Supervisory, Management and Leadership

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The knowledge, skills, and abilities needed to promote the qualities needed to engage and lead individuals and high performing teams and affect organizational results.

GOVERNANCE & STRATEGY

Focus on the long-term needs of the organization and its business structure

BOARD FOCUS
– Focuses on the needs of the Board and improving the effectiveness of the Board

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.
  • Supports executive level board relations by providing reports and information relevant to policies, governance and business results.

Key Behaviors: CEO and Senior Leadership

  • Builds a trusting and open relationship with each member of the board by gaining an understanding of their unique needs and expectations.
  • Shares information, communicates roles and responsibilities, shares best practices, supports board in making decisions.
  • Partners with the Board to build the cooperative's reputation within the community.
  • Encourages the Board to contribute in a substantial manner to development of the cooperative’s long-term vision and strategic goals.

VISION AND STRATEGIC ORIENTATION
– Takes a broad, long-term view, focusing on the future needs of the organization and its members

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.

Key Behaviors: CEO and Senior Leadership

  • Integrates the needs of the membership with the strategic needs of the cooperative, region and the industry.
  • Proactively improves the position of the cooperative by maintaining focus on the future and the constantly changing environment.
  • Adapts or creates a new and compelling vision, and is not constrained by traditional views of running the cooperative.

ORGANIZATIONAL DESIGN
– Builds an organizational structure that aligns roles and responsibilities with the values and strategic priorities of the organization.

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.

Key Behaviors: CEO and Senior Leadership

  • 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, strategies and resources.

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.

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.

Key Behaviors: CEO and Senior Leadership

  • Facilitates and leads change.
  • 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.

EXTERNAL LEADERSHIP

Focuses outside the cooperative to better the organization and communities

INDUSTRY INFLUENCE
– Has extensive knowledge of the industry and uses this knowledge to impact the future direction of the industry

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.

Key Behaviors: CEO and Senior Leadership

  • Serves as a leader in local, state, regional and/or national levels.
  • Actively contributes to advancing the current state of the industry by keeping abreast of the changing times and being an advocate for change.
  • Represents the industry in policy making forums and working groups to influence and educate for the good of the industry.

COMMUNITY ENGAGEMENT
– Places the cooperative in a collaborative position for maintaining and growing healthy communities.

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.

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. 

MEMBER FOCUS
– Focuses self and the cooperative on the needs of members.

  • 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.

GETTING RESULTS

Establishes and achieves challenging goals.

PROCESS MANAGEMENT
– Develops and monitors processes and organizes resources to achieve desired results

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.

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.

PROGRAM/PROJECT MANAGEMENT
– Designs, implements and manages programs/projects, and directs the related resources, personnel and activities to successful completion.

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.

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.

RESULTS DRIVEN
– Achieves results by establishing and maintaining focus on challenging goals and measuring organizational performance against those goals and standards.

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.

Key Behaviors: CEO and Senior Leadership

  • Continually strives to improve performance and results across the organization.

ANALYTICAL THINKING AND DECISION MAKING
– Thinks systematically, conceptually, and analytically to determine effective solutions that will enable the cooperative to achieve desired goals.

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.

Key Behaviors: CEO and Senior Leadership

  • Seeks out information on issues that will require decisions important to the long-term success of the organization.
  • Maintains awareness of the organization’s values and goals while facilitating discussion regarding actions or decisions.
  • Analyzes options and approaches taking into account the interactions and perspectives of all systems and organizational entities and various stakeholders.
  • Articulates the decision making situation.
  • Holds themselves and others accountable to the same standards of analysis, results, and consequences to ensure consistency.

INNOVATION
– Develops new insights into situations and applies different and novel solutions to make improvements.

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.

Key Behaviors: CEO and Senior Leadership

  • 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.

WORKING WITH AND THROUGH OTHERS

Respectfully interacts with different individuals and groups, being mindful of the lasting impact of words and actions

INTERPERSONAL COMMUNICATIONS
– Listens, relates and expresses oneself in a manner that is effective while supporting mutual understanding

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.

Key Behaviors: CEO and Senior Leadership

  • 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.

INFLUENCE OTHERS
– Persuades and motivates others towards an outcome consistent with the organization’s mission, vision, and values

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.

Key Behaviors: CEO and Senior Leadership

  • 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 the business unit.

PERFORMANCE MANAGEMENT
– Develops and empowers staff to achieve by championing and applying a systematic performance management process and coaching strategies

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.

Key Behaviors: CEO and Senior Leadership

  • 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.

RELATIONSHIP AND TEAM BUILDING
– Creates and fosters constructive working relationships and cohesive teams

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.

Key Behaviors: CEO and Senior Leadership

  • Fosters cooperation, collaboration, and communication to facilitate consensus and accomplish tasks.
  • Fosters an environment conducive to open, transparent communications among all levels.
  • Identifies and explains situations where collaboration and teamwork is likely to yield greater results for the organization. 
  • Motivates others to work collectively by role modeling collaborative behaviors and highlighting the positive results.
  • Seeks out opportunities to participate in, or lead collaborative activities within the organization and across the co-op network.
  • Encourages dialogue and develops coalitions outside their immediate area of responsibility.
  • Actively looks for ways to help other parts of the co-op network by appropriately sharing their organizational successes and shortcomings.

DIVERSITY AND INCLUSION
– Develops and nurtures an inclusive workplace that leverages the talents of each person and promotes cultural awareness among members.

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. 

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.

DOING THE RIGHT THING

Is principle centered and displays strong character

COMMITMENT TO CO-OP VALUES
– Acts in ways that put the cooperative’s values and principles above one’s personal needs and goals.

Key Behaviors: Supervisors and Managers

  • Models cooperative principles and values inside and outside the organization.
  • Defends and stands up for the cooperative’s values, vision and objectives.

Key Behaviors: CEO and Senior Leadership

  • Displays personal humility and promotes the success of the cooperative above promoting self.
  • Makes choices and sets priorities to achieve the cooperative’s goals while maintaining the balance between work and personal life.

INTEGRITY AND COURAGE
– Makes decisions and acts consistently with values, professional standards, and the broader interests of the cooperative.

Key Behaviors: Supervisors and Managers

  • Has self-awareness into own emotional strengths, weaknesses, and maintains self-confidence and persistence.
  • Presents truthful information in an appropriate and helpful way.
  • Is trusted to keep confidences.
  • Consistently applies personal values to address difficult situations and make tough decisions.
  • Publicly stands up for what is right and will take personal responsibility for mistakes.

Key Behaviors: CEO and Senior Leadership

  • Leads by example.
  • Promotes the values of trust, integrity and courage throughout the organization.