................................................................

“SM” BAND...............................................................................................................................................................

“EM” BAND AND ABOVE........................................................................................................................................

2

2

4

6

9

12

15

19

23

27

29

29

31

33

35

37



Business Acumen

Analyzes: Accurately performs substantial quantitative financial calculations and/or understands the implications of financial graphs, charts, tables, etc.

Integrates: Integrates financial data effectively, allowing for the identification of key issues and decision-making criteria and the determination of strategies and plans.

Understands: the application of financial strategies and systems: Uses appropriate financial strategies and systems to maximize cash flow and limit risk to the organization

“A” Band Articulates Wyndham Worldwide’s or Business Unit’s mission, vision, core values, business priorities and strategic goals

Demonstrates in-depth knowledge about Wyndham Worldwide’s or Business Unit’s products, customers, markets & transaction systems

“P” Band Consults with appropriate stakeholders to resolve issues or concerns

Explains to team members internal organizational structures and relationship among different functional groups

Provides direction on when to properly use policies and procedures

Articulate the role team members play in achieving the goals of the Business Unit

“M” Band Explains to team members the impact of issues on other groups/stakeholders

Focuses on core priorities of the business

Monitors and reviews team performance and budget against forecast

Consults with appropriate stakeholders to obtain agreement or remove barriers

Understands how to navigate the organization in order to meet business goals and objectives

“SM” Band Articulates Business Unit’s/department’s business direction, key drivers, and

Understanding and utilizing global economic, financial, and industry data to accurately diagnose business strengths and weaknesses, identify key issues, and develop strategies and plans.

objectives

Establishes forecasts and budgets

Recognizes organizational limitations – what is possible at certain times

Is aware of and responsive to external influences (positive or negative) on the organization

Recognizes the characteristics and impact of organizational culture



“EM” Band and Above

Develops in-depth knowledge and understanding of the market

Identifies business opportunities to enhance customer relationships, product offerings, technology improvement & new market segments

Explains to team members short-term and long-term business challenges and the relationships between short and long term goals

Establishes corporate networks within Business Unit and Wyndham Worldwide

Seeks to shape the organizational culture in support of the organization’s mission


Developmental Activities

Read business publications to track relevant industry trends and identify marketplace opportunities (e.g., Wall Street Journal, Portable MBA, etc.)

Read industry-specific publications.

Attend professional conferences and network with professionals in your industry.

Take a finance course and/or business course that stretches your knowledge.

Review past business and financial data and identify trends and relationships which drive both successful and unsuccessful business decisions.

Volunteer to manage the accounts for a community organization.

Volunteer for a community project involving significant business activity (e.g. acquiring a new building, negotiating a lease, etc.).

Observe colleagues who make successful business and financial decisions. Note the strategies they use to analyze, interpret, and utilize data.

Learn your customers’ businesses by reviewing annual reports, industry-specific information, etc.

Volunteer for cross-functional assignments or task forces to learn more about the organization and business.

Take a finance course to enhance your understanding of the organization’s financial systems and how these integrate with other data.

getAbstract Resources

Break from the Pack, Oren Harari

What Happy Companies Know, Dan Baker, Cathy Greenberg and Collins Hemingway

Smart Things to Know About Business Finance, Ken Langdon and Alan Bonham

Manager’s Toolkit, Harvard Business Review

Business Strategy, Jeremy Kourdi

Know-How, Ram Charan



Building Trust

Interacting with others in a way that gives them confidence in one’s intentionsthose of the organization.

Operates with dignity: Demonstrates honesty; keeps commitments; behaves in a consistent manner.

Discloses own position: Shares thoughts, feelings, and rationale so that others understand personal positions.

Remains open to ideas: Listens to others and objectively considers others’ ideas and opinions, even when they conflict with one’s own.

Supports others: Treats people with dignity, respect, and fairness; gives proper credit to others; stand up for deserving others and their ideas even in the face of resistance or challenge.

“A” Band Demonstrates system integrity consistently, fairly and is honest with members about what can and can’t be done in relation to member accounts.

Takes personal responsibility for establishing, agreeing to, and keeping performance related commitments.

Is reliable, consistent and focuses on the positive, makes self available when needed to perform additional tasks.

Openly acknowledges others for their contributions

“P” Band

Demonstrates an open communication style including listening and responding with empathy to the concerns of others, asks others for their ideas and involvement and openly discusses difficult topics.

Evokes trust from others by clearly establishing how they will provide support without over promising and follows through on their commitments.

Behaves consistent with organizational vision and values.

Appreciates differences and ensures all associates are valued for their specific skills.

Articulates the specific contributions of others and ensures all contributors receive due credit and recognition for their actions.

Provides honest feedback without avoiding the real issues.

“M” Band

Develops and sponsors initiatives that foster open communication

Demonstrates open communication by fostering an open door policy

Behaves consistent with organizational vision and values

Challenges the status quo and validates operating assumptions

Demonstrates personal accountability and holds others accountable

Promotes organizational values through leading by example

Delegates responsibility, showing confidence in others while providing support and guidance

Promotes and advocates for team members

and



“SM” Band Develops and champions initiatives that foster open communication

Challenges the status quo and evaluates the effectiveness and impact of communication initiatives



Develops and promotes organizational values of trust and accountability

Develops programs to recognize the unique skill set and contribution of all

associates

Develops and sponsors programs that promote associates


Develops a vision for open communication


Fosters a culture of Trust




Think of someone in your life whom you trust deeply. Ask yourself why you trust that person, write down the reasons, and try to think of examples that illustrate those reasons. Then, when dealing with others, ask yourself how this trusted person would react and try to model those behaviors.

Brainstorm to create a high-trust vision—what you’d like to see, hear, or feel during interactions with your team. Determine which areas in your vision currently have the greatest gap with reality. Make a list of things you need to change to eliminate those gaps.

Try to react objectively to others’ ideas. Make every effort to fully explore their suggestions, even when you don’t agree.

Make a point of being on time for meetings and returning phone calls as soon as possible.

Whenever you make a promise, make sure that you record what you and the other party expect. Follow up on your promises and make sure you are meeting others’ expectations consistently.

When dealing with bad news, avoid sugarcoating it. The next time someone makes a mistake, be specific in describing what happened, all the while being sure to maintain the person’s self-esteem by keeping your focus on the issue or problem, not the person. Then work with the person to plan a way to avoid the same problem in the future.

Monitor your body language and tone of voice when interacting with others.

Work at improving eye contact, gestures, and enthusiasm. Make sure your body language and tone of voice agree with your message and actions.



The Speed of Trust, Stephen M.R. Covey and Rebecca R. Merrill

Trust and Betrayal in the Workplace, Dennis S. Reina and Michelle L. Reina

Building Trust at the Speed of Change, Edward M. Marshall

Decent People, Decent Company, Robert L. Turknett and Carolyn N. Turknett

Moral Intelligence, Doug Lennick and Fred Kie




Communication Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the messages.

Organizes the communication: Clarifies purpose and importance; stresses major points; follows a logical sequence.

Maintains audience attention: Keeps the audience engaged through use of techniques such as analogies, illustrations, body language, and voice inflection.

Adjusts to the audience: Frames message in line with audience experience, background, and expectations; uses terms, examples, and analogies that are meaningful to the audience.

Ensures understanding: Seeks input from audience; checks understanding; presents message in different ways to enhance understanding.

Adheres to accepted conventions: Uses syntax, pace, volume, diction, and mechanics appropriate to the media being used.

Comprehends communication from others: Attends to messages from others; correctly interprets messages and responds appropriately.

“A” Band Demonstrates understanding of critical issues and points in the message Seeks to understand others and learn through listening Exhibits a positive manner at all times in talking to customers or colleagues

“P” Band

Demonstrates effective active listening skills

Provides team members positive and constructive feedback

Communicates (in speech or writing) clearly and openly

Adapts messages and/or communication style to the audience

Seeks to understand differences of opinion

Has a good use of vocabulary

Is able to listen to and consider the opinions of others

Works hard to ensure that all relevant bodies are included in the communication process

Selects most effective type of communication for situation

Actively promotes communication between own department and others



“M” Band Displays professionalism and use appropriate verbal and non-verbal communication skills

Demonstrates empathy and builds on other people’s ideas during conversations

Personalizes communication to make it relevant to the audience

Excellent clarity of expression

Adjusts to audience reaction and holds attention

Listens empathically

“SM” Band

Creates a sense of excitement and commitment around the message being communicated

Plans and employs the appropriate medium, channel and format to enhance understanding and retention of the message

Models an open and honest communication style to create an environment of empowerment

Communicates in a timely manner

Presents arguments clearly

Consults all stakeholders prior to communication

Fosters open communication and candid discussions with people at all levels of the organization

Establishes communication structures to systematically disseminate information


Creates a culture of open communication and trust

Establishes communication structures to systematically disseminate information and capture the voice of the employees


Promotes upwards, downwards and lateral communication




Take part in a role playing scenario where good listening skills are critical. Verbalize what you heard your colleague say and compare what you heard with what they were trying to say. Did you get their message? If not, what did you miss out on? Discuss what you might do better in the future to improve your listening skills.

Ask for the responsibility of presenting a new work process or procedure to co-workers.

Volunteer to make a presentation on an emerging topic to leaders or peer groups in your organization.

Volunteer to design and deliver a presentation to your co-workers on a work-related subject or topic for which you have expertise.

Arrange with a coworker ahead of your next presentation to provide you with constructive feedback immediately following the presentation.

Observe and learn from the speeches and presentations made by your organization's leaders or experienced peers.

Observe effective presenters in your organization, in public forums, and on television. Analyze the practices and behaviors that make them effective and identify how to incorporate them into your own presentations.

Practice your oral communication skills by volunteering to speak in front of groups. Opportunities in your community can be good practice.

Attend meetings in which you communicate to a variety of people. Debrief the meeting with them afterwards, focusing on what you wanted to communicate to each person, what your strategy was, what you actually did and said, and what the results were.

Prepare a two minute ―elevator speech‖. An ―elevator speech‖ is a short description of what you do, or the point you want to make, presented in the time it takes an elevator to go from the top floor to the first floor or vice versa.

Find articles on how to improve you’re ―active listening‖ skills.

Powerful Communication Skills by Colleen McKenna

The Fine Art of Small Talk by Debra Fine

The Art of Connecting by Claire Raines and Lara Ewing

The Connect Effect by Michael Dulworth

Working Relationships by Bob Wall




Count On Me! Cultivating strategic customer relationships (with external and internal customers) and ensuring that the customer perspective is the driving force behind all value-added business activities.

Seeks to understand customer: Actively seeks information to understand customer circumstances, problems, expectations, and needs.

Educates customer: Shares information with customer to build their understanding of issues.

Maintains customer trust: Listens and responds with empathy to customer issues or ideas; acknowledges customer contributions to discussion in a manner that maintains esteem.

Takes action to meet customer needs and concerns: Considers how actions or plans will affect customer; responds quickly to meet customer needs and resolve problems; avoids over-commitments.

Develops a partnering relationship: Adopts a long-term perspective in developing mutually beneficial business relationships with customers.

Recognizes customer service issues: Identifies when actions or decisions will affect the customer in a positive or negative way; expresses concerns to others

Creates win/win solutions: Uses understanding of customer needs and expectations to generate mutually beneficial solutions or alternatives.

“A” Band Articulates the needs and expectations of internal and external customers

Handles customer complaints effectively and efficiently

Builds and maintains effective relations with customers (internal /external)

Articulates the underlying need of the customer’s request

Listens and seek feedback proactively from the customer

“P” Band Reviews customer feedback regularly to identify improvement opportunities

Takes ownership to resolve customer dissatisfaction issues with a sense of urgency

Is an advocate for the customer (internal and external)

Explains how team members' daily work affects the customers and their perception of BU/Wyndham Worldwide

Treats team members as internal customers and enables them to succeed



“M” Band Knows BU’s competitive position in the eyes of the customer

Establishes service quality standards based on customer requirements

Identifies ways to outperform competition in meeting high-importance customer needs

Creates policies and processes to make BU/Area easy to do business with

Openly communicates to the team that customer service comes first

“SM” Band Creates a customer-focused environment in the organization

Develops and strengthens customer relationship and loyalty

Establishes business direction taking into account customer’s long-term and short-term needs

Establishes structures to systematically capture the voice of the customer

Recognizes unspoken customer needs and identifies opportunities to create new value for customers

Becomes a critical element of the customer’s value chain & decision making process


Constantly investigates and analyzes external indicators to plan for customer future needs

Directs his / her team to ensure customer trust and respect for the area and organization

Establishes strategic plans oriented to offer superior customer service (internal/external)

Establishes and nurtures long term relationships with customers, regularly inviting feedback and suggestions


Outside work, watch people interact with service providers, looking for behaviors and reactions. Note your own reactions when interacting with service providers in a store or restaurant. Note actions that impress and dissatisfy you. Use these as examples for improving your organization’s customer service.

Call into your organization with the mindset of a customer. Would you be impressed with the response you get?

Read books and articles on customer service.

Clarify how far you can go in terms of cost, time, etc., to satisfy customer needs. Communicate these parameters clearly to your staff members.

Observe managers whose groups provide excellent customer service. Discuss their approaches to structuring work processes, staff development, client interactions, etc., with them.



Customer Care Excellence: How to Create an Effective Customer Focus by Sarah Cook

Super Service: Seven Keys to Delivering Great Customer Service by Val Gee and Jeff Gee

Customer Culture: How FedEx and Other Great Companies Put the Customer First Every Day by Michael D. Basch

Global Call Centers: Achieving Outstanding Customer Service across Cultures & Time Zones by Erik Granered

Positively Outrageous Service by T. Scott Gross

Service Magic: The Art of Amazing Your Customers by Ron Zemke and Chip R. Bell




Driving Results

Setting high goals for personal and group accomplishment; using measurement methods to monitor progress toward goal attainment identifying and understanding issues, problems, and opportunities, using effective approaches for choosing a course of action or developing appropriate solutions

Targets opportunities: Systematically evaluates business opportunities and targets those opportunities with the greatest potential for producing positive business results.

Establishes stretch goals: Establishes stretch goals for self and others that are designed to achieve positive business results.

Achieves goals: Works tenaciously toward and derives satisfaction from achieving stretch goals related to positive business results.

Stays focused: Remains self-disciplined; measures progress and evaluates results; reprioritizes as appropriate; prevents irrelevant issues or distractions from interfering with timely completion of important tasks.

“A” Band Produces high quality work products/services as measured by the customer

Knows what is expected and delivers on promise

Takes pride in own work

Takes responsibility to address customer needs and resolve customer issues

Takes responsibility to surface and escalate customer needs and wants to management teams

“P” Band

Strives continually to increase individual and team performance

Takes ownership of own team’s performance and takes responsibility for decisions

Identifies issues affecting performance and takes appropriate actions

Recognizes the impact of decisions made on team members and the organization

Exhibits a sense of urgency around top priorities

Links day-to-day operations to organizational goals

Follows the levels of authority for decision making in the organization

Empowers team members to make decisions in addressing customer issues

Escalates issues beyond authority to line management



“M” Band Translates goals and priorities into action plans

Uses available resources effectively to achieve objectives

Learns, disseminates and applies best practices in job

Tracks/reviews results and measure success against goals

Identifies trends/root causes and takes action so desired results are achieved

Supports and promotes unpopular but necessary decisions within the business

Knows what information is needed to make a good decision, but is willing to take risks to make decisions to meet customer/employee/company needs

Makes timely decisions even with incomplete information or in ambiguous situations

“SM” Band Sets goals and measures for organizational performance

Obtains and assigns the right resources to the right tasks in order to achieve desired results

Adjusts course of action based on changed priorities

Holds people accountable for results

Delegates with appropriate guidance to enable decision making by team members

Empowers and motivates team to reach goals, take risks and make timely decisions to meet customer or business needs

Establishes boundaries and authority for different levels of decision making within the organization


Develops and improves business processes to drive execution excellence Establishes budget and provides necessary resources to achieve results Removes barriers to support employees’ effort to achieve results

Creates an environment of empowerment and risk-taking for decision making Treats unsuccessful decision making as ―lessons learned‖

Rewards risk taking and successful decisions

Development Activities

Set goals or objectives for performance and success which are beyond your position’s description or scope of responsibility; gauge success in terms of business results. Encourage your staff members to do the same.

Take calculated risks to increase your successes.

Let your staff know how they contribute to business success. Create an environment that encourages them to increase their contributions.

Anticipate potential project obstacles and problems and develop contingency plans during a project’s start-up phase.



Confront and document obstacles immediately throughout a project to ensure success.

If a project seems to be failing, be willing to look at alternatives for success, make necessary changes, or start over.

Look on potential project problems as motivators for success rather than inhibitors.

Encourage others to take ownership of a process improvement initiative or project without direction or delegation from you and assume full responsibility for its success

Take charge of your success, and encourage others to do the same, by lending support without creating dependency.

Respond to inefficient processes, mistakes, or quality problems in products and services. Hold staff members accountable for taking the initiative to fix problems.

Create an environment that makes it easy for staff members to suggest and act on process or quality improvements.

Be a resource and a role model on how to achieve success either independently or as part of a team.

Volunteer for difficult or undesirable projects that no one else wants to take on.

Recognize staff members who volunteer for difficult or undesirable projects.

As a project or task is being completed, anticipate the next project and start

working on it.

Operate with a strong sense of urgency to increase your motivational drive, as well as that of others.

Be a flexible team player by welcoming change, adapting quickly, and reacting effectively.

Demonstrate enthusiasm and commitment to projects and adversities as a way of motivating yourself and others.

Present a can-do attitude; approach challenges with optimism and vigor.

Reinforce yourself and others by recognizing and rewarding people when they achieve their goals.

Involve others in setting business goals; inform them of the results.

Publicly recognize individual achievers who contribute to the team’s success by exceeding the scope of their position.

Set priorities consistent with you and your team’s goals. Establish priorities that will exceed expectations.

Establish milestones and check-in times and dates to ensure that progress toward goals is on track.

Ensure access to necessary resources.

Utilize staff by delegating effectively and empowering others to exceed expectations.

Create a ―pros‖ and ―cons‖ decision making template. List all of the ―pros‖ in one column and the ―cons‖ in the second column. Problem solving will lead to effective decisions!

DevelopmentalActivities continued



DevelopmentalActivities continued

Create a S.M.A.R.T. goal planning template. Having a clear vision towards a goal will aid in effective decision making

Ask for feedback on a major decision that you’ve made. Seek guidance from those you trust and respect.


Results-Based Leadership by Dave Ulrich, Jack Zenger and Norm Smallwood

Execution: The Discipline of Getting Things Done by Larry Bossidy and Ram Charan

Making Strategy Work: Leading Effective Execution and Change by Lawrence G. Hrebiniak

Get it Done! A Blueprint for Business Execution by Ralph Welborn and Vince Kasten

From Strategy to Execution: Turning Accelerated Global Change into Opportunity by Daniel Pantaleo and Nirmal Pal

Decision Making: 5 Steps to Better Results by Harvard Business Essentials

Decision Making Using Game Theory: An Introduction for Managers by Anthony Kelly

Judgment in Managerial Decision Making by Max H. Bazerman

Choosing the Right Thing to Do: In Life, at Work, in Relationships, and for the Planet by David A. Shapiro



Innovation Generating innovative solutions in work situations; encouraging others to seek opportunities for different and innovative approaches to addressing problems and opportunities; facilitating the implementation and acceptance of change within the workplace

Challenge paradigms: Approaches tasks from a questioning perspective. Willing to challenge concepts and ideas and present creative alternatives.

Leverages diverse resources: Looks beyond immediate pool of resources in formulating ideas. Utilizes various resources (fields of research, departments, regional information, etc.) for inspiration and idea formation.

Thinks expansively: Is able to brainstorm and view ideas and situations from multiple perspectives. Gathers information from various schools of thought.

Evaluates multiple solutions: Evaluates information from various sources and therefore avoids premature closure of thought.

Ensures relevance: Identifies pertinent information and areas for innovation that directly addresses work related issues.

“A” Band Does not give up easily when things become difficult

Shares thoughts / new ideas

Looks proactively for opportunities to embrace changes and move forward business objectives

Displays tolerance, respect and acceptance for changes

Accepts change initiatives and effectively modifies behavior to meet new guidelines

“P” Band Sees connections between various tasks and departments

Engages in brainstorming and creative problem solving

Views problems and potential solutions from various perspectives

Encourages others to think creatively

Articulates team members’ as well as own role in the change process

Exhibits understanding of people’s resistance to change and help others adapt to change

Finds ways to continuously improve processes, products and/or services

Articulates the need for change and explain the benefits of change

Provides feedback to team members to improve adaptability and flexibility within change environment



“M” Band Recognizes and acts upon various opportunities as they present themselves

Has a questioning perspective; Challenges the status quo and suggests change initiatives to meet business objectives

In the face of obstacles, implements alternative methods to achieve goals

Has a commitment to continuous improvement

Removes barriers for change

Establishes channels to empower others to suggest ideas for continuous improvement

Utilizes BU change model and tools to manage and lead change

Reinforces change through communication, support, and own behaviors

in the face of difficulty by implementing various creative solutions

“SM” Band Thinks strategically and anticipates need for change to capitalize on opportunities and new trends before being driven to do so

Creates opportunities and leads change

Utilizes matrix and alliance organizations as a strategic resource

Views opportunities in terms of their potential long term impact on the organization

Encourages innovation and creativity within team

Establishes plans to make the transition

Clarifies what will and will not change in making the transition

Motivates others to change by demonstrating own changed behavior

Involves the impacted people in planning and provides direction to team members on roles and responsibilities within change initiative

Establishes structures and support systems to sustain the change


Aggressively seeks new opportunities that will have a long-term impact on the organization

Identifies new directions for the organization, not previously explored, that would create a sustainable competitive advantage

Identifies and champions new ideas and initiatives

Encourages others to take risks and challenge the status-quo

Fosters a culture of innovation and continuous improvement

Explains the compelling reason and benefits for change; builds engagement

Develops a vision for change driven by corporate values

Uses areas of influence and control effectively to lead change initiatives

Is a creative decisive risk-taker




Conduct an analysis of the organization compared to its top competitors. Determine the advantages and disadvantages of each. How could the organization make use of this information?

Take some time to think about the customers and what they really want from the organization. Brainstorm better methods of meeting the wants and needs of customers; identify potential customers that the organization may be missing out on.

Take advantage of developmental opportunities offered by the organization that will enable you to develop a new perspective.

Find a safe environment to practice using creativity and taking calculated risks. Create and lead a continuous improvement that has a goal of three specific process/systems changes per year.

Challenge yourself and others to constantly question the effectiveness of the status quo.

Reward thinking outside normal systems even if a venture fails.

Interact with individuals who are innovative thinkers.

Set aside team meeting time once a month to analyze and discuss the root causes of current processes and established practices.

Assess your own reactions to past changes. Evaluate what you did

successfully to manage the change.

Formulate a clear, simple way to communicate the purpose of a change and its process.

Think of ways to explain the benefits of change to head off resistance.

List those who will be affected by change and note how they will be affected.

Think of ways to make others feel more comfortable with change.




The Innovators Dilemma by Clayton M. Christensen

The Innovator's Solution-Creating and Sustaining Successful Growth- by Clayton M. Christensen

The Ten Faces of Innovation: IDEO’s Strategy for Defeating the Devil’s Advocate and Driving Creativity Throughout Your Organization by Tom Kelley & Jonathan Littman

The Art of Innovation by Tom Kelley & Jonathan Littman

Leading for Innovation and Organizing for Results by Iaine Somerville, Marshall Goldsmith & Frances Hesselbein

The Silver Lining by Scott D. Anthony

Managing Transitions by William Bridges

Making Change Happen On Time, On Target, On Budget by Ken Matejka and Al Murphy

Managing at the Speed of Change: How Resilient Managers Succeed and Prosper Where Others Fail by Daryl R. Conner

Driving Change: The UPS Approach to Business by Mike Brewster and Fred Dalzell

Leading in a Culture of Change by Michael Fullan



Leadership Effectiveness

Conveying an image that is consistent with the organization's values; demonstrating the qualities, traits, and demeanor (excluding intelligence, competence, or special talents) that command leadership respect; uses appropriate methods to develop, motivate and guide a team toward successful outcomes; attracting developing and retaining talented individuals; creating a learning environment that ensures associates realize their highest potential

Advocates for organization: Champions organizational decisions and values in a credible way by conducting interactions with peers, senior management, and share holders in a politically astute manner.

Manages stress: Remains controlled under conditions of emotional stress; remains calm and deliberate when confronted by work-related stress or by opposition from others; does not overreact.

Has impact: Exhibits a presence that contributes to the ability to command attention and respect; conveys an air of confidence and instills confidence in others.

Exhibits flexibility/adaptability: Maintains effectiveness in varying environments and with different tasks, responsibilities, and people.

“A” Band Aligns to organizational / area directions

Makes a visible effort to manage stress

Is able to adapt to different working environments

Shares skills and knowledge to enhance others’ talents and skills

Contributes a fair share of work and fulfills the role of a team member

Participates in team activities and contributes ideas

Works collaboratively with others

“P” Band His/Her team consistently meets goals

Remains controlled under stressful conditions

Recognizes and repays the good performance offering continuous support and effective feedback; creates an enthusiastic and pleasant atmosphere

Is technically reliable and is looked for in order to solve problems by using recognized experience

Knows the strengths, abilities and areas of opportunity and offers qualification and development to each member of the team

Mentors and helps assimilate new associates and other team members

Supports and models personal and professional improvement.

Motivates team members based on their personal drivers

Ensures regular exchange of information and knowledge within the team

Maintains others’ self-esteem by respecting their feelings, values and views

Proactively seeks input and acknowledges good ideas



“M” Band Establishes challenging objectives for the team considering the team’s ideas.

Suitably combines situations, people and resources to achieve set objectives

Maintains productivity at high stress moments

Knows both, personal and job motivations of each member of the team and adapts the system of recognition to these

His /Her actions and speech are consistent and are examples and inspiration for their team

Establishes high performance levels offering coaching and/or mentoring

Understands and masters behavioral based interviewing skills to bring talent into the organization

Optimize individual strengths by delegating tasks that are above and beyond positional scope or responsibilities.

Meets individually with direct reports to discuss strengths and developmental needs, and career goals and the path to achieving them.

Creates a learning environment that requires individuals to engage in continuous learning and stretch assignments.

Defines roles and responsibilities for team members

Assigns members to teams based on talents and skills

Employs situational leadership principles and provides coaching/feedback based on team’s effectiveness level

Manages conflict effectively and build cohesion in the team

Recognizes others publicly for good ideas or performance

“SM” Band Establishes clear objectives for the team aligned to the organizational strategies.

Maintains a positive attitude at moments of stress and positively influences others' attitudes

Reinforces the existence of a common vision within the team, generating commitment and enthusiasm in the projects and assigned objectives

Provides empowerment

Is a mentor to direct reports to enhance potential skills or address development opportunities; provides timely and behaviorally specific feedback.

Creates a cross-training or rotation program among positions within department to broaden people’s experience and create a team atmosphere.

Recruits right talent for the team

Aligns and mobilizes the organization with a set of common goals

Develops a formal/informal communication system for sharing information

Engages and empowers team members to make them feel capable and valued

Supports team priorities over personal priorities when necessary




Communicates the vision of the future creating motivation and commitment

Maintains professionalism without expressing emotional overflow at stressful times

Is able to influence in more than a group and is considered innovative and visionary

Incorporates and develops ―A players‖ within team, enhancing performance standards and generating value proposals

Allows the members of their team to assume the responsibility and have the authority to achieve their desired goals (accountability)

Champions talent management and growth opportunities for associates

Emphasizes retention

Holds regular organization-wide meetings to exchange ideas and information

Inspires and aligns the organization with a shared vision and common direction

Builds productive networks and relationships inside and outside the organization

Creates strong morale by celebrating and rewarding wins and successes


Videotape yourself to check your posture and dress and your vocal tone, pace, and projection.

Plan your interactions to communicate confidence (e.g., research to understand the topic you will be discussing, practice presenting information, etc.).

Identify a successful role model and assess your appearance and demeanor against his or hers.

Think about a situation that did not go well and determine if your impact was a factor.

Think about alternative solutions the next time you encounter a barrier that prohibits you from accomplishing a goal.

Identify acceptable ways to reduce stress on the job, such as taking a walk, deep breathing, stretching, getting fresh air, using mental images, trying progressive relaxation, etc.

Monitor personal stress levels and use appropriate disengagement strategies (breaks, progressive relaxation, deep breathing, etc.).

Identify people who are known for their stability and calm in stressful situations. Observe and make notes of how they manage stress.

Identify situations in which you placed stress on yourself through high expectations, perfectionism, fear of failure, etc. Analyze what affect this self-induced stress had on your performance, and ask yourself what lessons you can learn from these experiences. Read books and articles on creating a learning environment.

Volunteer for a project or task force addressing talent development issues within your organization.



Observe managers who are strong talent advocates and developers. What strategies do they use to develop talent? Which of these strategies can you adopt?

Develop relationships with your team to allow more experienced staff to coach newer staff members.

Look for ways to involve individuals in areas outside their expertise.

Nominate a deserving person for recognition/reward.

Examine your own biases, prejudices, and preconceived notions to see if they are coloring how you assess others.

Identify the supporters and barriers of the organizational vision in existing systems (selection, training, communication, compensation/ rewards, performance management, etc.) and prepare strategies that promote the former and address the latter.

Reinforce organizational, departmental, and team goals with your team members by incorporating them into individual work expectations. For example, if an organizational goal is ―100 percent customer satisfaction,‖ ask associates to be accountable for the same goal.

Observe how other leaders develop successful teams. Think about the skills that you can learn from them.

Think about the information you share with team members. Do you share too much? Not enough? How do you decide what to share?

Read business periodicals (e.g., Business Week, Wall Street Journal, Fortune, Forbes, Inc, Harvard Business Review) and appropriate professional journals for articles about the newest team ideas.

Identify people whose team leadership skills you admire. Seek opportunities to work with them.

Ask yourself what the ideal leader does to encourage people to work together toward a common goal. After writing your ideas, identify the things you need to work on most to meet the ideal. Commit yourself to practicing those behaviors when the next opportunity arises.

Principle-Centered Leadership by Stephen R. Covey

The DNA of Leadership: Leverage Your Instincts To Communicate, Differentiate, Innovate by Judith E. Glaser

The Secret Language of Leadership: How Leaders Inspire Action Through Narrative by Stephen Denning

Leadership: Enhancing the Lessons of Experience by Gordon J. Curphy, Robert C. Ginnett and Richard L. Hughes

The Talent Solution: Aligning Strategy and People to Achieve

Extraordinary Results by Edward L. Gubman

Talent Management by Harvard Business Review

Hiring the Best: A Manager's Guide to Effective Recruitment by Martin Yale

Growing Leaders by Richard Koonce, Gerry Miles and Steve Yearout


Development Activitiescontinued



Valuing Diversity

Creating and maintaining an environment that naturally enables all participants to contribute to their full potential in pursuit of organizational objectives.

Demonstrates inclusive behavior: Establishes relationships with and learns more about people of other cultures and backgrounds; continually examines own biases and behaviors to avoid stereotypical responses.

Champions diversity: Celebrates differences through team building; promotes increased diversity through recruitment and development of individuals from varied backgrounds and cultures; confronts racist, sexist, or inappropriate behavior from others; challenges exclusionary organizational practices.

“A” Band Monitors others’ reactions to comments or choice of words by observing nonverbal cues, such as facial expressions or body language.

Recognizes and uses the reactions of others to correct inappropriate behavior.

Reacts objectively to other people’s ideas, regardless of personal views

“P” Band During meetings requests alternative perspectives on important issues.

If people who might be able to provide an alternative viewpoint are quiet, asks for their opinions.

“M” Band Takes accountability for advancing associates by including them in his/her personal performance plan

“SM” Band Seeks ways a more diverse workforce will help the organization or department become more competitive for the future


Champions divergent perspectives in front of others

Rewards attempts to challenge the majority view




Expand your awareness by examining your team members and their backgrounds. List their common experiences and aspects of their backgrounds that might lead to different perspectives. Avoid basing your conclusions on obvious characteristics, such as race or gender. Notice when your thoughts about someone are based on who that person appears to be instead of what his or her qualifications are.

Invite each associate to a career-planning session. Ask for their concerns about special challenges to their advancement and development.

Develop a ―talent bank‖ that describes associates’ skills and abilities. Make assignments or involve people in tasks based on their strengths and developmental needs. Avoid stereotyping people based on the categories into which they can be classified.

Evaluate the characteristics of internal organizational experts you use to generate ideas, explore problems, etc. Think of someone else in the organization that does not fit the mold and ask this person the next time you need help.

With your department or senior management, develop a diversity statement that specifies the goals and needs of a diverse workforce.

Think of someone you know who has a diverse range of friends and interests and who seeks out new experiences and perspectives. Note why you think this person acts in such a way and think of examples that reflect those reasons. Then, when dealing with others, ask yourself how this

person would react and try to model those behaviors.

Expand your understanding of diversity. Review popular or trade magazines for articles on diversity. Find out what other organizations have done to develop a diverse workforce and how that initiative has affected organizational outcomes.


Bridging the Culture Gap: A Practical Guide to International Business Communication by Chris Fox and Penny Carté

The Diversity Training Activity Book: 50 Activities for Promoting Communication and Understanding at Work by Jonamay Lambert and Selma Myers

Developing Competency to Manage Diversity: Readings, Cases and Activities by Taylor Cox Jr. and Ruby L. Beale

The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies by Scott E. Page

Leading with Cultural Intelligence: The New Secret to Success by David Livermore



Quick Reference by Band

“A” Band

Business Acumen Articulates Wyndham Worldwide’s or Business Unit’s mission, vision, core values, business priorities and

strategic goals Demonstrates in-depth knowledge about Wyndham Worldwide’s or Business Unit’s products, customers,

markets & transaction systems

Building Trust Demonstrates system integrity consistently, fairly and is honest with members about what can and can’t

be done in relation to member accounts.

Takes personal responsibility for establishing, agreeing to and keeping performance related commitments

Is reliable, consistent and focuses on the positive, makes themselves available when needed to perform additional tasks

Openly acknowledges others for their contributions

Communication Demonstrates understanding of critical issues and points in the message

Seeks to understand others and learn through listening

Exhibits a positive manner at all times in talking to customers or colleagues

Count On Me! Articulates the needs and expectations of internal and external customers

Handles customer complaints effectively and efficiently

Builds and maintains effective relations with customers (internal /external)

Articulates the underlying need of the customer’s request

Listens and seek feedback proactively from the customer

Driving Results Produces high quality work products/services as measured by the customer

Knows what is expected and delivers on promises

Takes pride in own work

Takes responsibility to address customer needs and resolve customer issues

Takes responsibility to surface and escalate customer needs and wants to management teams



Innovation Is willing to try various approaches to solve problems

Does not give up easily when things become difficult

Shares thoughts/new ideas

Shows understanding of personal adjustments required as a result of change in the business environment

Looks proactively for opportunities to embrace changes and move forward business objectives

Displays tolerance, respect, and acceptance for changes

Accepts change initiatives and effectively modifies behavior to meet new guidelines

Leadership Effectiveness Aligns to organizational / area directions

Makes a visible effort to manage stress

Is able to adapt to different working environments

Contributes a fair share of work and fulfills the expected role of a team member

Participates in team activities and contributes ideas

Works collaboratively with others

Works in partnership with other team members

Shares skills and knowledge to enhance others’ talents and skills

Valuing Diversity Monitors others’ reactions to comments or choice of words by observing nonverbal cues, such as facial

expressions or body language.

Corrects behaviors by responding to the reactions of others

Tries to react objectively to other people’s ideas, regardless of personal views



“P” Band

Business Acumen Consults with appropriate stakeholders to resolve issues or concerns

Explains to team members internal organizational structures and relationship among different functional groups

Provides direction on when to properly use policies and procedures

Articulates the role team members play in achieving the goals of the BU

Building Trust Demonstrates an open communication style including listening and responding with empathy to the

concerns of others, asks others for their ideas and involvement and openly discusses difficult topics.

Evokes trust from others by clearly establishing how they will provide support without over promising and follows through on commitments


Appreciates differences and ensures all associates are valued for their specific skills

Articulates the specific contributions of others and ensures all contributors receive due credit and recognition for their actions

Provides honest feedback without avoiding the real issues

Communication Demonstrates effective active listening skills

Provides team members positive and constructive feedback

Communicates (in speech or writing) clearly and openly

Adapts messages and/or communication style to the audience

Seeks to understand differences of opinion

Has a good use of vocabulary

Is able to listen to and consider the opinions of others


Selects most effective type of communication for situation

Actively promotes communication between own department and others

Count On Me! Reviews customer feedback regularly to identify improvement opportunities

Takes ownership to resolve customer dissatisfaction issues with a sense of urgency

Is an advocate for the customer (internal and external)

Explains how team members' daily work affects the customers and their perception of the BU

Treats team members as internal customers and enable them to succeed



Driving Results Takes ownership of own team performance

Identifies issues affecting performance and take appropriate actions

Exhibits a sense of urgency around top priorities

Links day-to-day operations to organizational goals

Strives continually to increase individual and team performance

Follows the levels of authority for decision making in the organization

Takes responsibility for decisions made within authority

Recognizes the impact of decisions made on team members and the organization

Empowers team members to make decisions in addressing customer issues

Escalates issues beyond authority to line management

Innovation Sees connections between various tasks and departments

Engages in brainstorming and creative problem solving

Views problems and potential solutions from various perspectives

Encourages others to think creatively

Demonstrates a good understanding of how individuals react to change

Articulates team members’ as well as own role in the change process

Exhibits understanding of people’s resistance to change and helps others adapt to change

Finds ways to continuously improve processes, products and/or services

Articulates the need for change and explains the benefits of change

Provides feedback to team members to improve adaptability and flexibility within change environment

Leadership Effectiveness His/Her team consistently meets goals

Remains controlled under stressful conditions

Recognizes and repays good performance; offering continuous support and effective feedback

Creates an enthusiastic and pleasant atmosphere

Is technically reliable and is looked for in order to solve problems by using recognized experience

Knows the strengths, abilities and areas of opportunity and offers qualification and development to each member of the team

Mentors and helps assimilate new associates and other team members

Supports and models personal and professional improvement.

Motivates team members based on their personal drivers

Capitalizes on the team’s diversity and cultural differences

Ensures regular exchange of information and knowledge within the team

Maintains others’ self-esteem by respecting their feelings, values and views

Seeks input proactively and acknowledges good ideas

Valuing Diversity During meetings, requests alternative perspectives on important issues.

If people who might be able to provide an alternative viewpoint are quiet, asks for their opinions



“M” Band

Business Acumen Explains to team members the impact of issues on other groups/stakeholders

Focuses on core priorities of the business

Monitors and review team performance and budget against forecast

Consults with appropriate stakeholders to obtain agreement or remove barriers

Knows the ―unwritten rules‖ in the organization

Building Trust Develops and sponsors initiatives that foster open communication

Demonstrates open communication by fostering an open door policy


Challenges the status quo and validates operating assumptions


Promotes organizational values through leading by example

Delegates responsibly, showing confidence in others without redrawing support and guidance

Promotes and advocates for team members

Communication Displays professionalism and uses appropriate verbal and non-verbal communication skills

Demonstrates empathy and builds on other people’s ideas during conversations

Personalizes communication to make it relevant to the audience

Has excellent clarity of expression

Adjusts to audience reaction and holds attention

Listens empathically

Count On Me! Knows BU’s/Wyndham Worldwide’s competitive position in the eyes of the customer

Establishes service quality standards based on customer requirements

Identifies ways to outperform competition in meeting high-importance customer needs

Creates policies and processes to make RCI /Area easy to do business with

Openly communicates to the team that customer service comes first

Driving Results Translates goals and priorities into action plans

Uses available resources effectively to achieve objectives

Learns, disseminates and applies best practices in job

Tracks/reviews results and measure success against goals

Identifies trends, root causes and take action so desired results are achieved



Driving Results continued Supports and promotes unpopular but necessary decisions within the business

Knows what information is needed to make a good decision

Take risks to make decisions to meet customer/employee/company needs

Makes timely decisions even with incomplete information or in ambiguous situations

Innovation Recognizes and acts upon various opportunities as they present themselves

Has a questioning perspective; Challenges the status quo and suggests change initiatives to meet business objectives

In the face of obstacles, implements alternative methods to achieve goals

Has a commitment to continuous improvement

Removes barriers for change

Establishes channels to empower others to suggest ideas for continuous improvement

Challenges the status quo and suggests change initiatives to meet business objectives

Looks for ways to improve and develop self, team, department, organization, and company

Utilizes BU’S change model and tools to manage and lead change

Reinforces change through communication, support, and own behavior

Leadership Effectiveness Establishes challenging objectives for the team considering the team’s ideas.

Suitably combines situations, people and resources to achieve set objectives

Maintains productivity at high stress moments

Knows both, personal and job motivations of each member of the team and adapts the system of recognition to these

His/Her actions and speech are consistent and are examples and inspiration for their team

Establishes high performance levels offering coaching and/or mentoring

Understands and masters behavioral based interviewing skills to bring talent into the organization

Optimizes individual strengths by delegating tasks that are above and beyond positional scope or responsibilities.

Meets individually with direct reports to discuss strengths and developmental needs, and career goals and the path to achieving them.

Creates a learning environment that requires individuals to engage in continuous learning and stretch assignments.

Defines roles and responsibilities for team members

Assigns members to teams based on talents and skills

Employs situational leadership principles and provides coaching/feedback based on team’s effectiveness level

Manages conflict effectively and builds cohesion in the team

Credits others publicly for good ideas or performance

Valuing Diversity Takes accountability for advancing associates by including them in his/her personal performance plan



“SM” Band

Business Acumen Articulates BU’S/department’s business direction, key drivers, and objectives

Establishes forecasts and budgets

Recognizes organizational limitations – what is possible at certain times

Is aware of and responsive to external influences (positive or negative) on the organization

Recognizes the characteristics and impact of organizational culture

Building Trust Develops and champions initiatives that foster open communication

Challenges the status quo and evaluates the effectiveness and impact of communication initiatives




Develops programs to recognize the unique skill set and contribution of all Associates

Develops and sponsors programs that promote associates Anticipates when change is required and involves appropriate parties in planning

Communication Creates a sense of excitement and commitment around the message being communicated

Plans and employs the appropriate medium, channel and format to enhance understanding and retention of the message

Models an open and honest communication style to create an environment of empowerment

Communicates in a timely manner

Presents arguments clearly

Consults all stakeholders prior to communication

Fosters open communication and candid discussions with people at all levels of the organization

Establishes communication structures to systematically disseminate information

Count On Me! Creates a customer-focused environment in the organization

Develops and strengthens customer relationships and loyalty

Establishes business direction taking into account customer’s long-term and short-term needs

Establishes structures to systematically captures the voice of the customer

Recognizes unspoken customer needs and identifies opportunities to create new value for customers

Becomes a critical element of the customer’s value chain & decision making process



Driving Results Sets goals and measures for organizational performance

Obtains and assigns the right resources to the right tasks in order to achieve desired results

Adjusts course of action based on changed priorities

Holds people accountable for results

Establishes boundaries and authority for different levels of decision making within the organization

Delegates with appropriate guidance to enable decision making by team members

Innovation Thinks strategically to capitalize on opportunities and new trends before being driven to do so by need

Creates opportunities and leads change

Utilizes matrix and alliance organizations as a strategic resource

Views opportunities in terms of their potential long term impact on the organization

Encourages innovation and creativity within the team

Establishes plans to make the transition

Clarifies what will and will not change in making the transition

Motivates others to change by demonstrating own changed behavior

Provides direction to team members on roles and responsibilities within change initiative

Involves people in planning the change impacting them

Establishes structures and support systems to sustain the change

Leadership Effectiveness Establishes clear objectives for the team aligned to the organizational strategies.

Maintains positive attitude at moments of stress and positively influences others' attitudes

Reinforces the existence of a common vision within the team, generating compromise and enthusiasm in the projects and assigned objectives

Provides empowerment

Is a mentor to direct reports to enhance potential skills or address development opportunities; provides timely and behaviorally specific feedback.

Creates a cross-training or rotation program among positions within department to broaden people’s experience and create a team atmosphere.

Recruits right talent for the team

Aligns and mobilizes the organization with a set of common goals

Develops a formal/informal communication system for sharing information

Engages and empowers team members to make them feel strong and important

Supports team priorities over personal priorities when necessary

Valuing Diversity Seeks ways a more diverse workforce will help the organization or department become more competitive

for the future

Takes accountability for advancing associates by including them in his/her personal performance plan




Business Acumen

Develops in-depth knowledge and understanding of the market

Identifies business opportunities to enhance customer relationships, product offerings, technology improvement & new market segments

Explains to team members short-term and long-term business challenges and the relationships between short and long term goals

Establishes corporate networks within BU and Wyndham Worldwide

Seeks to shape the organizational culture in support of the organization’s mission

Building Trust Develops a vision for open communication


Fosters a culture of trust



Communication Creates a culture of open communication and trust

Establishes communication structures to systematically disseminate information and capture the voice of employees


Promotes upwards, downwards and lateral communication

Count On Me! Constantly investigates and analyzes external indicators to plan for customer future needs

Directs his/her team to ensure customer trust and respect for the area and organization

Establishes strategic plans oriented to offer superior customer service (internal /external)

Establishes and nurtures long term relationships with customers, regularly inviting feedback and suggestions

Driving Results Develops and improves business processes to drive execution excellence

Establishes budget and provides necessary resources to achieve results

Creates a reward system to drive desirable behaviors

Removes barriers to support employees’ efforts to achieve results Creates an environment of empowerment and risk-taking for decision making Treats unsuccessful decision making as ―lessons learned‖

Rewards risk taking and successful decisions



Innovation Aggressively seeks new opportunities that will have a long term impact of the organization

Creates an environment that encourages innovation throughout the organization

Identifies new directions for the organization that would create a sustainable competitive advantage

Is a creative and decisive risk-taker

Identifies and champions new ideas and initiatives

Encourages others to take risks and challenge the status-quo

Fosters a culture of innovation and continuous improvement

Explains the compelling reason and benefits for change

Develops a vision for change driven by corporate values

Communicates and builds engagement for change

Uses areas of influence and control effectively to lead change initiatives

Leadership Effectiveness Establishes the strategies of BU and ensures alignment with those of the organization and communicates

the vision of the future creating motivation and commitment

Maintains professionalism without expressing emotional overflow at stressful times

Is able to influence in more than a group, and is considered innovative and visionary

Incorporates and develops ―A players‖ within team, enhancing performance standards and generating value proposals

Allows the members of their team to assume the responsibility and have the authority to make their work (accountability)

Champions talent management and growth opportunities for associates

Emphasizes retention

Holds regular organization-wide meetings to exchange ideas and information

Inspires and aligns the organization with a shared vision and common direction

Builds productive networks and relationships inside and outside the organization

Creates strong morale by celebrating and rewarding wins and successes

Valuing Diversity Champions divergent perspectives in front of others; rewards attempts to challenge the majority view

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