Develops the steps necessary to accomplish long-term goals. Identifies long and short-term goals and establishes realistic plans to reach them. Allocates required resources, allows for contingencies and ensures that plans fit with the larger needs of the organization. Sets milestones to measure progress along the way. This is distinctly different from individuals who ignore long-term or short-term goals, fail to link their goals to broader initiatives, have not set realistic plans that allow for contingencies, and/or ignore the importance of milestones that could enhance motivation in the pursuit of long-term plans.

Prioritizes tasks and manages time to ensure that deadlines are met. Plans his or her time and sticks to those plans. Prevents or manages interruptions until the highest priority tasks are accomplished. This is in contrast to those individuals who fail to prioritize tasks or are not tenacious or disciplined enough to stay focused on the highest priority aspects of the job. This tendency to lack focus or discipline results in unmet deadlines and frustrated stakeholders.

Applies creativity and originality in the work setting, when appropriate. Suggests or applies new ways of addressing ongoing work issues and challenges. Sees possibilities that others have not yet seen, or combines ideas and approaches suggested by others in a unique manner that results in breakthroughs and improvements. Understands when to be creative and when to stick with what exists now. This behavior contrasts with those who tend to focus exclusively on how things have been or how they are now and who tend to stick with traditional ways of doing things.

Is able to take on a variety of different tasks and roles in the organization. Can move in a relatively seamless manner from one task or focus to another and can fill in for other team members when they are absent or are experiencing work overload. This contrasts distinctly with individuals who have a limited number of skills or who convey a strong preference to work in narrowly defined arenas. In these circumstances, the individual's actual (or preferred) lack of range and flexibility typically reduces his/her value in a team environment.

Tends to listens more than talk. Leaves others with the impression that their thoughts, opinions, feelings and needs are important. Helps others understand their feelings and their needs. This compares favorably with the behavior of individuals who talk more than they listen, leave others wondering whether perspective is important, and/or are not viewed as a potential "sounding board" that allows others to sort through and clarify their own feelings and needs.

Makes it a practice to share new skills or knowledge with others in the organization. Keeps his/her manager informed of newly- acquired skills and knowledge and offers to share information, demonstrate skills or summarize learning for others on the team. This clearly differs from those who tend to hoard knowledge or skills and fail to see to it that new capabilities are shared with others to expand the benefits for the organization.

Builds rapport and develops alliances with a broad range of people. Adjusts communication style to meet the needs of individuals at various organizational levels and to meet the needs of clients. Forms alliances by demonstrating concern and respect for others, as well as by highlighting common interests and aspirations. Leave others feeling that he/she will be a trusted ally and is careful to act in ways that reinforce that trust over time. This is in contrast with the behavior of individuals who tend to interact with a relatively narrow range of people or who fail to adjust their communication styles to accommodate others. It is also quite different than behavior that leaves the impression that the person is seeking to advance his/her own narrow agendas and interests.

Personally demonstrates that external (or internal) constituents are a high priority. Identifies constituent needs and expectations and responds to them in a timely and effective manner. Anticipates and prevents delays or other things that can adversely affect the constituent. Keeps constituents informed about the status of pending actions and inquires about constituent satisfaction with service. This is in sharp contrast to behavior patterns that tend to disappoint constituents, leave them feeling forgotten and unimportant or that otherwise result in unmet needs or expectations.