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
- Collaborates across the organization on change initiatives.
- Develops and manages change management strategies for major organizational change.
- Leads and champions change in the organization. Acts as a role model.
- Anticipates and mitigates obstacles, risks, and business disruptions caused by change initiatives.
- Personally communicates a clear vision and strategy for the change and its impact.
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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
- Assesses the impact of their behaviour or responses on themselves and others before and after acting, adjusting accordingly.
- Demonstrates open-mindedness in their interactions, seeking to challenge their own assumptions, biases, or automatic responses.
- Enables an environment where others feel empowered to communicate their emotions and needs.
- Champions and models the appropriate use of self- and relationship-management techniques, setting boundaries and practicing self-care in response to adversity.
- Sets and exemplifies standards for respectful and effective behaviour in the organization.
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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
- Establishes and communicates organizational performance goals and metrics to the management team.
- Acts as an accountability role model.
- Prioritizes operational effectiveness and highlights the importance of using the organization's strategic plan to set operational priorities.
- Pushes the organization to higher standards of performance.
- Examines broad departmental and organizational trends, and develops strategies to manage risk in the short and long term.
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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
- Identifies and acts on the critical issues among competing and compelling business priorities to ensure actions are aligned with the organization’s strategic goals.
- Develops the strategy for partnerships and alliances that will best further the goals of the organization and the community.
- Applies an extensive knowledge of all of the internal and external factors that influence and affect the long-term success of the organization and the community.
- Understands the strategies of key stakeholders, and formulates proactive strategies to gain advantages.
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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
- Anticipates future internal and external customer needs and incorporates them into goal setting, products, and services.
- Prioritizes and continuously communicates the importance of exceptional customer service.
- Forms strategic relationships with other organizations in order to improve the customer experience.
- Fosters a service orientation in the organization's management team.
- Designs processes with the customer experience top of mind.
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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
- Actively engages in setting the organization's mission, vision, and values.
- Establishes the competitive value of all of the organization's products and services, and sets new directions for product and service development.
- Politically aware and can identify key players internally and externally.
- Looks beyond stated organizational goals to develop people practices that support both the people and the goals.
- Adapts the organization's goals, core functions, and values with industry changes to ensure the organization's offering is consistent with community needs.
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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
- Prioritizes objective and ambiguous information, and analyzes this when making decisions.
- Solicits a diverse range of opinions and perspectives as inputs to decision making.
- Applies frameworks to decision making, particularly in situations that have little base in prior experience.
- Creates a culture of empowerment and trust to facilitate effective problem solving and decision making.
- Makes sound decisions that have organization-wide consequences and that influence future direction.
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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
- Drives analysis of the workforce knowledge and skills required to effectively deliver on the organization's strategy.
- Makes development and continuous learning a priority by providing resources and support.
- Establishes an environment that enables and celebrates learning from both successes and failures.
- Serves as a role model by actively engaging in lifelong learning and seeking feedback.
- Actively champions the adoption of new technology across the organization.
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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 long term.
- Prioritizes and encourages innovation across the organization.
- Open to radically new ways of doing things.
- Establishes a culture of analyzing and learning from both successes and failures across the organization.
- Shares innovations and ideas with the business and industry at large, when appropriate.
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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
- Creates a culture of collaboration among teams, departments, external business partners, and all employee levels.
- Breaks down silos to achieve inter-departmental collaboration.
- Uses an inclusive and consultative approach in setting team goals and objectives, and making team decisions.
- Coaches managers on how to identify and proactively mitigate potential points of team conflict.
- Recognizes and rewards teamwork throughout the organization.
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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
- Designs strategies that position and promote ideas and concepts to stakeholders.
- Uses third-party alliances and experts to persuade stakeholders.
- Demonstrates the ability to draw on trusting relationships to garner support for ideas and action, within and outside the organization.
- Creates an environment where individuals trust the leader and the leader trusts those they’re leading.
- Creates a culture that allows space for influence to drive action.
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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
- Uses an inclusive approach in setting strategic direction and making decisions.
- Recognizes and rewards inclusive behaviour throughout the organization.
- Influences others to promote and embrace diversity and inclusion.
- Helps the organization to understand the business case for diversity and inclusion.
- Creates accountability for diversity and inclusion progress in the organization.
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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
- Demonstrates belief in the value of people as individuals; applies influence to improving the employee experience.
- Creates opportunities to recognize the organizational contributions of individuals and teams.
- Has a strong understanding of their team's capabilities.
- Seeks input when making decisions that impact their people
- Creates an environment where people are capable of recognizing when they are the appropriate leader and readily step up to lead when required.
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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
- Promotes a high-performance culture and identifies any deficiencies in a proactive way.
- Creates an environment where people feel individually and jointly accountable for performance.
- Removes barriers to performance across functional business units to enable others to achieve results.
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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
- Owns strategic goals and plans at the organizational level.
- Thinks in a holistic, realistic, and futuristic manner, anticipating future issues within the organization and solutions for those issues.
- Sets the organization’s long-term strategy, and creates aligned goals, ensuring that organizational gaps are reduced or eliminated.
- Exemplifies an environment that places value on reflection and planning.
- Encourages a culture where formal leaders recognize that they do not know everything and informal leaders are empowered to take on decision-making responsibilities.
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