Competency Model

Development Resource Guide

ABOUT THIS GUIDE

This Developmental Resource Guide (DRG) is designed to help you identify ways to develop yourself
and your team members. The development ideas included in this guide support the Perrigo
competency model. The competency model is validated to Perrigo and is designed to help employees
develop in competencies that drive successful performance and engagement at Perrigo.

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 TABLE OF CONTENTS

The Performance Management Process 3

The Competency Model 4

Competency Development Process 5

Optimizing Your Competency Development 6

Selecting the Right Development Opportunity 7

How to Use This Development Resource Guide 8

Competencies
Collaboration & Influence 10
Continuous Improvement 15
Customer Focus 19
Decision Making 23
Develops Self/Develops Others 27
Healthy Results 31
Inspires the Team 36
Models the Core Values 39
Planning 43
Takes Action 47

Competency Model Learning Matrix 50

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THE PERFORMANCE MANAGEMENT PROCESS

Performance Management is a set of management and employee practices that support achievement
of company objectives.

The annual performance review process is a step-by-step process between an employee and the
employee’s manager(s). It is important that the manager and employee work together to:

• Establish measurable objectives and review progress regularly

• Assess development needs, achievement and attainment of objectives
• Use this information to improve performance through coaching and development

Use of the competency model is a key component of the overall performance management cycle. It
begins in the objective setting step where employee and manager will collaborate in determining the
competencies to focus on for the fiscal year, and continues in the development of learning objectives
and identification of development opportunities.

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THE COMPETENCY MODEL

The Competency Model contains a balanced focus on both Organization Health using Key Behavioral
Indicators (KBI’s) and Organizational Performance using Key Performance Indicators (KPI’s), both
necessary for success at Perrigo. The graphic below visualizes the competencies and the
Health/Results (KBI/KPI) balance.

Within each competency you will find three levels of behaviors: Associate, Manager and Leader. As a
general guideline, Associates are those employees who are individual contributors, without any direct
reports. Managers are those employees who have direct reports and are responsible for monitoring,
maintaining and improving systems. This typically includes Supervisors, Managers and Senior
Managers. Leaders are those employees who are responsible for establishing the overall vision and
direction, for ensuring systems are in place, and for removing barriers to effective performance. This
typically includes Directors, Senior Directors, VP’s and SVP’s.

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COMPETENCY DEVELOPMENT PROCESS

Accountability in the Development Process

Your Role in Your Own Development: Development is not something that just happens to someone.
Rather it is something that you have to invest in, commit to and take seriously. Finding the time for
development, in your busy schedule, can be a challenge in terms of this commitment. The following
are some guidelines for helping you commit to your development:

• Prioritize Your Development: Set aside time every week/month to dedicate to your personal
development. This may include selecting a development suggestion from this Guide, talking
with your manager about your progress or asking your peers or direct reports for feedback on
how you have been doing. Building your development into your weekly/monthly agenda will
help you keep it a priority.
• Hold Yourself Accountable: Do not accept the status quo. Push yourself to attain higher
standards by selecting development activities that will stretch you.
• Ask for Regular Feedback: When you ask your manager and others for feedback, you are
showing them and yourself a commitment to development. Ask for feedback directly, rather
than assuming that others will come to you with it, to increase the chance of getting truly honest
and helpful guidance.
Your Role as a Manager in Others’ Development: Managers can and should play a significant role in
developing their employees. They support employees by providing on-going coaching and feedback
during formal and informal coaching discussions. It is critical that managers encourage employees at
all levels to take primary responsibility and ownership of their own developmental progress. The
following are suggested areas of focus that will help guide managers and those they manage through
their development:

• Ask for Specifics: Focus on specific behaviors that require change rather than general
concepts. If you tell those you manage to improve on a specific competency, they should be
prepared to ask questions to make sure they are clear in understanding what they should be
doing differently.
• Prioritize to Improve Performance: Help employees prioritize their development on the
highest priority gaps between the desired competency level and an assessment of current
behavior. Think about those competencies where development and progress will most likely
impact performance and guide your employee toward those development activities.
• Provide Feedback Along the Way: As an individual begins the development journey, he/she
should frequently seek out and respond to feedback from others in order to adjust behavior
patterns. Be prepared to provide specific examples of when you see improvement or when you
notice opportunities to change behavior. Be honest and forthright in your feedback.

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OPTIMIZING YOUR COMPETENCY DEVELOPMENT

While other people can help us develop, each of us individually has primary responsibility for our own
development. Here are some things to help you on your development journey.

Creating Successful Learning Objectives

Each individual has a unique combination of strengths and developmental needs. When building your
learning objectives, remember to leverage your strengths as well as work to build your capability in
areas where you may be below target.

As you create your learning objectives, keep the following tips in mind:

• Concentrate developmental efforts on only two or three behaviors at a time.

• Prioritize building the competencies that will drive the business, your current performance and
your career goals.
• Clearly define developmental actions and desired results.
• Specify action steps and roles for yourself, your manager and anyone else involved. Plan for
discussions with your manager on feedback, problem-solving and shared evaluation of
progress.
• Get support. Your own actions should be supplemented by resources and help from others.
• Set a timetable and method for monitoring progress and re-addressing development actions, if
necessary. Progress must be clearly observable or measurable.
• Identify obstacles to progress, either personal or external, and determine where you may need
help or special effort.

Potential Obstacles Which Inhibit Development

As you begin to think about developmental planning, be aware of obstacles that may interfere:

• Individual development is often put off and takes a back seat to day-to-day priorities.
• Habits that have developed over years are difficult to change.
• Feelings of vulnerability in developmental settings make people uncomfortable.
• Many people fail to set specific/measurable developmental objectives for themselves.
• People begin with good intentions, but there is no established process for monitoring progress
and providing ongoing feedback.

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 SELECTING THE RIGHT DEVELOPMENT OPPORTUNITY

The visual below provides guidance in the selection of development opportunities. It is important to
ensure identified opportunities fall within the “challenging” category, where the opportunity creates new
challenges for the employee, without “over stretching” them.

Another key concept is balancing the development opportunity with a focus on “on the job” learning.

Unchallenging Challenging Unrealistic

Formal
u No Stretch: Status Education u “Over Stretch”:
10% Associate lacks
quo; Minimal
challenge & essential skills for
development Developmental success and/or
Relationships
“On the assignment
u High probability of
success 20% Job" includes too many
u Low / no risk Learning challenges
u Low satisfaction u Low probability of
70% success, if at all
u High risk
u High stress

u Smart Stretch: Assignment creates new challenges and

learning without “over stretching”
u Success is probable but not guaranteed. Associate will
require additional skills and support (feedback, coaching &
training) to succeed.
u Moderate risk
u Does not necessarily mean a new job / promotion -- can
include adding new challenges / complexity to current role
u Requires challenges matched to the individual’s
development needs

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HOW TO USE THIS DEVELOPMENT RESOURCE GUIDE

The development actions in this guide will help grow Perrigo’s future capability and will also further your
own personal growth while in your current role. There are several types of development activities that
have been designed to tap into different learning styles. These include:

• Reflection: Activities that involve thinking, analyzing, reflecting, and synthesizing independently
and may suggest that you discuss your thoughts with your manager or a peer.

• On-the-Job: Activities that you would incorporate into your day-to-day job. These often involve
step-by-step instructions or recommendations for how to implement.

• Feedback and Mentoring: Activities that involve either 1) asking for feedback, 2) setting up a
mentor relationship where you are the mentee or 3) providing yourself as a mentor to others.

• Reading: A list of suggested books and articles related to discovering more about the concept
and application of each competency.

While your learning style may be more suited for one learning type over another, you are strongly
encouraged to try to tap into all of these types of activities – as your greatest development often comes
from pushing yourself outside of your comfort zone.

Leveraging the Development Tips in this Guide

• This guide does not have the “answer” to development. It is, instead, part of an overall
framework toward development that should be used as a resource to help you grow – and to
help you, as a leader, help others develop.

• Use the guide as a starting point for individual development planning. It is not intended to be an
exhaustive list of possibilities but rather a starting place to jumpstart your thinking.

• Go directly to the section related to the competency you plan to focus on and pull the activities
that best suit your development needs. You do not need to read this guide from start to finish;
use it, instead, as a “dictionary” of options.

• Determine which development activity works best for you. Feel free to tailor the activities
suggested or build on them. Several options are provided for developing each competency.
On-the-job development activities can provide powerful learning experiences; readings can
provide useful background information and context.

• Talk to others to get ideas that are working for them if you are having trouble identifying a
development action for a specific competency.

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 KBI & KPI Focus
COMPETENCY MODEL KBI Focus KPI Focus

Models the Core Values Healthy Results Inspires the Team Collaboration & Develops Self/Develops Takes Action Customer Focus Continuous Planning Decision Making
(Holds self and others to a (Sets, pursues and (Encourage thought, Influence Others (Forms relationships and (Understands and Improvement (Develops plans that are (Makes timely and
high standard of integrity, achieves challenging activity or action in (Seeks input from (Approach every experience proactively takes represents the needs and (Continuously improve appropriately sound decisions.)
treats others with respect performance targets others through one's own others and builds as an opportunity to initiative to improve interests of the customer, and enhance processes comprehensive, realistic,
and demonstrates utilizing behaviors that words, actions or relationships to continuously learn and Perrigo performance and both internal and external) and performance.) and effective in meeting
responsibility in all actions.) build trusting, behaviors.) positively impact share learnings with employee engagement.) goals.)
professional performance results.) others.)
relationships)

Associate • Shows consistency between • Asks questions to clarify • Understands what • Provides help to • Demonstrates awareness • Works independently • Responds effectively to • Identifies opportunities • Determines tasks • Uses available facts
words and actions assignments and motivates oneself and others and seeks help of one's own capabilities or with others to solve customer (internal and for work to be improved needed, appropriate and data to inform
• Acts professionally when priorities and utilizes communicates this with when needed and development needs routine problems external) needs and and communicates with sequence of activities, decision making
interacting with others, appropriate tools to others • Encourages people to and seeks to continuously • Monitors own work expectations through others applicable supporting • Seeks innovative
whether internal or external achieve objectives • Works with others to collaborate inside and learn & grow activities for inefficient prompt service and • Uses appropriate tools tools and realistic solutions when moving
• Anticipates obstacles simplify work processes outside of their work • Shares best practices with methods and eliminates effective communication to improve daily work estimates of the time problems toward
and plans accordingly, group to develop others wasted efforts • Works to anticipate, needed for completing solution
demonstrating desired solutions and solve identify and meet own work
behaviors while achieving problems customer (internal and • Identifies &
outcomes external) needs communicates realistic
estimates of time, scope
and budget needed to
accomplish team or work
group objectives

Manager • Uses systems to reinforce • Creates and manages • Advocate for team • Actively build • Creates and manages a • Identifies and takes • Monitor, maintain and • Monitor, maintain and • Translates broad • Builds and monitors
behaviors aligned with the systems that drive member performance relationships, networks system to ensure team steps to address improve systems to improve systems to strategies into specific systems to provide
core values and eliminate desired performance and engagement by and systems with members learn at the pace unnecessary bureaucracy proactively meet customer support continuous objectives, metrics, and data and measures to
those than do not support results and behaviors, fostering a positive work others across Perrigo, necessary for business and inefficiencies in (internal and external) improvement to drive action plans and aligns enable sound and
(e.g. recognition system) utilizing broad environment where despite differences in performance and career current systems and needs and provide added efficiency, effectiveness with appropriate systems timely decision making
perspectives and employees can question interests, backgrounds, growth processes value and compliance
feedback from others assumptions, innovate cultures, perspectives
and improve systems and and needs
processes

Leader • Establishes an environment • Establishes clarity of • Listens to, interacts • Builds trust and • Ensures development • Shapes Perrigo's future • Stays current in industry • Encourage and grow a • Ensures that efforts • Enables others to
in which uncompromising vision, alignment and with, and advocates for support within and plans are in place and holds by motivating, and market best practices culture of continuous across functions, solve problems across
integrity, genuine respect for prioritization of goals, the team to enable across the organization self and team accountable encouraging and and uses information to improvement throughout locations, or functions, locations or
others and personal performance and individual and team regardless of reporting for implementation recognizing individuals shape solutions and the organization organizations are organizations through
accountability for all actions behavioral accountability, performance and growth relationships for meeting performance approaches for the integrated and aligned appropriate evaluation
is the norm and a positive work targets without heroics, customer (internal and with strategic objectives, of the costs, risks,
environment to drive fire-fighting and external) inclusive of resources, benefits and return on
performance results and workarounds time, etc. investment
build trusting,
professional relationships

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Collaboration & Influence
Seeks input from others and builds relationships to positively impact performance results.

• Provides help to others and seeks help when needed

Associate • Encourages people to collaborate inside and outside of their
work group to develop solutions and solve problems

• Actively build relationships, networks and systems with others

Manager across Perrigo, despite differences in interests, backgrounds,
cultures, perspectives and needs

Leader • Builds trust and support within and across the organization
regardless of reporting relationships

Development/Learning Objective Ideas

Associate

• In discussions with managers and co-workers, try to elicit their perspective on how to get things
done and how they gain support within the organization. Ask probing questions to understand
the unspoken organizational constraints that may prevent certain things from happening at
certain times. Seek to understand the informal procedures and practices and use this
understanding when influencing others.

• Recognize the value of your expertise, and communicate it to others as appropriate. Realize
that the self-image that you project can have a strong influence on the way that others perceive
you.

• Consider what may be happening within the organization that might impact your ability to get
your idea across. What other underlying issues are on the minds of your audience that you
should address? Review your thoughts with your manager or another colleague who may have
additional insight and tailor your influence plan appropriately.

• Ask for input from others and encourage everyone to participate in discussions. In meetings,
draw out others’ opinions and build on their ideas. Be sure to solicit ideas and input from those
who are not as vocal, demonstrating that all views are valuable and encouraging others to
gather a broad perspective before making decisions or developing plans.

• Make a commitment to check with others in the organization to see if they need help with their
initiatives. Offer your assistance in situations when you have the expertise, skills, and abilities
needed, especially in time-sensitive situations. Establish the habit of actively offering
assistance to others for the purposes of collaboration and breaking down silos.

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 • The next time one of your peers asks for your help or advice on any topic, make a note in your
calendar to follow up with that person two weeks later. On that day, send that person a
message asking if your assistance or advice was helpful and if there is anything additional you
can do.

• Review key events and decisions, and decide who needs to be informed. Continually ask
yourself the question, “Who else needs to know about this?” Develop your own personal
system for ensuring that those individuals or groups receive the necessary information in a
timely manner. Maximize the use of technology (e.g., e-mail, voicemail) for these purposes, but
don’t forget the importance of conversation for communicating some information and for making
decisions.

• Consider how you can assist others within and beyond your work area. Initiate discussions with
colleagues to identify shared goals and the ways in which you can collaborate.

• Whenever you are implementing a new initiative or working with a new customer, identify
individuals outside of your area or function to participate in the planning and brainstorming
process. Their perspective may help you identify pitfalls, unseen opportunities and additional
obstacles that must be overcome. Incorporate what you learn into your own planning efforts.

• Proactively identify the resources you can offer to others. Keep in touch with people so you can
volunteer to help when needed. This proactive approach shows real awareness and concern
for the overall good of Perrigo and helps you build solid relationships.

Manager

• Review the systems in your area of responsibility to see if they are inclusive of varied voices
and are driving collaborative behavior. Select a project that will increase collaboration.

• Establish a forum made up of peers, cross-functional colleagues, and other appropriate

stakeholders to keep each other up-to-date on activities in your area and the larger
organization. Specifically reach out to individuals in your immediate network and others around
you who work in different functional areas who you think will benefit from knowing each other’s
activities and priorities.

• If there is a communication problem, conflict or some other barrier preventing collaboration,

initiate a meeting to bring people together to discuss the breakdown. Identify the issues and
collectively establish solutions for removing the barriers and handling similar situations in the
future.

• Participate in assignments or projects in which you will be working with others who have diverse
opinions and styles that are different from your own. Use the information you acquire in these
situations to help you understand various approaches to communicating.

• Make a plan to introduce your colleagues to key external partners or stakeholders which may be
valuable relationships to have in driving organizational results and customer satisfaction.
Prepare for this meeting by creating a business case for the introduction. Conduct the meeting,
keeping the business issues in the forefront and making it explicit why you are introducing your

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 colleagues. Following the meeting, spend time with your Perrigo colleagues debriefing. What
was their take on the discussion? Where can Perrigo add value to the partner or stakeholder?
How can that relationship add value to Perrigo? Make a plan to jointly address the opportunity
with the partner or stakeholder.

• Recognize patterns in others’ behavior and respect individual differences between people,
especially those related to culture. Open a file in which you record patterns you observe. Use
this file to remind yourself of these patterns in the future and to enable you to proactively work
on the relationship.

• Volunteer to work on a global team. As you do this work, try to set aside your own notions of
how the people might feel, or what they may need. Instead, deliberately focus on learning about
your team members, on getting a glimpse of their view of the world, what is important to them,
what they think they need.

• Involve diverse groups of people in decision-making and problem-solving processes in order to

gain a broader range of ideas and perspectives. Solicit input from a wide variety of people and
functions, specifically individuals that you would not normally include. Remember that more
creative and effective solutions usually arise out of diverse groups rather than ones that think
alike.

• Act as a role model in promoting the value of diversity to Perrigo. Encourage others to link the
variety of talents within the organization and support the unique contributions of others. Make
the case that diversity results in better decision making, improved problem solving, and greater
creativity and innovation.

Leader

• Initiate regular discussions with colleagues in other departments to identify shared goals and the
ways in which you can collaborate for mutual benefit. Take time to discuss matters outside the
tasks in question so that you steadily build perspective on what is happening enterprise-wide.
Determine how you can assist others within and beyond your work area and identify those who
can assist you as well.

• Read the book “Working at the Speed of Trust” by Stephen M.R. Covey where you will learn
about the 5 Waves of Trust, 4 Cores of Credibility & 13 Behaviors of High Trust. Identify
opportunities for application and track the results after changes are implemented.

• Read the book “Five Dysfunctions of a Team” followed by “The Advantage” by author, Patrick
Lencioni, where you will learn how trust is at the foundation of a highly cohesive team. Seek
consult with a member of the Organizational Development team to discuss opportunities for
application within your team.

• Visit the Ted Talk website & search videos on Trust & Leadership. (example: Simon Sinek).

• Lead conversations with your team on the topic of Trust, and use tools such as the Trust
Assessment in the “Five Dysfunctions of a Team” book to understand your team’s current state
regarding Trust. Create an action plan based on the content and revisit the topic regularly
(monthly/quarterly) to learn if the team feels that they are increasing trust within the team.

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 • Lead open dialogue and information-sharing with other parts of the business. Proactively share
information to keep others abreast of activities and initiatives within your own department that
could affect them. Circulate current organizational data, including status reports, strategic
documentation and any other information to help other areas of the business better understand
each other. Let others know what resources your department needs to effectively achieve goals
and objectives, and encourage others to do the same. Work together to provide access to
these resources.

• Establish a forum to share best practices for working across functions or across different areas
of the business. Hold regular meetings, or host events or discussion forums where individuals
can come together to learn about collaborative successes and brainstorm new opportunities for
integration, alignment, synergy and sharing information across Perrigo.

• Take opportunities to eliminate organizational barriers to collaboration. Identify a particular

organizational approach, process or decision you believe should be changed. Include people
from various areas when developing ideas to create buy-in for change. After assuring yourself
that your perspective or idea is sound and has the potential to improve organizational results,
present your findings to the appropriate stakeholders.

All Levels – Readings Related to Collaboration & Influence

• Becoming a Strategic Leader: Your Role in Your Organization’s Enduring Success. R. L.
Hughes and K. M. Beatty. Jossey-Bass, 2005.

• Changing Minds: The Art and Science of Changing Our Own and Other People’s Minds. H.
Gardner. Harvard Business School Press, 2004.

• Excellence in Business Communication. C. Bovee and J. Thill. Prentice Hall, 2004.

• “How Leaders Create and Use Networks.” H. Ibarra and M. Hunter. Harvard Business Review
article, 2007

• Influence without Authority. A. R. Cohen and D. L. Bradford. Wiley, 2nd edition 2005

• Organizational Culture & Leadership. E.H, Schein. Jossey-Bass, 2010.

• The Stakeholder Strategy: Profiting from Collaborative Business Relationships. A. Swendsen.

Berrett-Koehler Publishers, 1998.

• The Story Factor: Inspiration, Influence, and Persuasion through the Art of Storytelling. A.
Simmons. Basic Books, 2006.

• Understanding Organizations. C. Handy. Oxford University Press, 4th edition 2005..

• Getting More: How to Negotiate to Achieve Your Goals in the Real World. Stuart Diamond.
Crown Business, 2010.

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• The Art of Creating and Sustaining Winning Teams. P. Cardonad and P. Miller. HBSP Note
Publication. IESE University of Navarra, 2000.

• The Boundaryless Organization: Breaking the Chains of Organizational Structure. R. Ashkenas,

D. Ulrich, T. Jick and S. Kerr. John Wiley & Sons, 2002.

• The Five Dysfunctions of a Team. P. Lencioni. Harvard Business School Press, 2002.

• Groups That Work (and Those That Don’t). J. R. Hackman. Jossey-Bass, 1990.

• How to Make Collaboration Work: Powerful Ways to Build Consensus, Solve Problems, and
Make Decisions. D. Straus and T. C. Layton. Berrett-Koehler Publishers, 2002.

• Organizing Genius: The Secrets of Creative Collaboration. W. Bennis and P. W. Biederman.

Perseus Books Group, 1997.

• Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and
Facilitators. P. Lencioni. Jossey-Bass, 2005.

• Teams at the Top: Unleashing the Potential of Both Teams and Individuals. J. R. Katzenbach.
Harvard Business Press, 1998.

• Ten Commitments for Building High Performance Teams. T. Massey. Robert D. Reed
Publishers, 2005.

• Senior Leadership Teams: What It Takes to Make Them Great. R. Wageman, D. A. Nunes,
J. A. Burruss and J. R. Hackman. Harvard Business School Press, 2008.

• Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn
Colleagues Into Competitors. P. Lencioni. Jossey-Bass, 2006.

• “Speeding Up Team Learning.” A. C. Edmunson, R. Bohmer and G. P. Pisano. Harvard

Business Review, 2003.

• Wikinomics: How Mass Collaboration Changes Everything. D. Tapscott and A. D. Williams.

Portfolio Trade, 2008.

• Make Space: How to Set the Stage for Creative Collaboration. Scott Doorley, Scott Witthoft.
Wiley, 2012.

• The Improvisation Edge: Secrets to Building Trust and Radical Collaboration at Work. Karen
Hough. Berrett-Koehler Publishers, 2011.

• Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results. Morten T.
Hansen. Harvard Business School Press, 2009.

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Continuous Improvement
Continuously improve and enhance processes and performance.

• Identifies opportunities for work to be improved and

Associate
communicates with others
• Uses appropriate tools to improve daily work

Manager
• Monitor, maintain and improve systems to support continuous
improvement to drive efficiency, effectiveness and compliance

• Encourage and grow a culture of continuous improvement

Leader throughout the organization

Development/Learning Objective Ideas

Associate
• Continually look for ways to change and improve processes to better meet organizational and
customer needs. Develop ways to actively encourage change. Where appropriate, make public
statements that encourage others to feel empowered to think creatively and openly identify
opportunities to enhance performance. Proactively ask for new ideas, and demonstrate that you
value them. Consider all ideas seriously by asking questions and taking time to think through
the costs and benefits.

• Seek opportunities to educate yourself on the various continuous improvement tools. Evaluate
your work processes and identify which tools are most appropriate to reduce waste and
variation.

• Establish a peer-coaching group of trusted colleagues with whom you can meet regularly to
discuss current issues, identify departmental strengths and brainstorm new ideas for improved
approaches or protocols.

• When a problem arises that your typical way of working will not solve, speak with trusted
colleagues and brainstorm alternative approaches. Examine how flexible the rules are in this
situation, and determine if some latitude in the guidelines will allow for a more effective
approach.

• Periodically, think about the way things are being done. What are the strengths and
weaknesses of the current processes? Is there a better, more efficient way? Encourage others
to also proactively identify opportunities to improve operations or create efficiency.

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• Identify a particular organizational process that you believe could be improved. Research the
situation thoroughly by taking steps to understand the rationale behind the current process and
collecting best practices on trends within the industry (e.g., technology, marketing). Present
your ideas for improvement to the appropriate stakeholders, taking time to think through the
costs and benefits for the recommended process change.

• Be constantly alert for opportunities to increase efficiency by modifying your department’s work
processes. Suggest specific changes in departmental standards and specifications in order to
achieve better results and satisfy customer needs.

• Identify best practices and implement them to solve problems more effectively. Share your ideas
with others, and listen to them when they share ideas with you. Continuously strive to find more
efficient, higher-quality ways of doing business.

Manager
• When you identify an improvement that is within your power to enact, conduct a “test run” to see
if it actually results in an efficiency gain. Discuss your results with other managers, and ask
them to share similar experiences. If your idea works, write a brief summary (no more than two
pages) of your experience, and share it with your manager. In your summary, describe the new
operating technique that you have developed, the previous way that was supplanted by your
new methodology, the benefits of implementation (in terms of time or money saved), and other
departments within your organization whose work habits might be improved by incorporating
your innovation.

• Look beyond the obvious symptoms of problems to get to the underlying causes before taking
appropriate actions. Map out the process related to the problem, starting with the need that
prompted the activity, and ending with the problem’s outcome. Try to think through the entire
process and identify its root cause.

• Once a month, identify improvements that could improve processes, systems, results,
consistency, or cost. Brainstorm one or two key areas that you find interesting and where you
believe there are opportunities for improvement. Articulate ideas that you think could enhance
efficiency or quality in these areas. Quantify the costs and benefits of the change and share
with the appropriate individual.

• Engage in a ‘stop, start, continue’ exercise. What systems and processes have less of an
impact of attaining goals than others and can be stopped? What changes would assist in
meeting objectives if initiated? What systems and processes provide value and should be
continued as is? Forcing yourself to semi-rank order the effectiveness of systems and process
will expose some as providing less value than others.

• Create ways of monitoring progress and performance of key processes. Determine what
information you require to truly monitor performance levels. Consider how you can capture and
communicate key performance information in an interesting or unique manner and the

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 appropriate point in time when check points should happen. If possible, work with your IT team
to develop reports that will help you to document, track and communicate this information over
time.

• Take an active approach to establishing efficient systems in your work area. Identify process
standards that fall below expectations, and ask your colleagues to help you brainstorm possible
ways to improve standards. These could involve processes specific to your job, or processes
that apply to the organization as a whole (e.g., office space usage, data storage and retrieval
systems, etc.). Be biased toward action when considering how to capitalize on an opportunity to
improve an operating methodology – i.e., take a proactive approach.

• Ensure processes are in place to identify any lack of stabilization (processes that are
contributing to variation).

• Reference resources available via the Visual-Lean Institute (http://www.visualworkplace.com/)

to review examples and suggestions for incorporating visual management within your work
environment. Work with your team to strategically identify what needs to be made visual within
the workplace and establish mechanisms for sustainment.

• Develop formal documentation outlining core processes and procedures. The overall intent of
this documentation is to ensure that there is no misunderstanding when it comes to quality
standards, process metrics, and tracking mechanisms.

Leader
• Communicate your commitment to an environment of continuous improvement, focus on quality,
and team spirit in a genuine, sincere manner. Incorporate this attitude into your working
relationships. Help create an atmosphere in which problems can be acknowledged and
addressed as opportunities to improve quality and efficiency

• If available, have managers collect data to understand the degree of variation within existing
processes. Utilize the data to identify action plans to address.

• Review any existing standard work for those in a leadership role within your area. Identify
whether or not this standard work aligns with the department. If there are discrepancies, identify
what changes can be made to make it easier for work to be accomplished.

• Study your competitors with intent to understand ways they may have done a better job
addressing their approach to a particular aspect of your business. How do they create
competitive advantage? What are they doing internally that may be different from how Perrigo
approaches the business? What changes can Perrigo make to improve its internal processes to
provide greater competitive advantage or stay ahead of the competition?

• Make a systematic analysis of the organization. Begin by answering the question: What is our
strategy? Once you’ve made the strategy explicit, review the organization’s core processes and
structures (job duties, feedback systems, rewards, etc.) to see whether they support the

17
 strategy. Ask yourself, “What steps can be taken in the short term or longer term to better align
those structures and processes to support the strategy?”

• Spend time envisioning the strategic direction of Perrigo. Use sources such as internal and
external best practices, appropriate business literature, and consultations with influential
decision makers inside and outside of the organization. Think about how you do business and
whether changes will be needed to meet the changing business dynamics. Think through which
processes will need to be updated or changed. Anticipate and prepare for future process re-
tooling needs such as new benchmarks and metrics. Convey your opinion to peers or senior
leaders in the organization and take steps to prepare Perrigo for the changes needed to
respond to the evolving business and goals

All Levels – Readings Related to Continuous Improvement

• What Works for GE May Not Work for You: Using Human Systems Dynamics to Build a Culture
of Process Improvement. Lawrence Solow, Brenda Fake. Productivity Press, 2010.

• The Remedy: Bringing Lean Thinking Out of the Factory to Transform the Entire Organization.
Pascal Dennis. Wiley, 2010.

• How Work Gets Done: Business Process Management, Basics and Beyond. Artie Mahal.
Technics Pub, 2010.

• Breaking the Box: The Motivated Manager's Guide to Only-Exactly Rapid Process Improvement.
Paul E Lewis (Author). CreateSpace, 2010.

• Strategic Continuous Process Improvement. Gerhard Plenert (Author). McGraw Hill, 2011.

• New Horizons in Standardized Work: Techniques for Manufacturing and Business Process
Improvement. Timothy D. Martin. Productivity Press, 2011.

• Lean and Mean Process Improvement. Walter W. McIntyre. Book Surge Publishing, 2009.

• Applied Data Analysis For Process Improvement: A Practical Guide To Six Sigma Black Belt
Statistics. James L. Lamprecht. American Society for Quality, 2005.

• Streamlined Process Improvement. H. J. Harrington. McGraw Hill, 2011.

• Business Process Improvement Toolbox, Second Edition. Bjørn Andersen. ASQ Quality Press,
2007.

• Pathyways to Performance: A Guide to Transforming Yourself, Your Team, and Your

Organization. J Clemmer. Prima Publishers, 1995.

• Transforming the Bottom Line: Managing Performance With the Real Numbers. T Hope and J
Hope. Harvard Business School Press, 1996.

18
 • Adding Value: A Systematic Approach to Business-Driven Management and Leadership. G
Egan. Jossey-Bass, 1993.

• The Basics of Process Mapping, 2nd Edition. Robert Damelio. Productivity Press, 2011.

• The Power of Business Process Improvement: 10 Simple Steps to Increase Effectiveness,

Efficiency, and Adaptability. Susan Page. AMACOM, 2010.

Customer Focus
Understands and represents the needs and interests of the customer, both internal and
external.

• Responds effectively to customer (internal and external)

needs and expectations through prompt service and effective
Associate
communication
• Works to anticipate, identify and meet customer (internal and
external) needs

• Monitor, maintain and improve systems to proactively meet

Manager customer (internal and external) needs and provide added
value

• Stays current in industry and market best practices and uses

Leader information to shape solutions and approaches for the
customer (internal and external)

Development/Learning Objective Ideas

Associate

• Reflect on the work/projects that you are involved in right now. Honestly assess how you are
interacting with customers. Are you communicating openly? Following up on inquiries,
requests and complaints in a timely manner? Do you ask questions to clarify your
understanding of customers’ needs?

• Track how long it takes you to respond to customer issues. When a question requires you to
involve others, how do you ensure follow-up to ensure resolution? What are some of the
internal bottlenecks (people, processes, systems) that affect your turnaround time? Also, track
your progress against established goals.

19
 • Keep a log of situations in which you observed evidence of effective customer focus
demonstrated by others. What were the patterns of behavior you observed? Ask others what
they were thinking about when they took those actions.

• Think about how Perrigo meets or fails to meet customer needs. Discuss possible changes with
colleagues that might help you to better meet your customer’s needs.

• Are you communicating too little or too much with your customers? Is your communication
meeting the needs of your customers? Identify how frequently and through what channels you
should be communicating with your customers by talking with them about what works best for
them (frequency and communication channel); consider implementing one or more of the
following communication processes/systems:

• Make a schedule for providing regular check-in calls/visits with customers.

• Set up a mutually agreeable approach to communicating with your customer(s) in case

unanticipated changes arise which may lead to delays in delivering products or services (e.g.,
telephone, voice mail).

• Check-in with your customers from time-to-time to ensure that the established communication
process is still working effectively for them and that you are adjusting your communications to
meet their ever changing needs.

• Think back to when you received feedback from a customer about the quality of the service you
provided. How did you respond? Did you ask questions to diagnose the central issues, or did
you become defensive? What did you do with this information once you had it?

• Consider a recent time where you delivered exactly what a customer asked for but no further.
What more could you have done to provide added value? Could you identify other services or
information linked to what you delivered that would have helped the customer?

• Focus on listening to your customer’s point-of-view as it relates to their specific needs, concerns
or objections. Make it a habit to write down, verbatim, what they say so that you can reflect
back to it at a later point in time.

Manager

• As you design and manage systems in your area, reflect on how much you have sought the
voice of customer (internal and external). Measure whether the system is working effectively for
your customer and look for ways to leverage that feedback for improved system performance.

• Review existing systems which involve your customer(s) such as feedback, communication,
problem-solving and decision-making. Identify which systems are driving desired behaviors of
your employees and which are not. For those driving undesired behaviors, identify opportunities
to adjust and track improvements.

20
• On a monthly basis, review the status of the current customer projects in which you are
involved. Read and reflect upon your notes from previous interactions with the customer.
Conduct a quick analysis of the data you have access to so that you can identify any potential
inefficiencies or obstacles that might arise based on your understanding of their situation. You
may want to reach out to other colleagues in your department (or in other areas of Perrigo) who
are also working with this particular customer (or type of customer) to share information and
brainstorm proactively about customer needs.

• Use the information you gather to provide your customers with specific, relevant information,
data, or technical guidance that will be helpful for them. Think through possible long-term
solutions that the customer may not have considered.

• When responding to customer’s requests, ensure that you are very clear on exactly what it is
that you propose to deliver to the customer and by when. Test that this is acceptable to the
customer and that it will meet his or her needs. Also, make clear what it is that you will need
from the customer to ensure that you are able to meet his or her expectations.

• Think through possible short- and long-term solutions that the customer may not have thought
of and develop recommendations based on your understanding of the customers’ situations and
your knowledge of the products and services that Perrigo provides.

Leader

• Become involved in your customers decision-making processes by offering to help them

problem-solve, brainstorm and work through important decisions. To start this process, as part
of your interaction with them, identify a decision that you know is important to the individual and
their business success. Set up time to talk about the decision with them – ask questions, offer
insights and advice, provide coaching and counseling and discuss strategy with them to help
them come to the best decision for their business.

• Following a meeting with the customer, consider whether you fully understood their business
situation prior to the meeting (e.g., did you spend time researching their business, reading press
releases and/or annual reports?). Did you ask others to share information they may have about
this customer? What additional information should you have had prior to the meeting that would
have allowed you to ask better questions or provide higher customer service?

• Identify a particular organizational approach, process or decision you believe could be improved
to better serve customers. Research the situation thoroughly, talk to the parties involved, and
understand the rationale behind the current method. Present your ideas for improvement to the
appropriate stakeholders, taking time to think through the costs and benefits for the
recommended change.

• Conduct environmental scans 3-4 times a year to identify trends, conditions, or events that
might affect your customers. The scan should include information relevant to your industry as

21
 well as more specific information that may be relevant to only a few of your customer segments.
Summarize the information from your scan and make hypotheses about the effects that these
trends or events might have on your customers. Review this information with others in Perrigo.
Revise your hypotheses and business plans, as necessary, and discuss them with your
customers.

All Levels – Readings Related to Customer Focus

• The Customer Rules: The 14 Indispensable, Irrefutable, and Indisputable Qualities of the
Greatest Service Companies in the World. C. Britt Beemer. McGraw Hill, 2008

• Create Loyal Customers in an Unloyal World: A step by step "How To" create a Dynamic
Customer focused Business. Charles S. Togias. Book Surge, 2009

• Chief Customer Officer: Getting Past Lip Service to Passionate Action. J. Bliss. Jossey-Bass,
2006.

• Clients for Life: Evolving from an Expert-for-Hire to an Extraordinary Adviser. J.N. Sheth & A.
Sobel. Free Press, 2002.

• Command Performance: The Art of Delivering Quality Service. J.E. Martin. Harvard Business
School Press, 1994.

• Customer Centric Selling. M. Bosworth & J. Holland. McGraw-Hill, 2004.

• Customers as Partners: Building Relationships that Last. C.R. Bell. Lakewood Publications,
1996.

• Customers for Life: How to Turn the One-Time Buyer into a Lifetime Customer. C. Sewell & P.B.
Brown. Doubleday Currency, 1991.

• Hug Your Customers: The Proven Way to Personalize Sales and Achieve Astounding Results.
J. Mitchell. Hyperion, 2003.

• Questions That Sell: The Powerful Process for Discovering What Your Client Really Wants. P.
Cherry. AMACOM, 2006.

• Seeking and Keeping Customers. J.J. Sviokla, B. Shapiro (Editors). Harvard Business School
Press, 1994.

• Stop Selling, Start Partnering: The New Thinking about Finding and Keeping Customers. L.
Wilson. Wiley: New Edition, 1996.

• The Customer Driven Company: Moving from Talk to Action. R.C. Whiteley. Pfeiffer &
Company, 1993.

22
 • The Power of We: Succeeding Through Partnerships. J. Tisch, K. Weber. John Wiley and Sons,
2004.

• The Trusted Advisor. D. H. Maister, C. H. Green, R. M. Galford. Touchstone, 2001.

Decision Making
Makes timely and sound decisions.

• Uses available facts and data to inform decision making

Associate • Seeks innovative solutions when moving problems toward
solution

Manager
• Builds and monitors systems to provide data and measures to
enable sound and timely decision making

• Enables others to solve problems across functions, locations

Leader or organizations through appropriate evaluation of the costs,
risks, benefits and return on investment

Development/Learning Objective Ideas

Associate
• Be willing to ask for help and others’ perspectives when making decisions. If you are having
difficulty locating a particular piece of information, do not hesitate to seek guidance from your
team members or those outside your area. Be willing to do active research to help you
understand an issue or opportunity. This could involve contacting customers, other
departments within Perrigo, and colleagues in other industries.

• Evaluate how often you check with others to make sure your ideas are acceptable. Are you
asking for permission more often than you need to? Is it slowing things down unnecessarily?
Speak with your manager to better understand what needs to be run by them and what
decisions you have the authority to make on your own.

• When hearing of a problem or situation, act to remedy it without waiting to be asked or told to do
so. Exercise the limits of your decision-making authority to maintain progress and avoid
unnecessary delays.

23
• Plan to be more proactive. Review the times you have been forced to make a decision in a
time-sensitive situation. In which of these situations were you successful? In which of these
situations did you wait too long to act? Identify the differences in your thinking and actions.

• When confronted with a situation with some ambiguity, use the following questions to guide your
thinking: What do I know about the situation? What information is missing? What are the
possible courses of action? What are potential problems with each course of action? How
likely is the problem to occur? Successful leaders are required to make decisions with limited
information. Ask yourself how comfortable you are doing this and take appropriate action to
raise your comfort level.

• When dealing with a new problem or issue, work quickly to determine how soon you need to
make a decision. When possible, negotiate the timeline and desired outcomes with relevant
parties and create a win-win situation for all instead of working towards an unachievable goal at
the outset.

• Anticipate potential problems and develop contingency plans to be able to respond quickly and
decisively to obstacles that may present themselves. Your plans should include 1) a definition
of the potential problem; 2) an assessment of the scope and possible impact of the problem; 3)
people who would be affected by the problem; 4) people who would be involved in resolving the
problem; and 5) identification of decision-makers who can take action to solve the problem.
Generate alternative solutions and be ready to implement the most appropriate one if needed.

Manager
• Identify the existing decision making system(s) - which systems are driving desired behaviors of
your employees and which are not. For those driving undesired behaviors, identify opportunities
to adjust and track improvements.

• When you begin a new project or need to make a complex decision, list out the details
associated with the project such as accountability, decision-making authority, customer needs,
business goals, desired outcomes, potential impact on other areas, etc. Set up a team to
discuss the project and gain access to information you do not have. Determine who the experts
are and invite them to the meeting. Be sure that all parties involved understand their roles,
responsibilities and degree of decision-making authority.

• Clarify expectations for others. Make sure plans include the key activities to be performed, who
will perform the activity, who will provide assistance, the expected outcome of each activity,
when it will be completed, the required resources, and how you will measure whether the
activity is completed to the standards established.

• Get into the habit of proactively planning for problems that could impact your team’s
performance. On a monthly basis, review the status of the projects being addressed. Identify
issues that you are concerned about but that have not yet become an obstacle to the initiative’s
success. When evaluating the situation, try to recall problems that came up during similar past
projects. Make decisions regarding plan adjustments or other action that could be taken to

24
 prevent the problem from occurring or to mitigate the impact. Communicate your concerns to
the group, share your past experiences and include them in the decision-making process.

• When making time-sensitive decisions, communicate your objectives and targeted outcomes
simply and clearly. Explain the issues and how and why you made the decision that you did.
Practice presenting your decision in a way that conveys confidence and assertiveness.

Leader

• While it is essential to involve the appropriate people in decision-making, monitor whether or not
you could streamline the process by sharing the right level and type of information with each
person (e.g., who should receive written summaries of final decisions, who needs to be actively
involved in all key steps, etc.). Take time to identify those who truly need to be involved in the
decision-making process, given the scope and impact of the problem or opportunity. Also, work
with your peers and other organizational leaders to gain greater clarity on which decisions rest
with you and when you need to work with others to make other decisions.

• Work with your peers to determine the amount of confidence and information needed to make
decisions that pose significant risks but also significant potential rewards to the organization.
Use this framework to avoid unnecessary debates that slow decision-making.

• Provide support to others in order to encourage them to take reasonable risks and be innovative
in their approach to decision-making and problem-solving. When the results are less than
expected, allow time to reflect on the situation and study the approach used to allow the
individual and others to learn from the experience. Do not punish others for decision-making
mistakes. Keep in mind that the most creative answers often come out of failed attempts.

• Ensure that calculated risk-taking to achieve business benefits is encouraged and accepted.
Position yourself clearly by articulating the boundaries for acceptable levels of risk-taking at
Perrigo. Take steps to remove systemic barriers to calculated risk-taking by carefully reviewing
performance measurement and assessment systems to ensure that this behavior is recognized
and rewarded.

• Allow individuals to “own” a task or project by providing necessary context and then getting out
of the way. Provide advice or suggest direction, but don’t mandate your position or opinion
unless absolutely necessary. Allow individuals to make their own decisions and experience the
results.

• Model risk-taking by sharing your decision-making process with others, including calculation of
ROI, at what point you felt comfortable enough to make a decision, and the reasons why you felt
comfortable doing so. Engage in coaching others to be more decisive and to make more
effective decisions.

• Prepare a cost-benefit analysis before taking action that will significantly impact the
organization. When you feel there is an element of risk involved, calculate the potential impact

25
 of the risk. Decide how much risk you and Perrigo are willing to take. Seek feedback from
other senior leaders regarding the balance of risk associated with the decision.

All Levels – Readings Related to Decision Making

• How to Make Team Decisions That Stick (Team Building Tool Box for Busy Managers). Denise
OBerry, 2012.

• The Decision Book: 50 Models for Strategic Thinking. Mikael Krogerus. W.W. Norton
Company, 2012.

• Predictably Irrational, Revised and Expanded Edition: The Hidden Forces That Shape Our
Decisions. Dan Ariely. Harper Perennial, 2010.

• Blink: The Power of Thinking Without Thinking. M. Gladwell. Little, Brown, 2005.

• Business Strategy: A Guide to Effective Decision-Making. J. Kourdi. W.W. Norton & Company,
2003.

• Decisions, Decisions: The Art of Effective Decision Making. D. A. Welch. Prometheus Books,
2001.

• Harvard Business Essentials, Decision Making: 5 Steps to Better Results. Harvard Business
School Press, 2006.

• How to Make Instant Decisions and Remain Happy & Sane. Z. Barinov. Access Press, 1998.

• Judgment in Managerial Decision Making. M. H. Bazerman. John Wiley & Sons, new edition
2005.

• Make Up Your Mind: Entrepreneurs Talk About Decision Making. A. Ehringer. Silver Lake
Publishing, 1995.

• The Managerial Decision-Making Process. E. F. Harrison. Houghton Mifflin Company new

edition, 1999.

• QBQ! The Question Behind the Question. J. Miller. Putnam, 2004.

• Smart Choices: A Practical Guide to Making Better Decisions. J. Hammond, R. Keeney and H.
Raiffa. Broadway, 2002.

• Winning Decisions: Getting It Right the First Time. J. Russo and P. Schoemaker. Broadway
Business, 2001.

26
Develops Self/Develops Others
Approach every experience as an opportunity to continuously learn and share learnings with
others

• Demonstrates awareness of one's own capabilities and

Associate
development needs and seeks to continuously learn & grow
• Shares best practices with others

• Creates and manages a system to ensure team members

Manager learn at the pace necessary for business performance and
career growth

Leader
• Ensures development plans are in place and holds self and
team accountable for implementation

Development/Learning Objective Ideas

Associate

• When interacting with people with whom you feel comfortable, ask for feedback about your
actions and behaviors.

• Think about situations when you have felt successful/unsuccessful and analyze the behaviors
shown to identify possible patterns.

• After projects or important meetings, take the time to debrief for lessons learned and identify
what went well and what you could do differently in the future.

• Take advantage of opportunities to participate in projects that would put you outside of your
area of expertise even if there is a risk of not excelling.

• As you develop plans for pursuing goals, try to anticipate possible changes that may complicate
goal achievement. Be proactive: develop plans to identify, remove, or deal with obstacles.
Develop multiple approaches to dealing with obstacles, and ensure that you have a contingency
plan in place if your original approach is not successful.

• For each of your important goals, ask yourself what you may need to do differently to ensure
that these goals are accomplished. What changes do you need to make in your attitude and
behavior to accomplish your goals? Identify the different ways you will need to look, act, feel,
and behave in order to move through the obstacles you have identified. Commit to practicing
these new behaviors even though they may feel uncomfortable. Keep in mind that some

27
 personal risk taking and willingness to try new approaches is required to accomplish challenging
goals.

• Meet with your manager to explore unique development opportunities, both inside and outside
of your business unit/department that will stretch the capabilities of your employees. This might
mean having team members participate in cross-functional task forces, temporary lateral
assignments, job rotations, etc.

• Identify someone in another department whom you think would benefit from your knowledge or
expertise and who would be comfortable supporting you and having you as a coach. Set up an
initial meeting and discuss the goals you would both like to achieve. Plan to meet on a regular
basis to discuss progress and provide support.

• Have lunch with a colleague you admire. Discuss how they view learning and change, and what
they do to improve themselves. Pick something which worked for them and seems like it would
work for you as well. Try it!

• Create a realistic development plan for yourself. Establish short and medium term goals, which
lead you to a larger goal that you are passionate about. Reevaluate your goals after you reach
the first one. Be flexible, but driven.

• Decide on a development area you would like to focus on and what steps you need to take to
achieve your goal. It may be taking a class to strengthen a skill or finding a coach or mentor to
help you improve performance.

Manager
• Ensure all direct reports have purposeful development plans in place. Identify any existing gaps
and seek additional assistance to address as needed.

• Incorporate developmental discussions into your standard meetings with your employees. Set
aside time to ask what their development goals are, what work they have done towards these
goals and how you can provide assistance as their leader.

• Identify opportunities for development which may exist outside the employee’s direct area of
focus and current expertise. This could include identification of a mentor, job shadowing, etc.

• Think about situations when you have felt successful/unsuccessful and analyze the behaviors
shown; recognize possible patterns and think about your strengths and weaknesses. The book
“What Color is Your Parachute?” has some specific instructions for doing this exercise, or you
could also write out contrasting stories (e.g., a time you felt successful and a time you felt less
successful) and then compare your behavior in each.

• Keep a journal where you write down your behaviors and feelings during stressful leadership
situations. Are there patterns or trends in your behavior? Is there a leadership style that you
tend to rely on heavily? What outcomes are you receiving from others when certain leadership

28
 styles are used? Do some of your leadership styles result in more effective outcomes than
others?

• Watch for impulsive reactions to feedback. Your immediate emotional response may affect your
ability to clearly consider the feedback you receive. Stop and refocus your emotions on
accurate self-assessment, even if it means taking a step back from the current situation. Taking
a step back from the situation can enable you to see the problem/solution more clearly.

• Ask for and collect some relevant 360-degree feedback on yourself. This will help you to identify
other people’s perceptions of your strengths and weaknesses. Look for patterns and themes in
the data provided.

• Take advantage of opportunities to participate in projects that put you outside of your area of
expertise even if there is a risk of not excelling. Seek out opportunities to develop skills in areas
that align with your personal goals and values and also contribute to the organization’s goals.

Leader
• Reflect on what your organization needs to accomplish, and if each associate has a
development plan to enable them to achieve it. Develop a tracking mechanism to ensure you
are creating a learning environment through development accountability.

• Evaluate the use and effectiveness of learning objectives via the Performance Management
System process. Do employees have identified learning objectives to focus them on
development in areas where their skill-sets may require additional work? Have various methods
for development (readings, courses, etc.) been identified for the employee?

• Select one area requiring development (based on feedback from your manager and/or team
members). Set a goal to begin changing this behavior and monitor your progress on a regular
basis using feedback from a learning partner (i.e., manager, peer, and team member – anyone
who will provide honest, constructive feedback).

• Think about the development needs across your work area. What are some areas everyone
could benefit from learning more about or areas that people could develop more sophisticated
skills if they were coached? Introduce development opportunities for the team to practice their
skills.

• Partnering with Human Resources, assess key positions within your area and the risk of losing
people in those key positions. Ask yourself if you (or others) are developing people who could
take over a particular key position if someone were to leave. Emphasize succession planning
as an important goal for your area and the organization overall. Identify at least two individuals,
who could fill each key position in the near future, with some development. For those within
your area, work directly with these individuals to create a development plan that will better
prepare them for this future responsibility. For those outside of your area, determine how you
can support their development and offer your assistance and input.

29
• Role model your commitment to self-development by proactively sharing more of yourself with
others. Seek opportunities to strengthen your self-insight, and then share who you are and
what you believe in with others. Use open, sincere statements to clearly state your personal
position or opinions. Oftentimes, showing your own vulnerabilities in a culturally appropriate
way sets the stage for others to share theirs, which can maximize productivity for both parties..

• Encourage the sharing of resources across functions and different parts of the business. Keep
abreast of developments in other areas of the business that may provide development
opportunities for your high-potentials. Provide job assignments that will increase individuals’
exposure to different divisions and management experience. Share your current talent pools
and identify gaps. Identify opportunities to share resources for the benefit of the individual and
the organization as a whole.

All Levels – Readings Related to Develops Self/Develops Others

• Peter Drucker's The Five Most Important Question Self-Assessment Tool: Facilitator's Guide (J-
B Leader to Leader Institute/PF Drucker Foundation). Peter F. Drucker. Jossey Bass, 2010.

• Discover Your Inner Strength: 10 Steps to Inner Strength Special Report. Brian Martinelli, 2010.

• True North Groups: A Powerful Path to Personal and Leadership Development (BK Business).
Bill George. Brett Koehler Publisher, 2011.

• Self-Improvement 101: What Every Leader Needs to Know (101 (Thomas Nelson)). John C.
Maxwell. Thomas Nelson, 2009.

• The Auto-Self: The Key to Creating Star Performers and Becoming a Star Yourself. Dr. Barry
Borgerson. 2-Selfs Publisher, 2011.

• Great Leaders Grow: Becoming a Leader for Life. Ken Blanchard, Mark Miller. Berrett-Koehler
Publisher, 2012.

• Self-Assessment and Coping Guide. EM Orioli and RK Cooper. CSSI Systems, 2001

• The Lessons of Experience: How Successful Executives Develop on the Job McCall,
Lombardo, Morrison. Lexington Books, 1998.

• Coach Yourself to Success: 101 Tips from a Personal Coach for Reaching Your Goals at Work
and in Life. T Miedaner. McGraw Hill, 1999.

• Stressmap: Personal Diary Edition: The Ultimate Stress Management, Self-Assessment and
Coping Guide, E. M. Orioli and R. K. Cooper, developed by CSSI Systems, 2004.

• Empowerment Evaluation: Knowledge and Tools for Self-Assessment and Accountability, D. M.

Fetterman and S. J. Kaftarian.

30
 • The EQ Edge: Emotional Intelligence and Your Success. S.J. Stein, H. E. Book. Multi-Health
Systems. January 2001.

• Executive Charisma: Six Steps to Mastering the Art of Leadership. D.A. Benton. McGraw-Hill.
2005.

• The Effective Executive Revised. P.F. Drucker. Collins. 2002.

• What Color is Your Parachute. R.N. Bolles. Ten Speed Press. 2005.

• Embracing Your Potential. T. Orlick. Human Kinetics Publishers. 1998.

Healthy Results
Sets, pursues and achieves challenging performance targets utilizing behaviors that build
trusting, professional relationships.

• Asks questions to clarify assignments and priorities and

utilizes appropriate tools to achieve objectives
Associate • Anticipates obstacles and plans accordingly, demonstrating
desired behaviors while achieving outcomes

• Creates and manages systems that drive desired performance

Manager results and behaviors, utilizing broad perspectives and
feedback from others

• Establishes clarity of vision, alignment and prioritization of

Leader
goals, performance and behavioral accountability, and a
positive work environment to drive performance results and
build trusting, professional relationships

Development/Learning Objective Ideas

Associate
• Take the time to reflect on the criteria for success in your role. What does success look like in
action or in terms of results? What are the standards set by your department and the
organization? Also, consider your own personal measures and standards of excellence.
Review your list with your manager and ask for clarification and input to ensure that you
understand what is expected of you.

31
 • Maintain a Personal Improvement Journal to track your performance over time. Consider
capturing some of the following in your journal entries:

o Times when you solve problems or execute your responsibilities most efficiently and
effectively – what went well or contributed to your success?
o Times when you struggle to perform up to the established standards – what could you
have done differently to achieve a different outcome?
o How could you perform your daily tasks more efficiently – where are opportunities for
improvement?
o Goals versus your actual accomplishments – what is getting in the way?
o Performance feedback from your manager, peers, or other trusted colleagues
Periodically, take time to read through your journal and identify trends. Recognize your
strengths and areas where you excel, as well as your primary areas for improvement or areas
where you could work more efficiently.

• Identify a peer or superior who achieves excellent results while demonstrating desired
behaviors. Observe how he or she approaches the work and maintains commitment to
executing and achieving the desired results. If possible, meet with this person and ask him or
her to share best practices and personal insights. Try to incorporate some new behaviors into
your own way of doing things. Keep track of the impact these behaviors have on your
performance.

• Work with peers to identify the best practices for achieving results. For example, find out what
tracking systems and reports they use to measure and improve performance. Consider how
you can use these practices to enhance performance in your area.

• View obstacles as opportunities to improve creativity and resourcefulness in achieving difficult

or complex goals and reinforce this with your team. Create an expectation that obstacles are
likely to occur and that it is necessary to think through flexible, effective responses to them.
Work with your team to identify potential obstacles and develop plans to remove them or
respond to them. Develop multiple approaches to dealing with obstacles, and ensure that you
have a contingency plan in place if your original approach is not successful.

• Approach obstacles with unwavering confidence in your ability to overcome them and to achieve
desired goals, over time with personal investment. Think positively when faced with obstacles.
Refrain from saying something cannot be done. Focus on the achievement of the task and how
you can make it happen. Keep focused on the ultimate goal. Anticipating a positive outcome, in
and of itself, will increase your chances of success as well as your feeling of well-being.

Manager
• Examine current systems which foster employee engagement. Are systems in place to engage
employees at all levels with the overall department/functional goals?

32
 • Identify a systemic way to collect and act upon ideas. Examine any current practices to ensure
that when input is received, action is taken.

• Look for opportunities to create new, better, and more efficient ways of doing business within
Perrigo. For example, it could be an inefficient process that takes too long, or a new procedure
that others in your area or across the organization could benefit from learning. Once you have
found an opportunity, write out a detailed plan including a description of the steps required, a list
of what you need, the benefits, and possible problems to overcome. Discuss this plan with
trusted peers and gather additional insight. Offer the opportunity for these peers to be a part of
your initiative. Present your plan to the appropriate people who will need to support or approve
implementation.

• When implementing any major initiative to improve organizational performance, consider the
impact on all stakeholders, especially those outside of your own area or scope of influence.
Identify the individuals or groups (both internal and external) impacted and keep them informed.
Whenever possible, make a personal visit to key influencers and stakeholders to talk to them
about what is going on, why it is happening, what it means to them and how they can be a part
of it.

• Make decisions and establish priorities based on explicit determination of potential profit or ROI.
Identify alternative strategies or courses of action that could enhance Perrigo’s long-term
performance. After you have identified your alternatives, think through the criteria you will use
to select the appropriate course of action. Attempt to quantify the benefit of each of your
alternatives with respect to the selection criteria. Select the alternative with the largest benefits
compared to costs and explain your rationale to others.

• Identify the systems within your area that drive results. Does each system have a purpose
understood by all, identified measures, observable behaviors and a renewal process? For any
identified gaps, create action plans to address and work within and across your functional area
to address.

Leader
• Work with your team to discuss alignment of vision, mission and pillars against your
departmental/functional goals. Discuss any gaps that may exist and how they can be better
aligned.

• Think of a behavior, or behaviors, that you believe are critical for you to see happening in your
area. Estimate, or roughly measure, how consistently these behaviors are exhibited. Lastly, for
those where success is not as high as you would like, think about a system, or an adjustment to
an existing system, that would enable, and thus drive, consistency in that behavior. Try your
idea out, see how it works, and then take the next best action.

• Evaluate your measurement/reward/recognition systems and look for alignment (or mis-
alignment) within and across functions. Identify if the metrics are driving the desired behaviors.

33
 • Review existing metrics. Work with your team to identify if they are: simple, if there is a
common understanding of what is measured and why, are they directly tied to organizational
goals/objectives, are they used to drive improvements, do they measure the desired behaviors,
are they visible? Where gaps exist, identify action plans to address.

• Continually look for ways to change and improve processes to create sustained system
improvements. Where appropriate, make public statements that encourage others to
proactively identify opportunities to improve operations or create efficiency. Work with your
colleagues to understand the criteria for evaluating ideas. Help them through the process of
defining benefits (e.g., greater efficiency and quality) and costs (e.g., time as well as materials).

• Conduct a systematic analysis of your organization. Begin by answering the question: What is
our strategy? Once you’ve made your strategy explicit, review the organization’s structures
(e.g., job duties, feedback systems, rewards, etc.) to see whether they support Perrigo’s long-
term strategy. Develop a plan to make changes to those structures that do not support the
strategy.

• When shifting the strategic priorities or implementing change that will significantly impact the
organization, be sure to analyze the structures, systems and processes currently in place. What
structures, systems and processes support the transformation? Which stand in the way? How
could the structures, systems and processes be realigned to better support the change?
Perform this analysis with other decision-makers in the organization. Develop a proposal to
modify those structures, systems or processes that hinder successful change and organizational
transformation.

• Through your readings or network of contacts in other businesses, identify new processes or
initiatives that would add to the overall performance of Perrigo. After realistically assessing the
risks involved, discuss your ideas with key people who could support the project or who could
provide you with valuable insights into the logistics involved in implementing these
organizational improvements.

• Identify factors that are blocking or impeding employee performance and work to develop a plan
to remove or get around these barriers. Make the plan detailed and specific, with clear
accountabilities for making the plan work.

• On an ongoing basis, clearly communicate current performance and desired behaviors relative
to goal attainment. Identify specific changes and initiatives that have been implemented and
whether they have been successful in achieving results. Encourage others to seek out ways to
continually monitor performance to goals.

All Levels – Readings Related to Healthy Results

• Doing What Matters: How to Get Results That Make a Difference - The Revolutionary Old-
School Approach. James M. Kilts. Crown Business, 2010.

34
• Managers, Can You Hear Me Now? Hard-Hitting Lessons on How to Get Real Results. Denny
F. Strigl, Frank Swiatek. McGraw Hill, 2011.

• Lead by Example: 50 Ways Great Leaders Inspire Results. John Baldoni. AMACOM, 2008.

• Everything Counts: 52 Remarkable Ways to Inspire Excellence and Drive Results. Gary R.
Blair. Wiley, 2009.

• All In: How the Best Managers Create a Culture of Belief and Drive Big Results. Adrian Robert
Gostick. Free Press, 2012

• Death by Meeting: A Leadership Fable About Solving the Most Painful Problem in Business. P.
Lencioni. Jossey-Bass, 2004.

• The Effective Executive. P. F. Drucker. Harper Business, 2005.

• Execution: The Discipline of Getting Things Done. L. Bossidy and R. Charan. Random House,
2002.

• The Go-Getter: A Story that tells you How to be One. P. Kyne. Standard Publication, Inc.,
2005.

• Goals! How to Get Everything You Want – Faster than You Ever Thought Possible. B. Tracy.
Berrett-Koehler Publications, Inc., 2004.

• Good to Great: Why Some Companies Make the Leap. J. Collins. HarperCollins, 2001.

• High Performance Leadership: Creating, Leading and Living in a High Performance World. G.
Winter. John Wiley & Sons, 2002.

• Inspiration to Perspiration: The Four Essential Steps to Achieving Your Goals. D. A. Jacobson.
Goal Success, 2003.

• The Leadership Challenge: How to Get Extraordinary Things Done in Organizations. J. M.

Kouzes and B. Z. Posner. John Wiley & Sons, 2003.

• Making Strategy Work: Leading Effective Execution and Change. L. Hrebiniak. Wharton
School Publishing, 2005.

• Practice What You Preach: What Managers Must Do to Create High Achievement Culture. D.
H. Maister. Free Press, 2003.

35
Inspires the Team
Encourage thought, activity or action in others through one's own words, actions or behaviors.

• Understands what motivates oneself and communicates this

Associate
with others
• Works with others to simplify work processes

• Advocate for team member performance and engagement by

Manager
fostering a positive work environment where employees can
question assumptions, innovate and improve systems and
processes

Leader • Listens to, interacts with, and advocates for the team to
enable individual and team performance and growth

Development/Learning Objective Ideas

Associate

• Create a realistic development plan for yourself and review with your manager. Establish short
and medium term goals, which lead you to a larger goal that you are passionate about.
Reevaluate your goals after you reach the first one. Be flexible, but driven.

• Decide on a development area you would like to focus on and what steps you need to take to
achieve your goal. It may be taking a class to strengthen a skill or finding a coach or mentor to
help you improve performance.

• Identify someone in another department whom you think would benefit from your knowledge or
expertise and who would be comfortable supporting you and having you as a coach. Set up an
initial meeting and discuss the goals you would both like to achieve. Plan to meet on a regular
basis to discuss progress and provide support.

• Pick a time when you can come together with your colleagues to share what you are working on
and help each other brainstorm or problem-solve any issues individuals are facing.

• Review the various work processes within your area that involve other functional groups.
Identify the key processes that result in the most waste and work with others to simplify and
reduce the waste.

36
Manager

• Create a culture that encourages people to embrace and participate in change. Be supportive
of your team’s efforts to try new ideas, test new abilities, or exercise authority. Provide support
in the form of resources, time, feedback, reinforcement, encouragement and coaching.
Explicitly let others know that you are open to new ideas and would be interested in discussing
their ideas for change. Proactively ask your team for their thoughts and ideas, and demonstrate
that you value them.

• Create an environment in which team members are encouraged to support their peers and
others in the organization. Encourage the team to look for opportunities to change their own
processes and procedures to help other teams work more effectively. Be sure to recognize the
team for behaving in a cooperative manner. The most effective way to set such an environment
is to lead by example. Set aside time at team meetings to discuss individual situations in which
team members demonstrated this behavior and had successful results.

• Review the reward and recognition system(s) within your area. Does the system recognize
desired behaviors? Does it reward employees for experimenting, even if it results in failure?
Identify where the system may discourage experimenting and innovation and seek opportunities
to address.

• Review employee engagement survey results for your area(s). Consult with employees to
understand opportunities to foster a positive work environment and increase employee
engagement. Work with Human Resources to establish systems and processes which can
positively impact your engagement results.

Leader

• Demonstrate your own enthusiasm and commitment to Perrigo’s vision. Ensure that you are
clearly and consistently demonstrating the behaviors needed to support organizational priorities
and striving towards goals that you ask your employees to achieve. When your commitment is
obvious to your peers and subordinates, their motivation and involvement in the success of the
vision are likely to increase. If possible, seek feedback from your direct reports or a trusted
colleague to determine if your behaviors are consistent and providing motivation and inspiration
for others.

• During times of significant change, consider taking your team off-site for a day to clarify
information, share your vision of the future and build commitment to the new direction. Seek to
understand the team’s concerns and apprehensions and bring perceived problems into the
open. Instill in others your passion for the change initiative and encourage them to develop their
commitment. Clearly identify how the current work within your area is related to the change and
present to your direct reports that the specific milestones or initiatives involved in the change
are some of your top priorities. Encourage your direct reports to filter the message down to their
own teams, and incorporate those priorities into their own performance plans.

37
• While demonstrating the courage of your convictions, make sure not only to listen to others and
understand their point of view, but to ensure that they know you have listened and accurately
understood. Take the time to paraphrase back what you have heard and to acknowledge the
difference in perspective.

• Support with your team in implementing systems for managing daily improvement (MDI). Model
desired behaviors by “going where the work is” performed and observing whether employees
demonstrate desired behaviors. Remove barriers so that you employees can “huddle” and
communicate daily challenges. Enable your team to identify opportunities for visual
management in the work environment, where they can display critical success measures and
communicate project progress to others.

All Levels – Readings Related to Inspires the Team

• Follow this Path: How the World’s Greatest Organizations Drive Growth by Unleashing Human
Potential. C. Coffman and G. Gonzalez-Molina. Warner Books, 2002.

• Intrinsic Motivation at Work: Building Energy and Commitment. K. Thomas. Berrett-Koehler

Publishers, 2002.

• The Leader’s Voice: How Communication Can Inspire Action and Get Results. B. Clarke and R.
Crossland. SelectBooks, 2002.

• The Leadership Challenge. J. Kouzes and B. Posner. Jossey-Bass, 4th Edition 2008.

• The Leadership Pill: The Missing Ingredient in Motivating People Today. K. Blanchard and M.
Muchnick. Simon & Schuster, 2003.

• The Leadership Pipeline: How to Build the Leadership Powered Company. R. Charan and J.
Noel. Jossey-Bass, 2000.

• “Leadership That Gets Results.” D. Goleman. Harvard Business Review article, 2000.

• Managing at the Speed of Change. D. Conner. Villard Books, 1993.

• Lead by Example: 50 Ways Great Leaders Inspire Results. John Baldoni. AMACOM, 2008.

• High Performance Leadership: Creating, Leading and Living in a High Performance World. G.
Winter. John Wiley & Sons, 2002.

• Inspiration to Perspiration: The Four Essential Steps to Achieving Your Goals. D. A. Jacobson.
Goal Success, 2003.

• The Leadership Challenge: How to Get Extraordinary Things Done in Organizations. J. M.

Kouzes and B. Z. Posner. John Wiley & Sons, 2003.

• Working With Emotional Intelligence. D. Goleman. Bantam, 1998.

38
Models the Core Values
Holds self and others to a high standard of integrity, treats others with respect and
demonstrates responsibility in all actions.

• Shows consistency between words and actions

Associate • Acts professionally when interacting with others, whether
internal or external

• Uses systems to reinforce behaviors aligned with the core

Manager values and eliminate those than do not support (e.g.
recognition system)

• Establishes an environment in which uncompromising

Leader integrity, genuine respect for others and personal
accountability for all actions is the norm

Development/Learning Objective Ideas

Associate
• Post your own values and beliefs as well as the core values of Perrigo somewhere in your
office, calendar or other visible place. Establish creative reminders that will help to encourage
you to act consistently.

• Review the core values of Perrigo. For each core value, determine whether your behavior is
consistent. Determine what you need to do differently to better align your behaviors with the
values. Consider sharing your thoughts with your manager or another trusted colleague to get
his or her input as well.

• Include a trusted colleague in your quest to act and behave in ways that are consistent with your
stated values and beliefs. Share with them your personal code of conduct and ask them to
remind you when they see or feel that your behaviors may not be fully aligned with your values.

• Identify an individual who demonstrates a high level of integrity. Deconstruct how this person
presents him or herself and note specific actions and behaviors that make him or her appear
committed to his or her values. Try to adopt several of the actions you observed. If possible,
discuss your observations with this individual.

• Promptly inform the appropriate individuals when you realize that you have made a mistake or
cannot follow through on a commitment that you have made. While it may be difficult or
uncomfortable to deliver the information, and although you may let someone down, your
honesty and openness will likely increase your credibility with others over time.

39
 • Identify an individual who demonstrates a high level of professionalism. Deconstruct how this
person presents him or herself and note specific actions and behaviors that make him or her
appear committed to their overall level of professionalism. Try to adopt several of the
actions/behaviors you observed. If possible, discuss your observations with this individual.

Manager
• Work to create an environment where employees feel “safe” to bring up issues, concerns or
questions. Seek to accomplish this by engaging in dialogue with your team to understand what
barriers are in place today that prevents employees from coming forward with concerns and
issues. As applicable, involve a third-party to help facilitate the discussions and data collection.

• Openly demonstrate support of others who stand up for their own or organizational values and
challenge the status quo. When possible, speak up in a group setting. This may encourage
others who feel the same way to demonstrate their support and will encourage a culture that
welcomes innovative thinking and motivates people to act in alignment with the core values.

• Engage others in dialogue, even if they are more senior to you, when you feel that their actions
are not in the best interest of Perrigo. Seek to understand their position and state clearly what
your understanding of the situation is, why you don’t think it’s the right thing to do, and what
impact it will have on the business or employees.

• Speak up when you spot unethical practices, even if there is significant risk. Start by speaking
directly to the person or people involved. If the unethical behavior continues, consider whom
else you can engage to address the issue. If the issue continues to escalate you should contact
the General Counsel or SVP of HR. Other resources available to you include MySafeWorkPlace
or the ethics hotline in Israel. When challenging another to show integrity, prepare what you are
going to say and rehearse the conversation with a trusted colleague.

• Following difficult situations that require you to express your opinions or stand up to others,
seek feedback from other parties involved. Explain your thinking and what you said and did.
Ask for feedback on how you approached the situation and responded to others.

• Identify the systems within your area that drive behavior. Does each system have a purpose
understood by all, identified measures, observable behaviors and a renewal process? Are
these systems driving desired or undesired behaviors? For any identified gaps, create action
plans to address and work within and across your functional area to address.

Leader
• Serve as a role model and encourage others to feel empowered to state an opposing viewpoint.
Let your peers and other colleagues know that you seek their ideas and recommendations for
improving processes, creating efficiency, satisfying customer needs, and even developing new
team or organizational strategies. Provide support and encourage others to share ideas and
take risks in their approaches to problems and opportunities.

40
 • Become a resource for those having difficulty finding the courage to stand firm when they have
a unique perspective. Share your experiences of having the confidence to make an impact
even when your beliefs were not reinforced, but you felt they were in the best interest of Perrigo.

• Strategically stand up for what you believe in when the most is at stake. Be ready to articulate
to others why this is an area that you are willing to address. Knowing why this is such a critical
issue, and being ready to communicate it, will help you to be more prepared and convincing in
your approach.

• While demonstrating the courage of your convictions, make sure not only to listen to others and
understand their point of view, but to ensure that they know you have listened and accurately
understood. Take the time to paraphrase back what you have heard and to acknowledge the
difference in perspective.

• Work with your managers to assess the overall environment within your area (e.g. review your
engagement survey results). Is the environment “safe” for employees to raise concerns,
experiment and voice their perspective? Identify where you may have gaps and reviews the
various systems to understand what may be driving the undesired behaviors. As appropriate,
work with your managers to establish action plans to address.

• Identify a particular organizational approach, process or decision you believe is ineffective and
should be changed. Do not be afraid to challenge the status quo, including the efficiency of
organizational practices, management of customers, or quality of decisions made. Back up your
opinions by researching the issues thoroughly, talking to the parties involved and understanding
the purpose behind the decisions. After assuring yourself that your perspective is valid, present
your findings to the appropriate individuals in a well-thought-out manner. Offer suggestions for
improvements supported by your research.

All Levels – Readings Related to Models the Core Values

• Absolute Honesty: Building a Corporate Culture That Values Straight Talk and Rewards
Integrity. L. Johnson and B. Phillips, AMACOM, 2003.

• Authentic Leadership. B. George. Jossey-Bass, 2004.

• The Business Ethics Activity Book: The 50 Exercises for Promoting Integrity at Work. M.
Caroselli. AMACOM, 2003.

• The Confidence Course: Seven Steps to Self-Fulfillment. W. Anderson. Harper Perennial

Library, 1998.

• Confidence: How to Succeed at Being Yourself. A.L. McGinnis. Augsburg Fortress, 1987.

• The Coward’s Guide to Conflict: Empowering Solutions for Those Who Would Rather Run than
Fight. T. Ursiny. Sourcebooks Inc., 2003.

• Credibility: How Leaders Gain and Lose It, Why People Demand It. J. M. Kouzes and B. Z.
Posner. Jossey-Bass, Revised edition 2003.

41
• How to Have Confidence & Power in Dealing with People. L. Giblin. Barnes & Noble Books,
1999.

• The Human Element: Productivity, Self-Esteem, and the Bottom Line. W. Schutz. Jossey-
Bass, 1994.

• Increasing Confidence: Essential Lifeskills. P. Davies. Dorling Kindersley Publishing, 2003.

• Integrity: The Courage to Meet the Demands of Reality. H. Cloud. Harper Collins, 2006.

• Live, Learn, Lead to Make a Difference: Influencing Others Through Ethics and Integrity. D.
Soderquist. J. Countryman Books, 2006.

• The Seven Habits of Highly Effective People. S. Covey. Free Press, Revised edition 2004.

• Stand Up for Your Life: A Practical Step-by-Step Plan to Build Inner Confidence and Personal
Power. C. Richardson. Simon & Schuster, 2003.

• Integrity: The Courage to Meet the Demands of Reality. Henry Cloud. HarperBusiness, 2009.

• Winners Never Cheat: Even in Difficult Times. Jon M. Huntsman. Pearson Prentice Hall, 2008.

• The SPEED of Trust: The One Thing That Changes Everything. Stephen Covey. Free Press,
2008.

• Perrigo Code of Conduct, “We are “Responsible,” contains the global standards for adhering to
the organization’s core values and the principles to guide conduct:

https://inside.perrigo.com/sites/legal/Policies/Code%20of%20Conduct%20Final%20with%20Links.pdf

42
Planning
Develops plans that are appropriately comprehensive, realistic, and effective in meeting goals.

• Determines tasks needed, appropriate sequence of activities,

applicable supporting tools and realistic estimates of the time
needed for completing own work
Associate • Identifies & communicates realistic estimates of time, scope
and budget needed to accomplish team or work group
objectives

Manager
• Translates broad strategies into specific objectives, metrics,
and action plans and aligns with appropriate systems

• Ensures that efforts across functions, locations, or

Leader organizations are integrated and aligned with strategic
objectives, inclusive of resources, time, etc.

Development/Learning Objective Ideas

Associate
• Establish clearly defined priorities for ongoing tasks and activities. Make a list of the tasks you
are expected to complete within the next two months. Next to each task, write the expected
completion date, and prioritize your activities so that each task is done on time. If you have
reached a point in a project where you are unsure what the next work step is, check with your
manager.

• Before beginning a project, map out the tasks/steps to completion. For each project, bring
together the employees who will be involved in the project, and together map out the following:

o What is the purpose of the project?

o What resources will we need?

o Who else will be involved?

o What needs immediate action?

o What is the expected completion date?

o What are the major milestones?

43
• Keep a list of daily work and personal activities, prioritized so that you can work through the list
in an effective way. Make it a habit to follow through on each task of the list to ensure it is
completed within the assigned timeframe.

• Keep detailed records of how you spend your time for one week. Identify tasks performed and
time spent on each task. Analyze whether the tasks you are spending the most time on are
having the most impact on your results.

• Plan for each new initiative or project by detailing the work necessary for completion (e.g.,
steps, tasks). Ensure that tasks are prioritized, making decisions that are in line with the overall
objectives of the department and region. Everything cannot be a priority: make decisions based
upon potential impact toward meeting goals relative to time to complete and linkage to broader
business objectives (e.g., change your focus from one area of focus to another based on
business opportunities).

• Create project plans. Include names of people to be involved, expected deliverables and
timelines. Work backwards from the projected completion date to determine appropriate
milestones. Develop a list of resources necessary to complete the project and how to obtain the
needed resources.

• Allocate project team members to tasks based on availability, expertise, interest, and individual
development goals. Communicate project assignments to each person and include your
staffing rationale.

Manager
• Monitor the progress of implementation against the plan on a regular basis. Compare the time,
cost, and performance to the budget, schedule and tasks contained in the plan. This should be
done in an integrated manner at regular intervals. Any significant departures should be
addressed immediately.

• Prepare a written statement of purpose for the next project that you lead. At a minimum, include
a description of the overriding project purpose, the role and objectives of each team member,
key steps, the date and time by which the task or assignment should be completed, target
outcomes, and key performance metrics (e.g., financial). Solicit input from colleagues and
others who are involved or impacted by your projects. Incorporate their feedback into the
statement. Disseminate the final statement to all colleagues for whom your projects impact.

• Identify the performance measures that you will use for each initiative. Write down the specific
goals that you want to accomplish for each initiative and the date by which you want them
accomplished. Develop an action plan to support each of your goals. Identify resources
required, time frames and plans for overcoming anticipated obstacles. Share these action plans
with team members and make sure they understand their role in implementing these action
plans. Regularly monitor progress against goals. Adjust resourcing, as required. Recognize
appropriate progress made toward goals and do what is necessary to ensure that goals are met.
Establish specific control measures for your project. Inform team members of your specific

44
 expectations, including what is to be accomplished and by when. Encourage team members to
inform you immediately if there is a possibility they may not be able to complete the assignment
in the given timeframe.

• As you develop plans for pursuing goals, try to anticipate possible changes that may complicate
goal achievement. Be proactive and develop plans to identify, remove, or deal with obstacles.
Develop multiple approaches to dealing with obstacles, and ensure that you have a contingency
plan in place if your original approach is not successful.

• On a monthly basis, check to ensure that the short-term goals that you have established as a
team are going to meet the long-term objectives of the projects. Discuss these issues with the
team so that everyone understands and is able to contribute to achieving overall objectives.

Leader

• Prioritize the resources dedicated to initiatives based on the following questions:

o Is it important to the organization’s strategic objectives?

o Does the initiative support overall desired behaviors?

o Is it important to the department’s goals?

o Does it provide opportunities for employees achieve their individual goals?

• Make a strong effort to be aware of the responsibilities and current projects of people in other
departments to ensure that their time and efforts can be effectively utilized when developing
customer solutions and supporting account strategies. Host a conference call quarterly with
other departments to bring one another up to date on current projects.

• Locate and study available documents that describe the goals and strategy of Perrigo. Then
examine the major functions or responsibilities of your role and desired project outcomes.
Compare these sources of information to determine how you are currently supporting Perrigo’s
goals and strategy. Develop a plan to obtain the organizational resources, budget, and/or
headcount needed to achieve the desired outcomes. Involve your manager/project manager in
brainstorming ideas and identifying the best way forward. Test the plan for alignment with
Perrigo’s strategy and goals based on the information you have gathered.

• Make a list of all the external factors that affect your project or work (e.g., competition, customer
needs). Make a similar list for all the internal factors (e.g., organization strategies and goals,
infrastructure). Looking at both lists, identify changes, emerging trends, and opportunities or
problems. Map out in detail the steps you need to take in order to capitalize on these
opportunities or take actions to prevent significant problems.

45
All Levels – Readings Related to Planning
• Manager's Guide to Business Planning (Briefcase Books). Peter Capezio. McGraw Hill, 2009.

• Scrappy Business Contingency Planning: How to Bullet-Proof Your Business and Laugh at
Volcanoes, Tornadoes, Locust Plagues, and Hard Drive Crashes. Kimberly Wiefling, Michael
Seese. Happy About, 2010.

• Strategic Action Planning Now Setting and Meeting Your Goals. Cate Gable. CRC Press,
1998.

• Project Manager's Spotlight on Planning. Catherine A. Tomczyk (Author). Jossey Bass, 2005.

• A Guide to Business Continuity Planning. James C. Barnes. Wiley, 2001.

• Key Account Plans: The Practitioners Guide to Profitable Planning. Lynette Ryals. Butterworth-
Heinemann, 2008.

• Scenario Planning Handbook: Developing Strategies in Uncertain Times. Bill Ralston. South
Western Educational Publications, 2006.

• The Strategic Planning Workbook (Business Enterprise). Neville Lake. Kogan Page, 2006.

• Planning, Performing, and Controlling Projects (3rd Edition). Robert B. Angus. Prentice Hall,
2002.

• Project Planning, Scheduling & Control, 4E: A Hands-On Guide to Bringing Projects in on Time
and on Budget. James P. Lewis. McGraw Hill, 2005.

• The Art of the Long View: Planning for the Future in an Uncertain World. P. Schwartz.
Doubleday, 1996.

• Applied Strategic Planning: How to Develop a Plan That Really Works. L. Goodstein, T. Nolan,
J. W Pfeiffer. Pfeiffer, 2008.

• Powerful Planning Skills: Envisioning the Future and Making it Happen. Peter Capezio. Career
Press, 1999.

• Business Planning Guide. David Bangs. Kaplin Publishing, 2002.

• The Definitive Business Plan: The Fast Track to Intelligent Business Planning for Executives
and Entrepreneurs. Richard Stutely. FT Press, 2007.

46
Takes Action
Forms relationships and proactively takes initiative to improve Perrigo performance and
employee engagement.

• Works independently or with others to solve routine problems

Associate • Monitors own work activities for inefficient methods and
eliminates wasted efforts

• Identifies and takes steps to address unnecessary

Manager bureaucracy and inefficiencies in current systems and
processes

• Shapes Perrigo's future by motivating, encouraging and

Leader recognizing individuals for meeting performance targets
without heroics, fire-fighting and workarounds

Development/Learning Objective Ideas

Associate

• Continually look for creative ways to change and improve your own work methods and the
methods of your area. Evaluate opportunities for improvement based on the potential for cost
savings or revenue opportunities for making changes.
• Identify any specific issues or challenges that continuously resurface and impede progress in
your work or area. Reflect on how you can make a change or implement something new to
avoid future issues.
• Select any one of your department’s current processes or policies that you consider to be less
than effective. Conduct a brainstorming exercise with others to develop a new or creative
approach to address the process or policy. Using the results of the brainstorming exercise,
develop a plan to modify the process or policy and review the proposed modification with some
of the key stakeholders required to both promote and implement it.

• When dealing with a new problem or issue, study the situation at hand by gathering facts quickly
to determine the urgency of the matter, and then determine how quickly you need to make a
decision and re-prioritize the other work you have to do.

• Encourage the development of creative ideas and approaches by being open to new ideas from
others. Proactively ask for new ideas, and demonstrate that you value them. Consider all ideas
seriously by asking questions and taking time to outline possible approaches to implementing

47
 them. Give positive reinforcement and support to those who contribute new or unusual ideas or
approaches.

• Apply what you have learned in the past to solve a similar current problem or situation. Often
the problem solving methods that have proven to be effective in the past can also work to solve
a current problem or resolve a different situation.

Manager

• Examine the systems within your area that drive results. Create process maps and identify
points where unnecessary bureaucracy exists. Work within and across your function to assess
the business need for each action, and where no objective business need exists, work to
eliminate.

• Continually look for ways to change and improve processes to create sustained system
improvements. Develop ways to actively encourage change. Where appropriate, make public
statements that encourage your team members to feel empowered to innovate. Train them to
understand the criteria for evaluating ideas: help them through the process of defining benefits
(greater efficiency, quality) and costs (time, materials).

• Practice using different techniques to encourage creative thinking such as re-forming the
problem or situation, asking someone in another area what they think, or drawing out problems
on a flipchart instead of just talking about them. Try anything that breaks you out of the standard
and enables you to look at the situation differently.

• Once a month, identify improvements that could improve processes, systems, results,
consistency, or cost. Brainstorm one or two key areas that you find interesting and where you
believe there are opportunities for improvement. Articulate ideas that you think could enhance
efficiency or quality in these areas. Quantify the costs and benefits of the change and share
with the appropriate individual.

Leader
• Schedule monthly visioning or brainstorming sessions with your peers and other respected
colleagues and leaders from different functions to discuss innovative ideas, thoughts,
observations and concepts. Collectively anticipate trends and changes in the industry 2-3 years
in the future, taking into account the anticipated action of competitors as well as regulatory
changes and customer needs, and identify the implications for Perrigo. Determine what
strengths and talents exist in the organization to address these potential changes, and what
future innovations need to occur.

• Schedule monthly visioning or brainstorming sessions with your peers and other respected
colleagues and leaders from different functions to discuss innovative ideas, thoughts, and
observations.

48
• Work with your management team to review the reward and recognition system(s) within your
area(s). Does the system reward efforts achieved through fire-fighting, heroics and work-
arounds? Where it does, analyze the system to understand what drives this undesirable
behavior and work with your team to address.

• Keep a journal for one week, detailing when and why you reward or recognize your
employee(s). Are you rewarding fire-fighting, heroics and/or work-arounds? If so, examine why
this is and take steps to adjust your behavior so that you are recognizing desired behaviors.

• Inspire commitment to Perrigo by taking multiple symbolic and impactful actions to demonstrate
your own commitment. This could include visibly taking personal risk to demonstrate passion,
flexing your own approach to increase the effectiveness of a changing team, or painting a
compelling vision for the team to inspire others to go above and beyond to create value for the
organization.

All Levels – Readings Related to Takes Action

• The Effective Executive. P. F. Drucker. Harper Business, 2005.

• Execution: The Discipline of Getting Things Done. L. Bossidy and R. Charan. Random House,
2002.

• Death by Meeting: A Leadership Fable About Solving the Most Painful Problem in Business. P.
Lencioni. Jossey-Bass, 2004

• The Leadership Challenge: How to Get Extraordinary Things Done in Organizations. J. M.

Kouzes and B. Z. Posner. John Wiley & Sons, 2003.

• Highwire Management: Risk Taking for Leaders, Innovators, Trailblazers. G. Calvert. John
Wiley & Sons, 1993.

• Zapp! The Lightning of Empowerment: How to Improve Productivity, Quality and Employee
Satisfaction. W.C. Byham with J. Cox. Ballantine Books, 1997.

• Make Success Measurable!: A Mindbook-Workbook for Setting Goals and Taking Action. D.
Smith. Wiley, 1999.

49
 Competency Model Learning Matrix

The learning matrix below identifies various opportunities for development for each competency.
Taking various learning experiences from this Resource Guide at the Associate level and including
formal training opportunities, this matrix provides you a practical way to approach your ongoing learning
and development. The matrix is divided into three categories:

- On-the-job Learning – this is where 70% of your development time should be focused
and includes activities such as learning to do work you haven’t done before, increasing the
depth or breadth of work you do, joining a project team in an area of career interest, learning
to continuously improve your current workload, and taking short term assignments to learn.
Development should challenge you and allow you to take calculated risks, and learn from
mistakes.
- Development Relationships – this is where 20% of your development time should be
focused and includes activities such as coaching, networking and learning from your leader.
Coaching relationships are often focused on behavioral indicators. Mentoring relationships
are often focused on technical expertise to impact performance indicators.
- Formal Education – this is where 10% of your development time should be spent and
includes activities such as formal classroom training, reading and webinars. Training is
typically focused on skills needed to do the job. Development is often typically focused on
interpersonal and leadership capability.

Note: As classroom offerings will vary by location, please refer to the Learning Management System
(LMS), or your Human Resource Representative, to understand what is available in your location.

Competency On-the-Job Learning Developmental Formal Education (10%

(70%) Relationships (20%)
• Review the core
values of Perrigo.
For each core • Identify an individual
value, determine who demonstrates a
whether your high level of integrity.
behavior is Deconstruct how this • Acts with Integrity
consistent. person presents him or • Cultural Sensitivity
Determine what herself and note specific • Harvard Manage
Mentor (various
you need to do actions and behaviors
courses offered via
Models the differently to better that make him or her HMM online access)
Core Values align your appear committed to his • Internal Legal
behaviors with the or her values. Try to Newsletter
values. Consider adopt several of the • Compliance learning
sharing your actions you observed. If modules via LMS or
thoughts with your possible, discuss your LRN
manager or another observations with this
trusted colleague to individual.
get his or her input
as well.

Work with peers to • Identify a peer or • Financial Acumen

Healthy •
superior who achieves • Harvard Manage
Results identify the best
excellent results while Mentor (various

50
 practices for demonstrating desired courses offered via
achieving results. behaviors. Observe how HMM online access)
For example, find he or she approaches • Drives for Results
the work and maintains (eLearning)
out what tracking
commitment to • Analytic Skills
systems and executing and achieving (eLearning)
reports they use to the desired results. • Five Dysfunctions of
measure and a Team
improve
performance.
Consider how you
can use these
practices to
enhance
performance in
your area.

• Review the various • Influences Others

work processes • Fosters
within your area • Pick a time when you Collaboration/Builds
that involve other can come together with Relationships
(eLearning &
functional groups. your colleagues to share
classroom)
Inspires the Identify the key what you are working on
• Harvard Manage
Team processes that and help each other Mentor (various
result in the most brainstorm or problem- courses offered via
waste and work solve any issues HMM online access)
with others to individuals are facing. • Continuous
simplify and reduce Improvement
the waste. classroom and/or
eLearning offerings
• Review key events
and decisions, and
decide who needs • Influences Others
to be informed.
• Consider how you can • Fosters
Continually ask
assist others within and Collaboration/Build
yourself the
Relationships
question, “Who beyond your work area.
(eLearning &
else needs to know Initiate discussions with
Collaboration classroom)
about this?” colleagues to identify
& Influence • Listens to Others
Develop your own shared goals and the • Manages Differences
personal system for
ways in which you can • Harvard Manage
ensuring that those
individuals or collaborate. Mentor (various
groups receive the courses offered via
necessary HMM online access)
information in a
timely manner.
• After projects or • Have lunch with a
important meetings, colleague you admire.
Develops • All development
Discuss how they view
Self/Develops take the time to courses (e.g. Builds
learning and change,
Others debrief for lessons Relationships)
and what they do to
learned and identify • Harvard Manage
improve themselves.

51
 what went well and Pick something which Mentor (various
what you could do worked for them and courses offered via
differently in the seems like it would work HMM online access)
for you as well. • Develops Self
future.
(eLearning)
• Drives for Results
(eLearning)

• Identify any
specific issues or • Fosters
challenges that • Select any one of your Collaboration/Builds
continuously department’s current Relationships
resurface and processes or policies (eLearning &
impede progress that you consider to be classroom)
in your work or less than effective. • Harvard Manage
Takes Action area. Reflect on Conduct a brainstorming Mentor (various
how you can exercise with others to courses offered via
make a change or develop a new or HMM online access)
implement creative approach to • Continuous
something new to address the process or Improvement
avoid future policy. classroom and/or
issues. eLearning offerings

• Check-in with your

customers from
• Keep a log of situations
time-to-time to
in which you observed
ensure that the
evidence of effective
established
customer focus • Customer Focus
communication
demonstrated by others. • Writes Effectively
process is still
Customer What were the patterns • Harvard Manage
Focus working effectively
of behavior you Mentor (various
for them and that courses offered via
observed? Ask others
you are adjusting HMM online access)
what they were thinking
your
about when they took
communications to
those actions.
meet their ever
changing needs.

• Be constantly alert
for opportunities to • Establish a peer-
increase efficiency coaching group of
trusted colleagues with
by modifying your
whom you can meet
department’s work • Customer Focus
regularly to discuss
Continuous processes. Suggest • Harvard Manage
Improvement specific changes in current issues, identify Mentor (various
departmental departmental strengths courses offered via
and brainstorm new HMM online access)
standards and
ideas for improved • Continuous
specifications in
approaches or protocols. Improvement
order to achieve classroom and/or
better results and eLearning offerings

52
 satisfy customer • Analytic Skills
needs. (eLearning)

• Keep detailed
records of how you • Keep a list of daily work
and personal activities,
spend your time for
prioritized so that you
one week. Identify can work through the list
tasks performed in an effective way. • Project Management
and time spent on Meet with your manager • Change Management
each task. Analyze or a trusted peer to • Harvard Manage
Planning
whether the tasks review the list and Mentor (various
you are spending discuss how you made courses offered via
the decisions to prioritize HMM online access)
the most time on
as you did. Seek
are having the most feedback on
impact on your improvement
results. opportunities.

• Plan to be more
proactive. Review • Evaluate how often you
the times you have check with others to
been forced to make sure your ideas
make a decision in are acceptable. Are you
a time-sensitive asking for permission • Decision Making
situation. In which more often than you • Influences Others
of these situations need to? Is it slowing • Harvard Manage
Decision were you things down Mentor (various
Making successful? In unnecessarily? Speak courses offered via
which of these with your manager to HMM online access)
situations did you better understand what • Analytic Skills
(eLearning)
wait too long to needs to be run by them
act? Identify the and what decisions you
differences in your have the authority to
thinking and make on your own.
actions.

53