Describe HOW SENIOR LEADERS guide your organization.

Describe HOW SENIOR LEADERS SUSTAIN your organization.

Describe HOW SENIOR LEADERS communicate with employees .

Describe HOW SENIOR LEADERS encourage HIGH PERFORMANCE.

Within your response, include answers to the following questions:

1.1a. Vision and Values

a(1) HOW do SENIOR LEADERS set organizational VISION?

HOW do SENIOR LEADERS set organizational VALUES?

HOW do SENIOR LEADERS DEPLOY your organization’s VISION through your LEADERSHIP SYSTEM, to all employees?

HOW do SENIOR LEADERS DEPLOY your organization’s VISION through your LEADERSHIP SYSTEM, to KEY suppliers, as appropriate?

HOW do SENIOR LEADERS DEPLOY your organization’s VISION through your LEADERSHIP SYSTEM, to KEY PARTNERS, as appropriate?

HOW do SENIOR LEADERS DEPLOY your organization’s VISION through your LEADERSHIP SYSTEM, to CUSTOMERS, as appropriate?

HOW do SENIOR LEADERS DEPLOY your organization’s VALUES through your LEADERSHIP SYSTEM, to all employees?

HOW do SENIOR LEADERS DEPLOY your organization’s VALUES through your LEADERSHIP SYSTEM, to KEY suppliers, as appropriate?

HOW do SENIOR LEADERS DEPLOY your organization’s VALUES through your LEADERSHIP SYSTEM, to KEY PARTNERS, as appropriate?

HOW do SENIOR LEADERS DEPLOY your organization’s VALUES through your LEADERSHIP SYSTEM, to CUSTOMERS, as appropriate?

a(2) HOW do SENIOR LEADERS promote an environment that fosters legal BEHAVIOR?

HOW do SENIOR LEADERS promote an environment that fosters ETHICAL BEHAVIOR?

HOW do SENIOR LEADERS promote an environment that requires legal BEHAVIOR?

HOW do SENIOR LEADERS promote an environment that requires ETHICAL BEHAVIOR?

a(3) HOW do SENIOR LEADERS create a SUSTAINABLE organization?

HOW do SENIOR LEADERS create an environment for PERFORMANCE improvement?

HOW do SENIOR LEADERS create an environment for accomplishment of STRATEGIC OBJECTIVES?

HOW do SENIOR LEADERS create an environment for INNOVATION?

HOW do SENIOR LEADERS create an environment for organizational agility?

HOW do they [SENIOR LEADERS] create an environment for organizational LEARNING?

HOW do they [SENIOR LEADERS] create an environment for employee LEARNING?

HOW do they [SENIOR LEADERS]  personally participate in succession planning ?

HOW do they [SENIOR LEADERS]  personally participate in the development of future organizational leaders?

 1.1b. Communication and Organizational Performance

(1) HOW do SENIOR LEADERS communicate with all employees throughout the organization?

HOW do SENIOR LEADERS empower all employees throughout the organization?

HOW do SENIOR LEADERS motivate all employees throughout the organization?

HOW do SENIOR LEADERS encourage frank, two-way communication throughout the organization?

HOW do SENIOR LEADERS take an active role in employee reward to reinforce HIGH PERFORMANCE ?

HOW do SENIOR LEADERS take an active role in employee reward to reinforce a CUSTOMER focus?

HOW do SENIOR LEADERS take an active role in employee reward to reinforce  a business focus?

HOW do SENIOR LEADERS take an active role in employee recognition to reinforce HIGH PERFORMANCE?

HOW do SENIOR LEADERS take an active role in employee recognition to reinforce a CUSTOMER focus?

HOW do SENIOR LEADERS take an active role in employee recognition to reinforce a business focus?

(2) HOW do SENIOR LEADERS create a focus on action to accomplish the organization’s objectives?

HOW do SENIOR LEADERS create a focus on action to improve PERFORMANCE?

HOW do SENIOR LEADERS create a focus on action to attain your VISION?

HOW do SENIOR LEADERS include a focus on creating and balancing VALUE for CUSTOMERS in their organizational PERFORMANCE expectations?

HOW do SENIOR LEADERS include a focus on creating and balancing VALUE for STAKEHOLDERS in their organizational PERFORMANCE expectations?

Notes:

N1. Organizational VISION (1.1a[1]) should set the context for STRATEGIC OBJECTIVES and ACTION PLANS, which are described in Item 2.1 and Item 2.2.

N2. A SUSTAINABLE organization (1.1a[3]) is capable of addressing current business needs and possesses the agility and strategic management to prepare successfully for its future business and market environment.

In this context, the concept of INNOVATION includes both technological and organizational INNOVATION to succeed in the future.

N3. A focus on action (1.1b[2]) considers both the people and the hard assets of the organization. It includes ongoing improvements in PRODUCTIVITY that may be achieved through eliminating waste or reducing CYCLE TIME, and it might use techniques such as Six Sigma and Lean Production. It also includes the actions to accomplish the organization’s STRATEGIC OBJECTIVES.

N4. Your organizational PERFORMANCE RESULTS should be reported in Item 7.1, Item 7.2, Item 7.3, Item 7.4, Item 7.5, and Item 7.6.

Item responses are assessed by considering the Criteria Item requirements; your KEY business factors presented in your ORGANIZATIONAL PROFILE; and the maturity of your APPROACHES, breadth of DEPLOYMENT, and strength of your improvement PROCESS and RESULTS relative to the SCORING SYSTEM. Refer to the SCORING SYSTEM.

For additional description, see 1.1 Senior Leadership Description.

2005 ARTICULATED Item Links: 1.1 - 1.2 - 2.1 - 2.2 - 3.1 - 3.2 - 4.1 - 4.2 - 5.1 - 5.2 - 5.3 - 6.1 - 6.2 - 7.1 - 7.2 - 7.3 - 7.4 - 7.5 - 7.6 - P.1 - P.2