Flexibility/Adaptability
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Definition
Adjusts thinking and behaviour to resiliently face change and uses experience to fuel growth. Embraces failure as a learning opportunity for themselves and others. Enables the process of change and transition while helping others deal with the effects of change. Adapts approach as the requirements of a situation changes.
Behaviours
- Ensures others are supported in adapting to change.
- Listens and responds to feedback regarding change and uncertainty.
- Anticipates and mitigates obstacles, risks, and business disruptions caused by change initiatives.
- Plans, implements, and communicates change initiatives.
- Presents the business need for change in positive, but realistic terms.
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Emotional Intelligence
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Definition
Demonstrates self-awareness in identifying their emotions and regulating their behaviour. Seeks to understand and empathize with others’ emotions, needs, and perspectives to guide their interactions. Aligns actions with CGS' values and expectations.
Behaviours
- Asks questions to clarify others’ needs and perspective.
- Reflects on appropriate response and approach to each situation before acting.
- Models the appropriate use of self- and relationship-management techniques, setting boundaries and practicing self-care in response to adversity.
- Approaches interactions with others with open-mindedness and flexibility.
- Inspires others to embody the organization's core values.
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Planning, Coordination and Execution
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Definition
Demonstrates the personal drive to achieve results through upfront planning and coordinates work such that they achieve results by priority setting, contingency planning, and problem solving to remove barriers. Effectively assesses and manages risk, and measures results.
Behaviours
- Clearly outlines and communicates performance expectations and metrics to staff, aligning them with departmental and organizational goals.
- Recognizes and rewards good performance and addresses poor performance in a timely manner.
- Inspires the department to meet stretch goals.
- Ensures appropriate resources are available to achieve objectives.
- Provides managers and senior leaders with advice and counsel on risk situations as they pertain to departmental or overall organizational initiatives.
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Business Acumen
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Definition
The ability to understand the business implications of opportunities and decisions, and to contribute to the improvement of functional performance within a team. It requires an ability to see the larger picture beyond a single business function by having an awareness of business issues, processes and outcomes, and the impact they have on the community and CGS’s strategic direction.
Behaviours
- Communicates the implications of business strategies on business unit programs and offerings.
- Reviews own strategic actions against the long-term strategic goals of the organization.
- Quantitatively measures the effectiveness (cost and value) of each product, service, and solution to determine their business viability (i.e., risk versus cost-benefit).
- Leverages cost-benefit analyses when designing and implementing new programs, services and other initiatives.
- Develops new programs or approaches to align the business strategy with the external environment.
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Customer/Resident Focus
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Definition
Prioritizes and acts upon the needs of both internal and external customers. It is the ability and willingness to understand and address their needs and continually provide high levels of service by keeping customer needs at the forefront of activities.
Behaviours
- Assesses and addresses underlying internal and external customer needs beyond those originally expressed.
- Designs processes with the customer experience top of mind.
- Implements systems to record and analyze customer feedback and the overall customer experience.
- Coaches employees on how to manage and build internal and external customer relationships.
- Creates an environment where employees are empowered to put customers first.
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Organizational Awareness
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Definition
Contributes to the organization by understanding the key relationships and power bases within one’s own and other organizations with which one interacts, and to use that understanding to lead CGS services more effectively.
Behaviours
- Inspires others to act in a manner that models the organization's mission, vision, and values.
- Improves the competitive value of the organization's core products and services.
- Demonstrates knowledge of the organization's capacities and constraints.
- Understands how different roles within the organization contribute to attaining organizational goals and key performance indicators.
- Internally influences development and enforcement of policies and standards.
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Judgment and Decision Making
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Definition
Uses critical thinking in decision making to gather information and understand causes and risks to identify best possible solutions. It involves being unbiased and objective, and aware of the short- and long-term impacts of decisions on various individuals or groups both within the CGS and externally.
Behaviours
- Invests time in planning, discovery, and reflection to drive better decisions.
- Effectively leverages hard data and garners insight from abstract data to make decisions.
- Delegates authority to solve problems and make decisions.
- Thinks several steps ahead in deciding best course of action, anticipating likely outcomes, risks, or implications.
- Establishes metrics to aid in decision making, for self and teams.
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Commitment to Continuous Learning and Digital Literacy
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Definition
Continuously develops and enhance one’s own and others’ personal and professional skills, knowledge and abilities. This implies a deep willingness and desire to learn new things. Champions and uses current and new technologies to support efficient and effective service delivery.
Behaviours
- Identifies the team's knowledge and skills, as well as current and future gaps based on organizational objectives.
- Coaches and mentors others in both technical and soft-skill development.
- Promotes an environment where two-way feedback can be delivered without fear of reprisal.
- Motivates others to own their own growth, identifying opportunities to improve and develop.
- Champions and encourages teammates to adopt new technology.
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Innovation
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Definition
The willingness and ability to take a creative approach to problems or issues, to “think outside the box”. Thinks beyond the confines of traditional models to recognize opportunities and find new and better ways of doing things. Encourages experimentation and accepts failure as a driver of innovation.
Behaviours
- Identifies changes in the internal and external environment that may impact the organization in the medium to long term.
- Researches and seeks out experts to identify potential opportunities.
- Recognizes and rewards creativity and innovation.
- Empowers employees to champion process and output improvements.
- Ingrains a practice of analyzing and learning from both successes and failures within the department.
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Building Collaborative Relationships
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Definition
Develops internal and external trusting, professional relationships by being capable of working well with others both on the team and cross-functionally to achieve individual goals, team and/or organizational goals. Purposefully develops networks to build value through collaboration. Values diverse perspectives and working with others to achieve the best output possible.
Behaviours
- Reaches out to other teams and departments to build collaborative, cross-functional relationships.
- Creates a culture of collaboration that leverages team members' strengths, even when the team is remote or virtual.
- Leads initiatives to improve team engagement and effectiveness.
- Builds consensus to make and implement team decisions, often navigating through challenging task or interpersonal obstacles.
- Values diversity in teams and understands the importance of differing perspectives to develop unique solutions or ideas.
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Impact and Influence
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Definition
The ability to persuade or gain the commitment of others. Positively impacts others' thinking, decisions, or behaviour through inclusive practices, relationship building, and a thorough understanding of the environment in which CGS operates. Drives action through influence, often without authority.
Behaviours
- Takes a planful approach to influencing others by identifying stakeholder interests, common goals, and potential barriers.
- Builds upon successes to gain acceptance for new ideas.
- Demonstrates the ability to draw on trusting relationships to garner support for ideas and action.
- Encourages a culture that allows space for influence to drive action.
- Adept at appropriately leveraging influence to achieve business unit outcomes.
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Inclusion
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Definition
Effectively and appropriately interacts with others to build relationships and actively listen to others. It includes the ability to reflect on verbal and non-verbal behaviour and communicate effectively and in a manner that contributes to an environment in which all employees feel a sense of belonging, valued for their differences, and empowered to participate and contribute freely.
Behaviours
- Enables an environment where people feel safe to speak openly.
- Rallies employees to communicate their ideas and share differing perspectives.
- Shares insights about their own strengths, weaknesses, successes, and failures to show empathy and help others relate.
- Recognizes and rewards inclusive behaviour.
- Demonstrates accountability for ensuring work practices are inclusive.
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Building Organizational Capacity Through Employee Development
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Definition
Inspires, motivates, and empowers employees to achieve professional and organizational goals through coaching and mentorship. Recognizes and supports an employee's professional interests and develops a pipeline of talent to meet the future needs of CGS.
Behaviours
- Coaches others to improve, develop, and become more confident in their capabilities.
- Pays attention to employee engagement and morale, and seeks out opportunities for improvement.
- Effectively balances people needs with strategic and operational business priorities.
- Encourages others to take on the role of leader, when appropriate, creating space for the others to lead.
- Fosters excitement and enthusiasm in employees by appropriately recognizing and rewarding organizational, team, and individual successes.
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Holding Self and Others Accountable
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Definition
Establishes, clearly communicates, and holds employees to account for the delivery of objectives by consistently monitoring performance. When required, provides clear direction, sets expectations, and identifies priorities. Provides timely feedback regarding performance issues and will take necessary action when improvement goals are not met.
Behaviours
- Makes needs, priorities, and requirements clear – linking individual accountabilities to organization objectives, and providing a context to create understanding of why they are being asked to do what they are doing.
- Confronts performance issues promptly and directly when individual or team performance is not meeting expectations or when behaviour goes against organizational values.
- Consistently monitors own and others’ performance against clearly articulated expectations using a wide range of metrics.
- Establishes and implements specific action plans to correct performance problems.
- Intervenes swiftly and consistently when individual and team performance are not meeting expectations.
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Strategic Leadership and Execution
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Definition
It involves providing inspiration, clarity, and direction through a compelling vision of the future, and how it is linked to daily work.
Applies vision to think beyond the immediate situation and explores multiple potential paths for a more efficient/effective course of action, to improve organizational performance. Invests time in planning, discovery, and reflection to better drive decisions and takes a long-term perspective on CGS. Ensures that business goals are met by executing, monitoring, and adjusting the organizational action plan.
Behaviours
- Analyzes departmental strengths, opportunities, weaknesses, and threats, then develops and implements appropriate action plans.
- Presents strong business cases for initiatives and resource allocation
- Clearly communicates team/department goals internally and externally.
- Monitors the alignment between the organization's vision, mission, and values and workplace decisions.
- Seeks out, encourages, and incorporates a diverse set of perspectives when making decisions.
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