[column 12 layout="standard"] GOVERNANCE & STRATEGY
Focus on the long-term needs of the organization and its business structure[/column] 

[column 12 layout="standard"] BOARD FOCUS
Focuses on the needs of the Board and improving the effectiveness of the Board[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Educates and fosters good working knowledge of cooperative business model, values, principles, and systems.
• Understands board roles and fosters positive dialogue regarding board policies and direction.
• Executes and directs implementation of the policies and plans of the Board.
• Suports executive level board relations by providing reports and information relevant to policies, governance and business results.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Has Basic Understanding of Co-op Business Model and Systems: Demonstrates good working knowledge of Co-op business model, values, principles, and systems, such as financial, legal, human, environmental, and technical areas involved in running a cooperative.*
• Builds Trust with Board: Builds a trusting and open relationship with each member of the board by gaining an understanding of their unique needs and expectations.*
• Provides Guidance and Information to Board: Shares information, communicates roles and responsibilities, shares best practices, supports board in making decisions.*
• Partners with Board to Build the Cooperative's Reputation: Partners with the board members to build the cooperative’s reputation within the community, and help the cooperative be seen in a positive light by the members.*
• Collaborates with the Board to Maintain a Strategic Focus: Encourages the Board to contribute in a substantial manner to development of the cooperative’s long-term vision and strategic goals.*

* Denotes CEO-specific competencies[/column] 

[column 12]Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
• MIP Select
  
• 731.1 Communicating Technical Information to Boards and Consumer-Members
  
  

[/column] 

[column 12 layout="standard"] VISION AND STRATEGIC ORIENTATION
Takes a broad, long-term view, focusing on the future needs of the organization and its members[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Aligns personnel and other resources in a manner consistent with organizational vision and objectives.
• Sets goals in alignment with strategic priorities.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Generates a Compelling Vision for the Future: Generates a new and compelling vision, and is not constrained by traditional views of running the cooperative.*
• Understands Larger Business Environment and Better Positions Cooperative: Understands how the cooperative impacts or is impacted by the larger business environment, and incorporates best practices to better position the cooperative.*
• Clarifies and Applies Complex Concepts: Successfully integrates the tactical needs of the membership with the strategic needs of the cooperative, region and the industry by making complex ideas or situations understandable to all key stakeholders.*
• Thinks Strategically About Improving Position of the Cooperative: Proactively improves the position of the cooperative by maintaining focus on the future and the constantly changing environment of the cooperative.*

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
  
• MIP Select
  
• Cooperative University - Check event session descriptions
• 710.1 Stepping into Your Supervisory Role
• 715.1 Building Your Co-op’s Culture: The Supervisor’s Role
• 716.1 Time Management and Productivity Toolkit for Supervisors
  

[/column] 

[column 12 layout="standard"] ORGANIZATIONAL DESIGN
Builds an organizational structure that aligns roles and responsibilities with the values and strategic priorities of the organization.[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Understands the importance of aligning organizational structure and strategy with work processes.
• Identifies key skills within the work unit and determines how to best organize the work (e.g., grouping responsibilities, establishing linkages) to enhance efficiency and coordination.
• Continuously works to improve the organizational effectiveness through work, technology, and structure alignment.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Applies Business Model and Knowledge to Improve Cooperative: Applies knowledge of the cooperative business model, principles, values and systems to improve the cooperative (e.g., physical plant, financial status, staff development).*
• Collects feedback from employees at all levels to understand what is working and what could be improved related to existing systems and structure.
• Creates clear descriptions of the work, roles, and responsibilities.
• Reviews organizational structure, systems, technologies and processes to ensure they support strategic initiatives.
• Works to integrate what will be, with the organizational structure, and people talents and strategies and resources.

* Denotes CEO-specific competencies [/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
  
• MIP Select
• Cooperative University - Check event session descriptions
• 710.1 Stepping into Your Supervisory Role
  
• 716.1 Time Management and Productivity Toolkit for Supervisors
• 730.2 Managing Cooperative Projects and Programs

[/column] 

[column 12 layout="standard"] LEAD CHANGE AND MANAGE RISK IN A DISRUPTIVE ENVIRONMENT
Identifies and actively manage Change and Risk in a Volatile, Uncertain, Complex and Ambiguous (VUCA) environment..[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Understands and anticipates the primary drivers of change and risk that can impact the cooperative.
• Manages all phases of the planned change.
• Ensures that daily work is aligned with strategic directions and change initiatives.
• Maintains and reports appropriate data regarding risk and activities.
• Coaches others to adapt, think critically, innovate and implement change.
• Works with agility in a collaborative way to address changing conditions.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Facilitates and leads change.
• Anticipates Future Business and Technology Trends to Leading the Cooperative: Anticipates future trends and changes, and determines how the cooperative can best position itself to work with network partners to add value to the public in the long term.*
• Manages and advocates for cybersecurity practices that minimizes risks to the cooperative’s cyberspace and prevents cybersecurity incidents.*
• Demonstrates commitment to supporting a safety culture and acts to motivate others to work towards achieving safety goals.*
• Creates a culture that focuses on operational agility.
• Takes calculated risks and acts decisively despite imperfect direction or lack of predictability.
• Is resilient and provides clarity for others in complex, confusing and chaotic times.

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Cooperative University - Check event session descriptions
  
• 714.1 Change is Hard: Guiding Your Team through Complex Times
  
• 715.1 Building Your Co-op’s Culture: The Supervisor’s Role
• 730.2 Managing Cooperative Projects and Programs
  
• 732.1 Values-Based Leadership
  

[/column] 

[column 12 layout="standard"] EXTERNAL LEADERSHIP
Focuses outside the cooperative to better the organization and communities[/column] 

[column 12 layout="standard"] INDUSTRY INFLUENCE
Has extensive knowledge of the industry and uses this knowledge to impact the future direction of the industry[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Contributes own expertise and is actively involved in affiliated and industry-related organizations and committees.
• Brings new knowledge and feedback gained from industry activities back to cooperative.
• Presents oneself in a professional manner to maintain image and credibility.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Serves as a Leader in the Industry: Serves as a leader in local, state, regional and/or national levels.*
• Is Involved in Industry: Is involved and engaged in affiliated organizations (e.g., statewide, regional, material supply organizations, NRECA) as well as economic development organizations (e.g., Chamber of Commerce).*
• Advances State of Industry: Actively contributes to advancing the current state of the industry by keeping abreast of the changing times and where appropriate being an advocate for change.*
• Publicly Represents Industry: Represents the industry in political forums and works to influence and educate the political environment for the good of the industry.*

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
  
• Cooperative University - Check event session descriptions
  
• 731.1 Communicating Technical Information to Boards and Consumer-Members
  

[/column] 

[column 12 layout="standard"] COMMUNITY ENGAGEMENT
Places the cooperative in a collaborative position for maintaining and growing healthy communities.[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Provides appropriate leadership to community efforts.
• Matches organizational strengths and resources to community needs.
• Encourages staff to identify community development needs and engage in community improvement activities and organizations.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Collaborates to position cooperative as a community leader/facilitator.
• Communicates purposes for the cooperative's engagement with the community.

[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
• Cooperative University - Check event session descriptions
• 715.1 Building Your Co-op's Culture: The Supervisor's Role
  

[/column] 

[column 12 layout="standard"] MEMBER FOCUS
Focuses self and the cooperative on the needs of members..[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Treats and views members as owners, and is proactive in anticipating their current and potential future needs.
• Recognizes member diversity and includes all member perspectives in decisions.
• Seeks opportunities to engage members.
• Anticipates current and future needs.
• Makes decisions based on impact to members.
• Coaches and empowers employees to provide the highest level of service to members.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Is Responsive to Member and Community Requests: Is responsive to member/community requests; is available, and has an “open door policy” for members.*
• Solicits and Understands Members Points of View: Solicits and understands members’ point of view and makes decisions based on impact on the members/community.*
• Takes Actions to Address Member and Community Needs: Takes action to add value to members and the community (e.g., work to improve community infrastructure, school systems, etc.).*
• Treats Members as Owners and Anticipates Needs: Treats and views members as owners, and is proactive in anticipating their current and potential needs.*

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
• MIP Select Cooperative University - Check event session descriptions
• 710.1 Stepping into Your Supervisory Role
  
• 712.1 You Can't Do It Alone: Building a Strong Team
• 714.1 Change is Hard: Guiding Your Team through Complex Times
• 715.1 Building Your Co-op's Culture: The Supervisor's Role
• 731.1 Communicating Technical Information to Boards and Consumer-Members

[/column] 

[column 12 layout="standard"] GETTING RESULTS
Establishes and achieves challenging goals.[/column] 

[column 12 layout="standard"] PROCESS MANAGEMENT
Develops and monitors processes and organizes resources to achieve desired results[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Establishes clear, well-defined processes.
• Organizes and coordinates people, resources, and activities to support desired results.
• Identifies and addresses process problems promptly and effectively.
• Evaluates efficiency and effectiveness of processes and resources.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Delineates complex process into sub-processes and functions.
• Identifies and takes advantage of opportunities to accomplish multiple objectives.
• Understands and manages resources shared by multiple processes to integrate them into organizational systems.

[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
• MIP Select Cooperative University - Check event session descriptions
• 712.1 You Can't Do It Alone: Building a Strong Team
  
• 716.1 Time Management and Productivity Toolkit for Supervisors
• 722.1 Deliberate Decision Making
  
• 730.2 Managing Cooperative Projects and Programs

[/column] 

[column 12 layout="standard"] PROGRAM/PROJECT MANAGEMENT
Designs, implements and manages programs/projects, and directs the related resources, personnel and activities to successful completion.[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Develops and manages activities and metrics needed to ensure quality and oversight.
• Coordinates and supervises program personnel.
• Develops risk assessment and strategies to reduce or eliminate identified risks.
• Monitors project and makes adjustments as needed.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Serves as a sponsor for a project; articulates the purpose, processes, resources available, expected results and organizational impact.
• Works with individuals internally and across other organizations to ensure project execution.
• Identifies and analyzes organizational influences impacting a project.
• Helps to reduce or eliminate high-impact risks and alerts others to risks and their impact on the organization.

[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Cooperative University - Check event session descriptions
• 730.2 Managing Cooperative Projects and Programs
  

[/column] 

[column 12 layout="standard"] RESULTS DRIVEN
Achieves results by establishing and maintaining focus on challenging goals and measuring organizational performance against those goals and standards.[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Clearly articulates goals and expectations.
• Ensures availability of resources.
• Shows dedication in completing the work.
• Develops and uses measures to assess goal attainment and outcome achievement.
• Holds others accountable; recognizes results.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Continually Seeks to Improve Performance: Seeks to continually improve performance based on internal/member surveys, external benchmarking, analysis of financial results, etc.*
• Sets Challenging Performance Goals: Sets clear, concise, and challenging performance goals consistent with the cooperative’s vision.*
• Takes Calculated Risk to Better Meet Members’ Needs: Makes decisions and sets priorities based on calculated risks to “do the right thing” for the members, ensuring alignment with cooperative values.*

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
• MIP Select
• Cooperative University - Check event session descriptions
• 710.1 Stepping into Your Supervisory Role
  
• 716.1 Time Management and Productivity Toolkit for Supervisors
• 721.1 Productive Conflict for Supervisors
• 730.2 Managing Cooperative Projects and Programs
  

[/column] 

[column 12 layout="standard"] ANALYTICAL THINKING AND DECISION MAKING
Thinks systematically, conceptually, and analytically to determine effective solutions that will enable the cooperative to achieve desired goals.[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Objectively integrates previously learned information and distinguishes between relevant and irrelevant information.
• Commits to a solution in a timely manner and develops a realistic approach for implementing the chosen solution.
• Uses consensus when appropriate and follows up to determine results of decisions.
• Demonstrates resourcefulness by assembling problem solving teams.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Solves Routine Problems: Understand how each part of an issue affects another and uses this information to solve routine problems and issues.*
• Seeks out information on issues that will require decisions important to the long-term success of the organization.
• Analyzes Complex Problems and Proposes Solutions: Analyzes complex or large amounts of information and identifies potential solutions.*Analyzes options and approaches taking into account the interactions and perspectives of all systems and organizational entities and various stakeholders.
• Anticipates and Prevents Problems: Identifies potential organizational and regional challenges and builds in contingencies where appropriate.*
• Maintains awareness of the organization’s values and goals while facilitating discussion regarding actions or decisions.
• Redesigns Systems and Processes to Prevent Problems: Identifies root causes of problems and redesigns systems and processes to prevent future problems.*
• Articulates the decision making situation.
• Holds themselves and others accountable to the same standards of analysis, results, and consequences to ensure consistency.

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
  
• MIP Select
• Cooperative University - Check event session descriptions
• 721.1 Productive Conflict for Supervisors
  
• 730.2 Managing Cooperative Projects and Programs
• 732.1 Values-Based Leadership

[/column] 

[column 12 layout="standard"] INNOVATION
Develops new insights into situations and applies different and novel solutions to make improvements.[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Combines ideas in unique ways or makes connections between disparate ideas.
• Views situations from multiple perspectives.
• Creates a work environment that encourages creative thinking and innovation.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Sees Trends in Business, Industry and Technology: Scans environment for trends in business, industry, and competitive environment.*
• Introduces new concepts or strategies that significantly improve or revise the way business is done.
• Fosters an environment that encourages people to challenge conventional ideas, perspectives, and methods.
• Encourages creativity by absorbing risks, listening, and committing resources.

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
• MIP Select
• Cooperative University - Check event session descriptions
• 715.1 Building Your Co-op's Culture: The Supervisor's Role
  
• 722.1 Deliberate Decision Making
  

[/column] 

[column 12 layout="standard"] WORKING WITH AND THROUGH OTHERS
Respectfully interacts with different individuals and groups, being mindful of the lasting impact of words and actions.[/column] 

[column 12 layout="standard"] INTERPERSONAL COMMUNICATIONS
Listens, relates and expresses oneself in a manner that is effective while supporting mutual understanding[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Communicates strategically across the organization using a variety of methods to ensure accessibility.
• Demonstrates commitment to information sharing and a culture of feedback.
• Communicates appropriately up and across the organization.
• Makes sensitive or complex ideas or situations understandable to all key stakeholders.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Actively Listens to Verbal and Nonverbal Cues: Accurately reads what people are saying as well as their moods, feelings and nonverbal cues.*
• Articulates Ideas Clearly: Clearly articulates complex ideas – either verbally or in writing – in a way that is understandable and engages others.*
• Sees Others’ Perspectives and Adjusts Communications to Audience: Encourages others to give their ideas and opinions, remains calm in responding to those opinions, and adjusts communications to deal with a wide variety of stakeholders.*
• Uses Communications Strategically: Confidently uses communication in a strategic manner to communicate the vision and strategy to a wide variety of stakeholder groups.*
• Demonstrates confidence and executive presence.
• Uses personal and impactful examples and stories to create a connection with audiences and develop a “call to action.”
• Understands the weight others tie to messages from the executive level and plans communication accordingly.
• Approves and signs off on internal and external communications requiring the highest level of review.

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
  
• MIP Select
• Cooperative University - Check event session descriptions
• 711.1 Everyone Communicates; Few Connect
  
• 717.1 Know the Rules: Legal Responsibilities and Liabilities for Supervisors
• 718.1 Personal Communications Styles: Who You Are and How You Impact Others
• 721.1 Productive Conflict for Supervisors
• 724.1 Restoring Emotional Safety and Trust in the Workplace
• 730.2 Managing Cooperative Projects and Programs
• 731.1 Communicating Technical Information to Boards and Consumer-Members
  

[/column] 

[column 12 layout="standard"] INFLUENCE OTHERS
Persuades and motivates others towards an outcome consistent with the organization’s mission, vision, and values.[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Identifies opportunities to positively influence others.
• Uses expertise and business experience to influence and maximize outcomes.
• Articulates the desired course of action in a way that inspires others to support decisions or actions by using facts, logic, and emotional factors.
• Fosters a collaborative environment.
• Maintains composure at all times.
• Listens to constructive feedback and incorporates suggestions to achieve collective objectives.
• Leads by example and sets standards for professional behavior.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Uses Networks to Strengthen Internal and External Cooperative Support: Strategically uses a network of relationships to identify member/regional needs, create opportunities and ensure success of cooperative’s long range goals.*
• Promotes Collaboration Across the Cooperative Network: Works to build collaboration and commitment across the cooperative network in order to build success beyond their own organization.*
• Actively Looks for Ways to Help Other Parts of the Cooperative Network: Is proactive in identifying opportunities to collaborate and participate in building the strength of the cooperative network.*
• Inspires and persuades others to follow direction, pursue and achieve goals, and adopt new positions or opinions.
• Uses deep domain expertise and business experience to influence and persuade a wide range of audiences on issues important to organization and industry.

* Denotes CEO-specific competencies [/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
  
• MIP Select
• Cooperative University - Check event session descriptions
• 710.1 Stepping into Your Supervisory Role
  
• 715.1 Building Your Co-op's Culture: The Supervisor's Role
• 721.1 Productive Conflict for Supervisors
• 724.1 Restoring Emotional Safety and Trust in the Workplace
• 731.1 Communicating Technical Information to Boards and Consumer-Members
• 732.1 Values-Based Leadership
  

[/column] 

[column 12 layout="standard"] PERFORMANCE MANAGEMENT
Develops and empowers staff to achieve by championing and applying a systematic performance management process and coaching strategies.[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Collaborates with human resources staff to recruit, select, and retain staff.
• Holds self and others accountable for complying with performance management policy and procedures.
• Sets clear, well-defined performance outcomes, tracks progress, and appropriately acknowledges accomplishments.
• Translates organizational and departmental goals into individual actionable goals.
• Provides prompt, regular, on-going performance feedback.
• Makes learning and development part of the job.
• Ensures that staff has the opportunities and resources to develop new skills.
• Seeks performance feedback from multiple perspectives – managers, peers, subordinates, and external sources.
  Coaches and mentors others.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Holds People Accountable and Recognizes Others for Exceeding Results: Communicates clear, concise, and challenging goals and expectations, and holds staff accountable for meeting/ exceeding goals.*
• Champions the performance management process.
• Creates a development-oriented organizational environment.
• Customizes an organizational approach to performance management by balancing the organization’s unique cultural characteristics and constraints with performance management policy.

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
• MIP Select
• Cooperative University - Check event session descriptions
• 713.1 Engaging and Developing High-Performing Employees
  
• 717.1 Know the Rules: Legal Responsibilities and Liabilities for Supervisors
  

[/column] 

[column 12 layout="standard"] RELATIONSHIP AND TEAM BUILDING
Creates and fosters constructive working relationships and cohesive teams[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Builds and maintains a positive, purposeful work culture.
• Ensures that all members agree on a common team mission and goals.
• Develops networks and alliances with others outside their immediate work group.
• Determines own conflict management style and adapts uses it appropriately to resolve team issues.
• Recognizes team achievement to encourage continued team effort.
• Easily shifts between team leader and individual contributor roles.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Fosters Collaboration: Fosters collaboration through sharing information, doing one’s share of the work, and ensuring all team members have relevant information.*
• Encourages Participation and Collaboration Across the Organization: Demonstrates teamwork through proactively soliciting ideas, building on others ideas, and helping the group come to consensus.*
• Builds and Maintains Rapport and Trust: Builds and maintains close personal friendships with members, community leaders, industry contacts, etc.*
• Motivates others to work collectively by role modeling collaborative behaviors and highlighting the positive results.
• Develops Networks and Builds Alliances: Actively develops and maintains positive relationships and builds key alliances with key individuals in the community and industry.*
• Encourages dialogue and develops coalitions outside their immediate area of responsibility.
• Seeks out opportunities to participate in, or lead collaborative activities within the organization and across the co-op network.
• Actively looks for ways to help other parts of the cooperative network by appropriately sharing their organizational successes and shortcomings.
• Fosters an environment conducive to open, transparent communications among all levels.
• Identifies and explains situations where collaboration and teamwork are likely to yield greater results for the organization.

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
  
• MIP Select
• Cooperative University - Check event session descriptions
• 710.1 Stepping into Your Supervisory Role
  
• 712.1 You Can't Do It Alone: Building a Strong Team
• 719.1 Building Trust in the Workplace
• 720.1 Transforming Your Team from Dysfunction to Cohesion
• 723.1 Team Dynamics
• 724.1 Restoring Emotional Safety and Trust in the Workplace
• 730.2 Managing Cooperative Projects and Programs
• 732.1 Values-Based Leadership

[/column] 

[column 12 layout="standard"] DIVERSITY AND INCLUSION
Develops and nurtures an inclusive workplace that leverages the talents of each person and promotes cultural awareness among members.[/column] 

[column 12] Key Behaviors: Supervisors and Managers

• Helps others increase their awareness and acceptance of individual differences.
• Engages in collaborative and mutually beneficial working relationships with people regardless of their individual differences.
• Builds teams that leverage the inherent diversity and strengths of individuals.
• Modifies communication and behavior based on an understanding of individual differences.
• Recognizes and communicates the value of diverse perspectives.

[/column] 

[column 12] Key Behaviors: CEO and Senior Leadership

• Establishes equitable organizational policies and procedures that support the recruitment, development, and retention of a diverse, high quality workforce.
• Champions policies, procedures and values that encourage awareness and acceptance of diversity.
• Fosters an environment of inclusion, where diverse thoughts are freely shared, respected and integrated.

[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
• MIP Select
• Cooperative University - Check event session descriptions
• 711.1 Everyone Communicates; Few Connect
  
• 712.1 You Can't Do It Alone: Building a Strong Team
• 717.1 Know the Rules: Legal Responsibilities and Liabilities for Supervisors
• 718.1 Personal Communications Styles: Who You Are and How You Impact Others
• 723.1 Team Dynamics

[/column] 

[column 12 layout="standard"] DOING THE RIGHT THING
Is principle centered and displays strong character[/column] 

[column 12 layout="standard"] COMMITMENT TO CO-OP VALUES
Acts in ways that put the cooperative’s values and principles above one’s personal needs and goals.[/column] 

[column 12] Key Behaviors: Supervisors and Managers; CEO and Senior Leadership

• Models Loyalty: Models cooperative principles and values inside and outside the organization.*
• Champions the Cooperative’s Reputation: Defends and stands up for the cooperative’s values, vision and objectives.*
• Achieves Results While Maintaining the Balance Between Work and Personal Life: Makes choices and sets priorities to achieve the cooperative’s goals while maintaining the balance between work and personal life.*
• Puts Cooperative Above Personal Identity: Displays personal humility and promotes the success of the cooperative above promoting self.*

* Denotes CEO-specific competencies[/column] 

[column 12] Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
• MIP Select
• Cooperative University - Check event session descriptions
• 715.1 Building Your Co-op's Culture: The Supervisor's Role
  
• 719.1 Building Trust in the Workplace
• 732.1 Values-Based Leadership
  

[/column] 

[column 12 layout="standard"] INTEGRITY AND COURAGE
Makes decisions and acts consistently with values, professional standards, and the broader interests of the cooperative.[/column] 

[column 12] Key Behaviors: Supervisors and Managers; CEO and Senior Leadership

• Is Open and Honest: Is honest in dealing with others, even when the message may not be welcome, and acts consistently and fairly.*
• Presents truthful information in an appropriate and helpful way.
• Acts Consistent with Statements, Values and Beliefs: Walks the talk, even when no one is watching.*
• Has self-awareness into own emotional strengths, weaknesses, and maintains self-confidence and persistence.
• Is trusted to keep confidences.
• Leads by example.
• Promotes the values of trust, integrity and courage throughout the organization.
• Stands Up for What is Right: Publicly stands up for what is right and will take personal responsibility for mistakes.*
• Makes the Tough Decisions: Is willing to make the tough decisions and act on values, even when there is significant personal cost.*
• Consistently applies personal values to address difficult situations and make tough decisions.

* Denotes CEO-specific competencies[/column] 

[column 12]Related Learning Programs

• CEO Close Up - Check event session descriptions
• Management Internship Program (MIP)
  
• MIP Select
• Cooperative University - Check event session descriptions
• 710.1 Stepping into Your Supervisory Role
  
• 715.1 Building Your Co-op's Culture: The Supervisor's Role
• 719.1 Building Trust in the Workplace
• 732.1 Values-Based Leadership
  
  

[/column]