Behavioural competencies for Management: Drive for results and efficiency

Definition: Positions the organization for success by establishing challenging yet achievable performance goals, aligning systems and processes to deliver on NRC's goals of generating economic, social and environmental benefit to Canadians, and implementing more efficient work practices. It involves managing and allocating financial and people resources to execute operational and business plans and leverage revenue targets. (Important to note: Drive for Results and Efficiency is about improving organizational performance while Action Management is about planning, organizing and managing work activities.)
Scale progression:: All levels of this competency express an intense concern with improving performance that ranges from the individual/team to the organizational level.

Level 1

Pushes projects forward despite obstacles
Does not give up; remains focussed on attaining results despite obstacles and interruptions
Depicts a sense of urgency for solving problems and getting work done in the most efficient manner
Completes work assignments promptly and efficiently
Ascertains when it is appropriate to intervene in situations that jeopardize the attainment of goals
Encourages everyone to be professional at all times, i.e., accurate, punctual and reliable
Seeks feedback from stakeholders to help improve performance
Takes ownership of decisions and actions that advance objectives

Infuses clarity in team structure, accountability and goals
Eliminates unnecessary bureaucracy and inefficiency in work processes and procedures
Synchronizes and aligns efforts with others towards attaining common goals
Involves employees in planning, problem solving and decision-making on matters that affect team performance
Clearly explains to others when their expectations are at odds with the goals of the project, program, research centre and/or NRC
Establishes methods for open communication and decision making to support team cohesion and performance

Helps others generate breakthrough ideas, fresh perspectives and new approaches
Creates a safe and positive environment for self and others to try and learn new ways of doing things
Empowers all employees to be effective and to champion continuous improvement
Empowers team members to propose approaches to increase performance and deliver results in shorter timeframe (or at lower cost, etc.)
Does not rest on past successes; establishes new "stretch" goals for the unit that accelerate NRC's business objectives
Makes changes to meet the evolving needs of NRC's stakeholders, and shifts in external markets, industry, government policies, etc.

Champions initiatives across organizational boundaries to achieve a new operational efficiency
Seeks to expand the acceptable boundaries of risk in order to position NRC's science and research within industry
Creates an environment in which all systems and processes support high levels of efficiency
Develops and executes business plans and budgets to surpass or leverage revenue targets
Seeks new opportunities to improve business outcomes using innovative (unique/original/untried) approaches to overcome obstacles and surpass performance

Makes significant, lasting changes in climate, culture or focus of the organization to improve operational excellence and organizational success
Creates new systems or structures to support long-term strategy and requisite supporting behaviours
Changes metrics, job responsibilities, information systems, rewards systems, etc. to align desired behaviours with strategy and organizational performance
Develops broad governing models integrating NRC's business functions
Recognizes employees, teams and groups who exemplify organizational excellence
Champions the ongoing spirit of improvement and professional growth across the organization
Articulates a vision for operational excellence, including the strategic, long-term management of finances and people