Competency Dictionary

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 COMPETENCY DICTIONARY

Professional Development at Wyndham Worldwide

We believe in our unique competitive strength are our associates whom deliver outstanding performance
in the world and in their local marketplace. The development of our associates is key to our long-term
success and a top priority of the company.

How to Use This Guide

This guide helps further define the Wyndham Worldwide competencies and provides all associates with
the skilled behaviors needed at each band level. Associates at higher band levels are to demonstrate
the competency behaviors in their designated band as well as demonstrate those behaviors in the bands
below their level. Upon review of the competencies and discussion with your manager, you may
determine that there are specific behaviors or competencies that need further development. This can be
included in the Development Plan as part of the Performance Management process.

Band Levels
A Associate
P Professional
M Management
SM Senior Management
EM Executive Management

Please consult with your local Human Resources team should you have any questions regarding your
band level.

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TABLE OF CONTENTS

HOW TO USE THIS GUIDE ....................................................................................................................................... 2

BAND LEVELS ........................................................................................................................................................... 2
BUSINESS ACUMEN ................................................................................................................................................. 4
BUILDING TRUST...................................................................................................................................................... 6
COMMUNICATION..................................................................................................................................................... 9
COUNT ON ME! ........................................................................................................................................................ 12
DRIVING RESULTS .................................................................................................................................................. 15
INNOVATION ............................................................................................................................................................ 19
LEADERSHIP EFECTIVENESS ............................................................................................................................... 23
VALUING DIVERSITY ............................................................................................................................................... 27
QUICK REFERENCE BY BAND............................................................................................................................... 29
“A” BAND.................................................................................................................................................................. 29
“P” BAND.................................................................................................................................................................. 31
“M” BAND ................................................................................................................................................................. 33
“SM” BAND............................................................................................................................................................... 35
“EM” BAND AND ABOVE ........................................................................................................................................ 37

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Business Understanding and utilizing global economic, financial, and industry data to accurately
diagnose business strengths and weaknesses, identify key issues, and develop
Acumen strategies and plans.
 Analyzes: Accurately performs substantial quantitative financial calculations
and/or understands the implications of financial graphs, charts, tables, etc.
 Integrates: Integrates financial data effectively, allowing for the identification of
key issues and decision-making criteria and the determination of strategies
and plans.
 Understands: the application of financial strategies and systems: Uses
appropriate financial strategies and systems to maximize cash flow and limit
risk to the organization

“A” Band  Articulates Wyndham Worldwide’s or Business Unit’s mission, vision, core
values, business priorities and strategic goals
 Demonstrates in-depth knowledge about Wyndham Worldwide’s or Business
Unit’s products, customers, markets & transaction systems

“P” Band  Consults with appropriate stakeholders to resolve issues or concerns

 Explains to team members internal organizational structures andrelationship
among different functional groups
 Provides direction on when to properly use policies and procedures
 Articulate the role team members play in achieving the goals of the Business
Unit

“M” Band  Explains to team members the impact of issues on other groups/stakeholders
 Focuses on core priorities of the business
 Monitors and reviews team performance and budget against forecast
 Consults with appropriate stakeholders to obtain agreement or remove barriers
 Understands how to navigate the organization in order to meet business goals
and objectives

“SM” Band  Articulates Business Unit’s/department’s business direction, key drivers, and
objectives
 Establishes forecasts and budgets
 Recognizes organizational limitations – what is possible at certain times
 Is aware of and responsive to external influences (positive or negative) on the
organization
 Recognizes the characteristics and impact of organizational culture

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“EM” Band  Develops in-depth knowledge and understanding of the market

and Above  Identifies business opportunities to enhance customer relationships, product
offerings, technology improvement & new market segments
 Explains to team members short-term and long-term business challenges and
the relationships between short and long term goals
 Establishes corporate networks within Business Unit and Wyndham Worldwide
 Seeks to shape the organizational culture in support of the organization’s
mission

Developmental  Read business publications to track relevant industry trends and identify
Activities marketplace opportunities (e.g., Wall Street Journal, Portable MBA, etc.)
 Read industry-specific publications.
 Attend professional conferences and network with professionals in your
industry.
 Take a finance course and/or business course that stretches your knowledge.
 Review past business and financial data and identify trends and relationships
which drive both successful and unsuccessful business decisions.
 Volunteer to manage the accounts for a community organization.
 Volunteer for a community project involving significant business activity (e.g.
acquiring a new building, negotiating a lease, etc.).
 Observe colleagues who make successful business and financial decisions.
Note the strategies they use to analyze, interpret, and utilize data.
 Learn your customers’ businesses by reviewing annual reports, industry-
specific information, etc.
 Volunteer for cross-functional assignments or task forces to learn more about
the organization and business.
 Take a finance course to enhance your understanding of the organization’s
financial systems and how these integrate with other data.

getAbstract  Break from the Pack, Oren Harari

Resources  What Happy Companies Know, Dan Baker, Cathy Greenberg and Collins
Hemingway
 Smart Things to Know About Business Finance, Ken Langdon and Alan
Bonham
 Manager’s Toolkit, Harvard Business Review
 Business Strategy, Jeremy Kourdi
 Know-How, Ram Charan

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Building Interacting with others in a way that gives them confidence in one’s intentions
and those of the organization.
Trust  Operates with dignity: Demonstrates honesty; keeps commitments; behaves
in a consistent manner.
 Discloses own position: Shares thoughts, feelings, and rationale so that others
understand personal positions.
 Remains open to ideas: Listens to others and objectively considers others’
ideas and opinions, even when they conflict with one’s own.
 Supports others: Treats people with dignity, respect, and fairness; gives
proper credit to others; stand up for deserving others and their ideas even in
the face of resistance or challenge.

“A” Band  Demonstrates system integrity consistently, fairly and is honest with members
about what can and can’t be done in relation to member accounts.
 Takes personal responsibility for establishing, agreeing to, and keeping
performance related commitments.
 Is reliable, consistent and focuses on the positive, makes self available when
needed to perform additional tasks.
 Openly acknowledges others for their contributions

“P” Band  Demonstrates an open communication style including listening and responding
with empathy to the concerns of others, asks others for their ideas and
involvement and openly discusses difficult topics.
 Evokes trust from others by clearly establishing how they will provide support
without over promising and follows through on their commitments.
 Behaves consistent with organizational vision and values.
 Appreciates differences and ensures all associates are valued for their specific
skills.
 Articulates the specific contributions of others and ensures all contributors
receive due credit and recognition for their actions.
 Provides honest feedback without avoiding the real issues.

“M” Band  Develops and sponsors initiatives that foster open communication
 Demonstrates open communication by fostering an open door policy
 Behaves consistent with organizational vision and values
 Challenges the status quo and validates operating assumptions
 Demonstrates personal accountability and holds others accountable
 Promotes organizational values through leading by example
 Delegates responsibility, showing confidence in others while providing support
and guidance
 Promotes and advocates for team members

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“SM” Band  Develops and champions initiatives that foster open communication
 Challenges the status quo and evaluates the effectiveness and impact of
communication initiatives
 Behaves consistent with organizational vision and values
 Demonstrates personal accountability and holds others accountable
 Develops and promotes organizational values of trust and accountability
 Develops programs to recognize the unique skill set and contribution of all
associates
 Develops and sponsors programs that promote associates

“EM” Band  Develops a vision for open communication

and Above  Behaves consistent with organizational vision and values
 Fosters a culture of Trust
 Demonstrates personal accountability and holds others accountable
 Develops and promotes organizational values of trust and accountability

Developmental  Think of someone in your life whom you trust deeply. Ask yourself why you
Activities trust that person, write down the reasons, and try to think of examples that
illustrate those reasons. Then, when dealing with others, ask yourself how this
trusted person would react and try to model those behaviors.
 Brainstorm to create a high-trust vision—what you’d like to see, hear, or feel
during interactions with your team. Determine which areas in your vision
currently have the greatest gap with reality. Make a list of things you need to
change to eliminate those gaps.
 Try to react objectively to others’ ideas. Make every effort to fully explore their
suggestions, even when you don’t agree.
 Make a point of being on time for meetings and returning phone calls as soon
as possible.
 Whenever you make a promise, make sure that you record what you and the
other party expect. Follow up on your promises and make sure you are
meeting others’ expectations consistently.
 When dealing with bad news, avoid sugarcoating it. The next time someone
makes a mistake, be specific in describing what happened, all the while being
sure to maintain the person’s self-esteem by keeping your focus on the issue
or problem, not the person. Then work with the person to plan a way to avoid
the same problem in the future.
 Monitor your body language and tone of voice when interacting with others.
 Work at improving eye contact, gestures, and enthusiasm. Make sure your
body language and tone of voice agree with your message and actions.

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getAbstract  The Speed of Trust, Stephen M.R. Covey and Rebecca R. Merrill
Resources  Trust and Betrayal in the Workplace, Dennis S. Reina and Michelle L.
Reina
 Building Trust at the Speed of Change, Edward M. Marshall
 Decent People, Decent Company, Robert L. Turknett and Carolyn N.
Turknett
 Moral Intelligence, Doug Lennick and Fred Kie

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Communication Clearly conveying information and ideas through a variety of media to individuals or
groups in a manner that engages the audience and helps them understand and
retain the messages.
 Organizes the communication: Clarifies purpose and importance; stresses
major points; follows a logical sequence.
 Maintains audience attention: Keeps the audience engaged through use of
techniques such as analogies, illustrations, body language, and voice
inflection.
 Adjusts to the audience: Frames message in line with audience
experience, background, and expectations; uses terms, examples, and
analogies that are meaningful to the audience.
 Ensures understanding: Seeks input from audience; checks understanding;
presents message in different ways to enhance understanding.
 Adheres to accepted conventions: Uses syntax, pace, volume, diction, and
mechanics appropriate to the media being used.
 Comprehends communication from others: Attends to messages from
others; correctly interprets messages and responds appropriately.

“A” Band  Demonstrates understanding of critical issues and poi nts in the message
 Seeks to understand others and learn through listening
 Exhibits a positive manner at all times in talking to customers or colleagues

“P” Band  Demonstrates effective active listening skills

 Provides team members positive and constructive feedback
 Communicates (in speech or writing) clearly and openly
 Adapts messages and/or communication style to the audience
 Seeks to understand differences of opinion
 Has a good use of vocabulary
 Is able to listen to and consider the opinions of others
 Works hard to ensure that all relevant bodies are included in the
communication process
 Selects most effective type of communication for situation
 Actively promotes communication between own department and others

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“M” Band  Displays professionalism and use appropriate verbal and non-verbal
communication skills
 Demonstrates empathy and builds on other people’s ideas during
conversations
 Personalizes communication to make it relevant to the audience
 Excellent clarity of expression
 Adjusts to audience reaction and holds attention
 Listens empathically

“SM” Band  Creates a sense of excitement and commitment around the message being
communicated
 Plans and employs the appropriate medium, channel and format to
enhance understanding and retention of the message
 Models an open and honest communication style to create an environment
of empowerment
 Communicates in a timely manner
 Presents arguments clearly
 Consults all stakeholders prior to communication
 Fosters open communication and candid discussions with people at all
levels of the organization
 Establishes communication structures to systematically disseminate
information

“EM” Band  Creates a culture of open communication and trust

and Above  Establishes communication structures to systematically disseminate
information and capture the voice of the employees
 Works hard to ensure that all relevant bodies are included in the
communication process
 Promotes upwards, downwards and lateral communication

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Developmental  Take part in a role playing scenario where good listening skills are critical.
Activities Verbalize what you heard your colleague say and compare what you heard
with what they were trying to say. Did you get their message? If not, what
did you miss out on? Discuss what you might do better in the future to
improve your listening skills.
 Ask for the responsibility of presenting a new work process or procedure to
co-workers.
 Volunteer to make a presentation on an emerging topic to leaders or peer
groups in your organization.
 Volunteer to design and deliver a presentation to your co-workers on a
work-related subject or topic for which you have expertise.
 Arrange with a coworker ahead of your next presentation to provide you
with constructive feedback immediately following the presentation.
 Observe and learn from the speeches and presentations made by your
organization's leaders or experienced peers.
 Observe effective presenters in your organization, in public forums, and on
television. Analyze the practices and behaviors that make them effective
and identify how to incorporate them into your own presentations.
 Practice your oral communication skills by volunteering to speak in front of
groups. Opportunities in your community can be good practice.
 Attend meetings in which you communicate to a variety of people. Debrief
the meeting with them afterwards, focusing on what you wanted to
communicate to each person, what your strategy was, what you actually did
and said, and what the results were.
 Prepare a two minute ―elevator speech‖. An ―elevator speech‖ is a short
description of what you do, or the point you want to make, presented in the
time it takes an elevator to go from the top floor to the first floor or vice
versa.
 Find articles on how to improve you’re ―active listening‖ skills.

getAbstract  Powerful Communication Skills by Colleen McKenna

Resources  The Fine Art of Small Talk by Debra Fine
 The Art of Connecting by Claire Raines and Lara Ewing
 The Connect Effect by Michael Dulworth
 Working Relationships by Bob Wall

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Count On Me! Cultivating strategic customer relationships (with external and internal customers)
and ensuring that the customer perspective is the driving force behind all value-
added business activities.
 Seeks to understand customer: Actively seeks information to understand
customer circumstances, problems, expectations, and needs.
 Educates customer: Shares information with customer to build their
understanding of issues.
 Maintains customer trust: Listens and responds with empathy to
customer issues or ideas; acknowledges customer contributions to
discussion in a manner that maintains esteem.
 Takes action to meet customer needs and concerns: Considers how
actions or plans will affect customer; responds quickly to meet customer
needs and resolve problems; avoids over-commitments.
 Develops a partnering relationship: Adopts a long-term perspective in
developing mutually beneficial business relationships with customers.
 Recognizes customer service issues: Identifies when actions or decisions
will affect the customer in a positive or negative way; expresses concerns
to others
 Creates win/win solutions: Uses understanding of customer needs and
expectations to generate mutually beneficial solutions or alternatives.

“A” Band  Articulates the needs and expectations of internal and external customers
 Handles customer complaints effectively and efficiently
 Builds and maintains effective relations with customers (internal
/external)
 Articulates the underlying need of the customer’s request
 Listens and seek feedback proactively from the customer

“P” Band  Reviews customer feedback regularly to identify improvement

opportunities
 Takes ownership to resolve customer dissatisfaction issues with a sense
of urgency
 Is an advocate for the customer (internal and external)
 Explains how team members' daily work affects the customers and their
perception of BU/Wyndham Worldwide
 Treats team members as internal customers and enables them to
succeed

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“M” Band  Knows BU’s competitive position in the eyes of the customer
 Establishes service quality standards based on customer requirements
 Identifies ways to outperform competition in meeting high-importance
customer needs
 Creates policies and processes to make BU/Area easy to do business
with
 Openly communicates to the team that customer service comes first

“SM” Band  Creates a customer-focused environment in the organization

 Develops and strengthens customer relationship and loyalty
 Establishes business direction taking into account customer’s long-term
and short-term needs
 Establishes structures to systematically capture the voice of the customer
 Recognizes unspoken customer needs and identifies opportunities to
create new value for customers
 Becomes a critical element of the customer’s value chain & decision
making process

“EM” Band  Constantly investigates and analyzes external indicators to plan for
and Above customer future needs
 Directs his / her team to ensure customer trust and respect for the area
and organization
 Establishes strategic plans oriented to offer superior customer service
(internal/external)
 Establishes and nurtures long term relationships with customers,
regularly inviting feedback and suggestions

Developmental  Outside work, watch people interact with service providers, looking for
Activities behaviors and reactions. Note your own reactions when interacting with
service providers in a store or restaurant. Note actions that impress and
dissatisfy you. Use these as examples for improving your organization’s
customer service.
 Call into your organization with the mindset of a customer. Would you be
impressed with the response you get?
 Read books and articles on customer service.
 Clarify how far you can go in terms of cost, time, etc., to satisfy customer
needs. Communicate these parameters clearly to your staff members.
 Observe managers whose groups provide excellent customer service.
Discuss their approaches to structuring work processes, staff
development, client interactions, etc., with them.

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getAbstract  Customer Care Excellence: How to Create an Effective Customer

Resources Focus by Sarah Cook
 Super Service: Seven Keys to Delivering Great Customer Service by
Val Gee and Jeff Gee
 Customer Culture: How FedEx and Other Great Companies Put the
Customer First Every Day by Michael D. Basch
 Global Call Centers: Achieving Outstanding Customer Service
across Cultures & Time Zones by Erik Granered
 Positively Outrageous Service by T. Scott Gross
 Service Magic: The Art of Amazing Your Customers by Ron Zemke
and Chip R. Bell

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Driving Setting high goals for personal and group accomplishment; using measurement
methods to monitor progress toward goal attainment identifying and understanding
Results issues, problems, and opportunities, using effective approaches for choosing a
course of action or developing appropriate solutions
 Targets opportunities: Systematically evaluates business opportunities and
targets those opportunities with the greatest potential for producing positive
business results.
 Establishes stretch goals: Establishes stretch goals for self and others that
are designed to achieve positive business results.
 Achieves goals: Works tenaciously toward and derives satisfaction from
achieving stretch goals related to positive business results.
 Stays focused: Remains self-disciplined; measures progress and evaluates
results; reprioritizes as appropriate; prevents irrelevant issues or distractions
from interfering with timely completion of important tasks.

“A” Band  Produces high quality work products/services as measured by the customer
 Knows what is expected and delivers on promise
 Takes pride in own work
 Takes responsibility to address customer needs and resolve customer issues
 Takes responsibility to surface and escalate customer needs and wants to
management teams

“P” Band  Strives continually to increase individual and team performance

 Takes ownership of own team’s performance and takes responsibility for
decisions
 Identifies issues affecting performance and takes appropriate actions
 Recognizes the impact of decisions made on team members and the
organization
 Exhibits a sense of urgency around top priorities
 Links day-to-day operations to organizational goals
 Follows the levels of authority for decision making in the organization
 Empowers team members to make decisions in addressing customer issues
 Escalates issues beyond authority to line management

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“M” Band  Translates goals and priorities into action plans

 Uses available resources effectively to achieve objectives
 Learns, disseminates and applies best practices in job
 Tracks/reviews results and measure success against goals
 Identifies trends/root causes and takes action so desired results are
achieved
 Supports and promotes unpopular but necessary decisions within the
business
 Knows what information is needed to make a good decision, but is willing to
take risks to make decisions to meet customer/employee/company needs
 Makes timely decisions even with incomplete information or in ambiguous
situations

“SM” Band  Sets goals and measures for organizational performance

 Obtains and assigns the right resources to the right tasks in order to achieve
desired results
 Adjusts course of action based on changed priorities
 Holds people accountable for results
 Delegates with appropriate guidance to enable decision making by team
members
 Empowers and motivates team to reach goals, take risks and make timely
decisions to meet customer or business needs
 Establishes boundaries and authority for different levels of decision making
within the organization

“EM” Band  Develops and improves business processes to drive execution excellence
and Above  Establishes budget and provides necessary resources to achieve results
 Removes barriers to support employees’ effort to achieve results
 Creates an environment of empowerment and risk-taking for decision making
 Treats unsuccessful decision making as ―lessons learned‖
 Rewards risk taking and successful decisions

Development  Set goals or objectives for performance and success which are beyond your
Activities position’s description or scope of responsibility; gauge success in terms of
business results. Encourage your staff members to do the same.
 Take calculated risks to increase your successes.
 Let your staff know how they contribute to business success. Create an
environment that encourages them to increase their contributions.
 Anticipate potential project obstacles and problems and develop contingency
plans during a project’s start-up phase.

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Developmental  Confront and document obstacles immediately throughout a project to

Activities continued ensure success.
 If a project seems to be failing, be willing to look at alternatives for success,
make necessary changes, or start over.
 Look on potential project problems as motivators for success rather than
inhibitors.
 Encourage others to take ownership of a process improvement initiative or
project without direction or delegation from you and assume full responsibility
for its success
 Take charge of your success, and encourage others to do the same, by
lending support without creating dependency.
 Respond to inefficient processes, mistakes, or quality problems in products
and services. Hold staff members accountable for taking the initiative to fix
problems.
 Create an environment that makes it easy for staff members to suggest and
act on process or quality improvements.
 Be a resource and a role model on how to achieve success either
independently or as part of a team.
 Volunteer for difficult or undesirable projects that no one else wants to take
on.
 Recognize staff members who volunteer for difficult or undesirable projects.
 As a project or task is being completed, anticipate the next project and start
working on it.
 Operate with a strong sense of urgency to increase your motivational drive,
as well as that of others.
 Be a flexible team player by welcoming change, adapting quickly, and
reacting effectively.
 Demonstrate enthusiasm and commitment to projects and adversities as a
way of motivating yourself and others.
 Present a can-do attitude; approach challenges with optimism and vigor.
 Reinforce yourself and others by recognizing and rewarding people when
they achieve their goals.
 Involve others in setting business goals; inform them of the results.
 Publicly recognize individual achievers who contribute to the team’s success
by exceeding the scope of their position.
 Set priorities consistent with you and your team’s goals. Establish priorities
that will exceed expectations.
 Establish milestones and check-in times and dates to ensure that progress
toward goals is on track.
 Ensure access to necessary resources.
 Utilize staff by delegating effectively and empowering others to exceed
expectations.
 Create a ―pros‖ and ―cons‖ decision making template. List all of the ―pros‖ in
one column and the ―cons‖ in the second column. Problem solving will lead
to effective decisions!

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Developmental  Create a S.M.A.R.T. goal planning template. Having a clear vision towards a
Activities continued goal will aid in effective decision making
 Ask for feedback on a major decision that you’ve made. Seek guidance from
those you trust and respect.

getAbstract  Results-Based Leadership by Dave Ulrich, Jack Zenger and Norm

Resources Smallwood
 Execution: The Discipline of Getting Things Done by Larry Bossidy and
Ram Charan
 Making Strategy Work: Leading Effective Execution and Change by
Lawrence G. Hrebiniak
 Get it Done! A Blueprint for Business Execution by Ralph Welborn and
Vince Kasten
 From Strategy to Execution: Turning Accelerated Global Change into
Opportunity by Daniel Pantaleo and Nirmal Pal
 Decision Making: 5 Steps to Better Results by Harvard Business
Essentials
 Decision Making Using Game Theory: An Introduction for Managers by
Anthony Kelly
 Judgment in Managerial Decision Making by Max H. Bazerman
 Choosing the Right Thing to Do: In Life, at Work, in Relationships, and
for the Planet by David A. Shapiro

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Innovation Generating innovative solutions in work situations; encouraging others to seek

opportunities for different and innovative approaches to addressing problems and
opportunities; facilitating the implementation and acceptance of change within the
workplace
 Challenge paradigms: Approaches tasks from a questioning perspective.
Willing to challenge concepts and ideas and present creative alternatives.
 Leverages diverse resources: Looks beyond immediate pool of resources
in formulating ideas. Utilizes various resources (fields of research,
departments, regional information, etc.) for inspiration and idea formation.
 Thinks expansively: Is able to brainstorm and view ideas and situations
from multiple perspectives. Gathers information from various schools of
thought.
 Evaluates multiple solutions: Evaluates information from various sources
and therefore avoids premature closure of thought.
 Ensures relevance: Identifies pertinent information and areas for
innovation that directly addresses work related issues.

“A” Band  Does not give up easily when things become difficult
 Shares thoughts / new ideas
 Looks proactively for opportunities to embrace changes and move
forward business objectives
 Displays tolerance, respect and acceptance for changes
 Accepts change initiatives and effectively modifies behavior to meet new
guidelines

“P” Band  Sees connections between various tasks and departments

 Engages in brainstorming and creative problem solving
 Views problems and potential solutions from various perspectives
 Encourages others to think creatively
 Articulates team members’ as well as own role in the change process
 Exhibits understanding of people’s resistance to change and help others
adapt to change
 Finds ways to continuously improve processes, products and/or services
 Articulates the need for change and explain the benefits of change
 Provides feedback to team members to improve adaptability and flexibility
within change environment

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“M” Band  Recognizes and acts upon various opportunities as they present
themselves
 Has a questioning perspective; Challenges the status quo and suggests
change initiatives to meet business objectives
 In the face of obstacles, implements alternative methods to achieve goals
 Has a commitment to continuous improvement
 Removes barriers for change
 Establishes channels to empower others to suggest ideas for continuous
improvement
 Utilizes BU change model and tools to manage and lead change
 Reinforces change through communication, support, and own behaviors
in the face of difficulty by implementing various creative solutions

“SM” Band  Thinks strategically and anticipates need for change to capitalize on
opportunities and new trends before being driven to do so
 Creates opportunities and leads change
 Utilizes matrix and alliance organizations as a strategic resource
 Views opportunities in terms of their potential long term impact on the
organization
 Encourages innovation and creativity within team
 Establishes plans to make the transition
 Clarifies what will and will not change in making the transition
 Motivates others to change by demonstrating own changed behavior
 Involves the impacted people in planning and provides direction to team
members on roles and responsibilities within change initiative
 Establishes structures and support systems to sustain the change

“EM” Band and  Aggressively seeks new opportunities that will have a long-term impact on
Above the organization
 Identifies new directions for the organization, not previously explored, that
would create a sustainable competitive advantage
 Identifies and champions new ideas and initiatives
 Encourages others to take risks and challenge the status-quo
 Fosters a culture of innovation and continuous improvement
 Explains the compelling reason and benefits for change; builds
engagement
 Develops a vision for change driven by corporate values
 Uses areas of influence and control effectively to lead change initiatives
 Is a creative decisive risk-taker

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 COMPETENCY DICTIONARY

Development  Conduct an analysis of the organization compared to its top competitors.

Activities Determine the advantages and disadvantages of each. How could the
organization make use of this information?
 Take some time to think about the customers and what they really want
from the organization. Brainstorm better methods of meeting the wants
and needs of customers; identify potential customers that the organization
may be missing out on.
 Take advantage of developmental opportunities offered by the
organization that will enable you to develop a new perspective.
 Find a safe environment to practice using creativity and taking calculated
risks. Create and lead a continuous improvement that has a goal of three
specific process/systems changes per year.
 Challenge yourself and others to constantly question the effectiveness of
the status quo.
 Reward thinking outside normal systems even if a venture fails.
 Interact with individuals who are innovative thinkers.
 Set aside team meeting time once a month to analyze and discuss the
root causes of current processes and established practices.
 Assess your own reactions to past changes. Evaluate what you did
successfully to manage the change.
 Formulate a clear, simple way to communicate the purpose of a change
and its process.
 Think of ways to explain the benefits of change to head off resistance.
 List those who will be affected by change and note how they will be
affected.
 Think of ways to make others feel more comfortable with change.

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 COMPETENCY DICTIONARY

getAbstract  The Innovators Dilemma by Clayton M. Christensen

Resources
 The Innovator's Solution-Creating and Sustaining Successful
Growth- by Clayton M. Christensen
 The Ten Faces of Innovation: IDEO’s Strategy for Defeating the
Devil’s Advocate and Driving Creativity Throughout Your
Organization by Tom Kelley & Jonathan Littman
 The Art of Innovation by Tom Kelley & Jonathan Littman
 Leading for Innovation and Organizing for Results by Iaine
Somerville, Marshall Goldsmith & Frances Hesselbein
 The Silver Lining by Scott D. Anthony
 Managing Transitions by William Bridges
 Making Change Happen On Time, On Target, On Budget by Ken
Matejka and Al Murphy
 Managing at the Speed of Change: How Resilient Managers
Succeed and Prosper Where Others Fail by Daryl R. Conner
 Driving Change: The UPS Approach to Business by Mike Brewster
and Fred Dalzell
 Leading in a Culture of Change by Michael Fullan

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 COMPETENCY DICTIONARY

Leadership Conveying an image that is consistent with the organization's values; demonstrating
the qualities, traits, and demeanor (excluding intelligence, competence, or special
Effectiveness talents) that command leadership respect; uses appropriate methods to develop,
motivate and guide a team toward successful outcomes; attracting developing and
retaining talented individuals; creating a learning environment that ensures
associates realize their highest potential
 Advocates for organization: Champions organizational decisions and values
in a credible way by conducting interactions with peers, senior management,
and share holders in a politically astute manner.
 Manages stress: Remains controlled under conditions of emotional stress;
remains calm and deliberate when confronted by work-related stress or by
opposition from others; does not overreact.
 Has impact: Exhibits a presence that contributes to the ability to command
attention and respect; conveys an air of confidence and instills confidence in
others.
 Exhibits flexibility/adaptability: Maintains effectiveness in varying
environments and with different tasks, responsibilities, and people.

“A” Band  Aligns to organizational / area directions

 Makes a visible effort to manage stress
 Is able to adapt to different working environments
 Shares skills and knowledge to enhance others’ talents and skills
 Contributes a fair share of work and fulfills the role of a team member
 Participates in team activities and contributes ideas
 Works collaboratively with others

“P” Band  His/Her team consistently meets goals

 Remains controlled under stressful conditions
 Recognizes and repays the good performance offering continuous support
and effective feedback; creates an enthusiastic and pleasant atmosphere
 Is technically reliable and is looked for in order to solve problems by using
recognized experience
 Knows the strengths, abilities and areas of opportunity and offers
qualification and development to each member of the team
 Mentors and helps assimilate new associates and other team members
 Supports and models personal and professional improvement.
 Motivates team members based on their personal drivers
 Ensures regular exchange of information and knowledge within the team
 Maintains others’ self-esteem by respecting their feelings, values and views
 Proactively seeks input and acknowledges good ideas

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 COMPETENCY DICTIONARY

“M” Band  Establishes challenging objectives for the team considering the team’s ideas.
 Suitably combines situations, people and resources to achieve set objectives
 Maintains productivity at high stress moments
 Knows both, personal and job motivations of each member of the team and
adapts the system of recognition to these
 His /Her actions and speech are consistent and are examples and inspiration
for their team
 Establishes high performance levels offering coaching and/or mentoring
 Understands and masters behavioral based interviewing skills to bring talent
into the organization
 Optimize individual strengths by delegating tasks that are above and beyond
positional scope or responsibilities.
 Meets individually with direct reports to discuss strengths and developmental
needs, and career goals and the path to achieving them.
 Creates a learning environment that requires individuals to engage in
continuous learning and stretch assignments.
 Defines roles and responsibilities for team members
 Assigns members to teams based on talents and skills
 Employs situational leadership principles and provides coaching/feedback
based on team’s effectiveness level
 Manages conflict effectively and build cohesion in the team
 Recognizes others publicly for good ideas or performance

“SM” Band  Establishes clear objectives for the team aligned to the organizational
strategies.
 Maintains a positive attitude at moments of stress and positively influences
others' attitudes
 Reinforces the existence of a common vision within the team, generating
commitment and enthusiasm in the projects and assigned objectives
 Provides empowerment
 Is a mentor to direct reports to enhance potential skills or address
development opportunities; provides timely and behaviorally specific
feedback.
 Creates a cross-training or rotation program among positions within
department to broaden people’s experience and create a team atmosphere.
 Recruits right talent for the team
 Aligns and mobilizes the organization with a set of common goals
 Develops a formal/informal communication system for sharing information
 Engages and empowers team members to make them feel capable and
valued

Supports team priorities over personal priorities when necessary

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 COMPETENCY DICTIONARY

“EM” Band  Communicates the vision of the future creating motivation and commitment
and Above  Maintains professionalism without expressing emotional overflow at stressful
times
 Is able to influence in more than a group and is considered innovative and
visionary
 Incorporates and develops ―A players‖ within team, enhancing performance
standards and generating value proposals
 Allows the members of their team to assume the responsibility and have the
authority to achieve their desired goals (accountability)
 Champions talent management and growth opportunities for associates
 Emphasizes retention
 Holds regular organization-wide meetings to exchange ideas and information
 Inspires and aligns the organization with a shared vision and common
direction
 Builds productive networks and relationships inside and outside the
organization
 Creates strong morale by celebrating and rewarding wins and successes

Development  Videotape yourself to check your posture and dress and your vocal tone,
Activities pace, and projection.
 Plan your interactions to communicate confidence (e.g., research to
understand the topic you will be discussing, practice presenting information,
etc.).
 Identify a successful role model and assess your appearance and demeanor
against his or hers.
 Think about a situation that did not go well and determine if your impact was
a factor.
 Think about alternative solutions the next time you encounter a barrier that
prohibits you from accomplishing a goal.
 Identify acceptable ways to reduce stress on the job, such as taking a walk,
deep breathing, stretching, getting fresh air, using mental images, trying
progressive relaxation, etc.
 Monitor personal stress levels and use appropriate disengagement
strategies (breaks, progressive relaxation, deep breathing, etc.).
 Identify people who are known for their stability and calm in stressful
situations. Observe and make notes of how they manage stress.
 Identify situations in which you placed stress on yourself through high
expectations, perfectionism, fear of failure, etc. Analyze what affect this self-
induced stress had on your performance, and ask yourself what lessons you
can learn from these experiences. Read books and articles on creating a
learning environment.
 Volunteer for a project or task force addressing talent development issues
within your organization.

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 COMPETENCY DICTIONARY

Development  Observe managers who are strong talent advocates and developers. What
Activities strategies do they use to develop talent? Which of these strategies can you
continued adopt?
 Develop relationships with your team to allow more experienced staff to
coach newer staff members.
 Look for ways to involve individuals in areas outside their expertise.
 Nominate a deserving person for recognition/reward.
 Examine your own biases, prejudices, and preconceived notions to see if
they are coloring how you assess others.
 Identify the supporters and barriers of the organizational vision in existing
systems (selection, training, communication, compensation/ rewards,
performance management, etc.) and prepare strategies that promote the
former and address the latter.

Reinforce organizational, departmental, and team goals with your team
members by incorporating them into individual work expectations. For
example, if an organizational goal is ―100 percent customer satisfaction,‖ ask
associates to be accountable for the same goal.

Observe how other leaders develop successful teams. Think about the skills
that you can learn from them.

Think about the information you share with team members. Do you share too
much? Not enough? How do you decide what to share?

Read business periodicals (e.g., Business Week, Wall Street Journal,
Fortune, Forbes, Inc, Harvard Business Review) and appropriate
professional journals for articles about the newest team ideas.

Identify people whose team leadership skills you admire. Seek opportunities
to work with them.
 Ask yourself what the ideal leader does to encourage people to work
together toward a common goal. After writing your ideas, identify the things
you need to work on most to meet the ideal. Commit yourself to practicing
those behaviors when the next opportunity arises.

getAbstract  Principle-Centered Leadership by Stephen R. Covey

Resources
 The DNA of Leadership: Leverage Your Instincts To Communicate,
Differentiate, Innovate by Judith E. Glaser
 The Secret Language of Leadership: How Leaders Inspire Action
Through Narrative by Stephen Denning
 Leadership: Enhancing the Lessons of Experience by Gordon J.
Curphy, Robert C. Ginnett and Richard L. Hughes
 The Talent Solution: Aligning Strategy and People to Achieve
Extraordinary Results by Edward L. Gubman
 Talent Management by Harvard Business Review
 Hiring the Best: A Manager's Guide to Effective Recruitment by Martin<DOH
 Growing Leaders by Richard Koonce, Gerry Miles and Steve Yearout

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 COMPETENCY DICTIONARY

Valuing Creating and maintaining an environment that naturally enables all participants to
contribute to their full potential in pursuit of organizational objectives.
Diversity  Demonstrates inclusive behavior: Establishes relationships with and
learns more about people of other cultures and backgrounds; continually
examines own biases and behaviors to avoid stereotypical responses.
 Champions diversity: Celebrates differences through team building;
promotes increased diversity through recruitment and development of
individuals from varied backgrounds and cultures; confronts racist, sexist,
or inappropriate behavior from others; challenges exclusionary
organizational practices.

“A” Band  Monitors others’ reactions to comments or choice of words by observing

nonverbal cues, such as facial expressions or body language.
 Recognizes and uses the reactions of others to correct inappropriate
behavior.
 Reacts objectively to other people’s ideas, regardless of personal views

“P” Band  During meetings requests alternative perspectives on important issues.

 If people who might be able to provide an alternative viewpoint are quiet,
asks for their opinions.

“M” Band  Takes accountability for advancing associates by including them in his/her
personal performance plan

“SM” Band  Seeks ways a more diverse workforce will help the organization or
department become more competitive for the future

“EM” Band  Champions divergent perspectives in front of others

and Above  Rewards attempts to challenge the majority view

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 COMPETENCY DICTIONARY

Development  Expand your awareness by examining your team members and their
Activities backgrounds. List their common experiences and aspects of their
backgrounds that might lead to different perspectives. Avoid basing your
conclusions on obvious characteristics, such as race or gender. Notice
when your thoughts about someone are based on who that person
appears to be instead of what his or her qualifications are.
 Invite each associate to a career-planning session. Ask for their concerns
about special challenges to their advancement and development.
 Develop a ―talent bank‖ that describes associates’ skills and abilities.
Make assignments or involve people in tasks based on their strengths and
developmental needs. Avoid stereotyping people based on the categories
into which they can be classified.
 Evaluate the characteristics of internal organizational experts you use to
generate ideas, explore problems, etc. Think of someone else in the
organization that does not fit the mold and ask this person the next time
you need help.
 With your department or senior management, develop a diversity
statement that specifies the goals and needs of a diverse workforce.
 Think of someone you know who has a diverse range of friends and
interests and who seeks out new experiences and perspectives. Note why
you think this person acts in such a way and think of examples that reflect
those reasons. Then, when dealing with others, ask yourself how this
person would react and try to model those behaviors.
 Expand your understanding of diversity. Review popular or trade
magazines for articles on diversity. Find out what other organizations have
done to develop a diverse workforce and how that initiative has affected
organizational outcomes.

getAbstract  Bridging the Culture Gap: A Practical Guide to International

Resources Business Communication by Chris Fox and Penny Carté
 The Diversity Training Activity Book: 50 Activities for Promoting
Communication and Understanding at Work by Jonamay Lambert
and Selma Myers
 Developing Competency to Manage Diversity: Readings, Cases and
Activities by Taylor Cox Jr. and Ruby L. Beale
 The Difference: How the Power of Diversity Creates Better Groups,
Firms, Schools, and Societies by Scott E. Page
 Leading with Cultural Intelligence: The New Secret to Success by
David Livermore

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 COMPETENCY DICTIONARY

Quick Reference by Band

“A” Band

Business Acumen
 Articulates Wyndham Worldwide’s or Business Unit’s mission, vision, core values, business priorities and
strategic goals
 Demonstrates in-depth knowledge about Wyndham Worldwide’s or Business Unit’s products, customers,
markets & transaction systems

Building Trust
 Demonstrates system integrity consistently, fairly and is honest with members about what can and can’t
be done in relation to member accounts.
 Takes personal responsibility for establishing, agreeing to and keeping performance related commitments
 Is reliable, consistent and focuses on the positive, makes themselves available when needed to perform
additional tasks
 Openly acknowledges others for their contributions

Communication
 Demonstrates understanding of critical issues and points in the message
 Seeks to understand others and learn through listening
 Exhibits a positive manner at all times in talking to customers or colleagues

Count On Me!
 Articulates the needs and expectations of internal and external customers
 Handles customer complaints effectively and efficiently
 Builds and maintains effective relations with customers (internal /external)
 Articulates the underlying need of the customer’s request
 Listens and seek feedback proactively from the customer

Driving Results
 Produces high quality work products/services as measured by the customer
 Knows what is expected and delivers on promises
 Takes pride in own work
 Takes responsibility to address customer needs and resolve customer issues
 Takes responsibility to surface and escalate customer needs and wants to management teams

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 COMPETENCY DICTIONARY

Innovation
 Is willing to try various approaches to solve problems
 Does not give up easily when things become difficult
 Shares thoughts/new ideas
 Shows understanding of personal adjustments required as a result of change in the business environment
 Looks proactively for opportunities to embrace changes and move forward business objectives
 Displays tolerance, respect, and acceptance for changes
 Accepts change initiatives and effectively modifies behavior to meet new guidelines

Leadership Effectiveness
 Aligns to organizational / area directions
 Makes a visible effort to manage stress
 Is able to adapt to different working environments
 Contributes a fair share of work and fulfills the expected role of a team member
 Participates in team activities and contributes ideas
 Works collaboratively with others
 Works in partnership with other team members
 Shares skills and knowledge to enhance others’ talents and skills

Valuing Diversity
 Monitors others’ reactions to comments or choice of words by observing nonverbal cues, such as facial
expressions or body language.
 Corrects behaviors by responding to the reactions of others
 Tries to react objectively to other people’s ideas, regardless of personal views

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 COMPETENCY DICTIONARY

“P” Band

Business Acumen
 Consults with appropriate stakeholders to resolve issues or concerns
 Explains to team members internal organizational structures and relationship among different functional
groups
 Provides direction on when to properly use policies and procedures
 Articulates the role team members play in achieving the goals of the BU

Building Trust
 Demonstrates an open communication style including listening and responding with empathy to the
concerns of others, asks others for their ideas and involvement and openly discusses difficult topics.
 Evokes trust from others by clearly establishing how they will provide support without over promising and
follows through on commitments
 Behaves consistent with organizational vision and values
 Appreciates differences and ensures all associates are valued for their specific skills
 Articulates the specific contributions of others and ensures all contributors receive due credit and
recognition for their actions
 Provides honest feedback without avoiding the real issues

Communication
 Demonstrates effective active listening skills
 Provides team members positive and constructive feedback
 Communicates (in speech or writing) clearly and openly
 Adapts messages and/or communication style to the audience
 Seeks to understand differences of opinion
 Has a good use of vocabulary
 Is able to listen to and consider the opinions of others
 Works hard to ensure that all relevant bodies are included in the communication process
 Selects most effective type of communication for situation
 Actively promotes communication between own department and others

Count On Me!
 Reviews customer feedback regularly to identify improvement opportunities
 Takes ownership to resolve customer dissatisfaction issues with a sense of urgency
 Is an advocate for the customer (internal and external)
 Explains how team members' daily work affects the customers and their perception of the BU
 Treats team members as internal customers and enable them to succeed

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 COMPETENCY DICTIONARY

Driving Results
 Takes ownership of own team performance
 Identifies issues affecting performance and take appropriate actions
 Exhibits a sense of urgency around top priorities
 Links day-to-day operations to organizational goals
 Strives continually to increase individual and team performance
 Follows the levels of authority for decision making in the organization
 Takes responsibility for decisions made within authority
 Recognizes the impact of decisions made on team members and the organization
 Empowers team members to make decisions in addressing customer issues
 Escalates issues beyond authority to line management

Innovation
 Sees connections between various tasks and departments
 Engages in brainstorming and creative problem solving
 Views problems and potential solutions from various perspectives
 Encourages others to think creatively
 Demonstrates a good understanding of how individuals react to change
 Articulates team members’ as well as own role in the change process
 Exhibits understanding of people’s resistance to change and helps others adapt to change
 Finds ways to continuously improve processes, products and/or services
 Articulates the need for change and explains the benefits of change
 Provides feedback to team members to improve adaptability and flexibility within change environment

Leadership Effectiveness
 His/Her team consistently meets goals
 Remains controlled under stressful conditions
 Recognizes and repays good performance; offering continuous support and effective feedback
 Creates an enthusiastic and pleasant atmosphere
 Is technically reliable and is looked for in order to solve problems by using recognized experience
 Knows the strengths, abilities and areas of opportunity and offers qualification and development to each
member of the team
 Mentors and helps assimilate new associates and other team members
 Supports and models personal and professional improvement.
 Motivates team members based on their personal drivers
 Capitalizes on the team’s diversity and cultural differences
 Ensures regular exchange of information and knowledge within the team
 Maintains others’ self-esteem by respecting their feelings, values and views
 Seeks input proactively and acknowledges good ideas

Valuing Diversity
 During meetings, requests alternative perspectives on important issues.
 If people who might be able to provide an alternative viewpoint are quiet, asks for their opinions

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 COMPETENCY DICTIONARY

“M” Band

Business Acumen
 Explains to team members the impact of issues on other groups/stakeholders
 Focuses on core priorities of the business
 Monitors and review team performance and budget against forecast
 Consults with appropriate stakeholders to obtain agreement or remove barriers
 Knows the ―unwritten rules‖ in the organization

Building Trust
 Develops and sponsors initiatives that foster open communication
 Demonstrates open communication by fostering an open door policy
 Behaves consistent with organizational vision and values
 Challenges the status quo and validates operating assumptions
 Demonstrates personal accountability and holds others accountable
 Promotes organizational values through leading by example
 Delegates responsibly, showing confidence in others without redrawing support and guidance
 Promotes and advocates for team members

Communication
 Displays professionalism and uses appropriate verbal and non-verbal communication skills
 Demonstrates empathy and builds on other people’s ideas during conversations
 Personalizes communication to make it relevant to the audience
 Has excellent clarity of expression
 Adjusts to audience reaction and holds attention
 Listens empathically

Count On Me!
 Knows BU’s/Wyndham Worldwide’s competitive position in the eyes of the customer
 Establishes service quality standards based on customer requirements
 Identifies ways to outperform competition in meeting high-importance customer needs
 Creates policies and processes to make RCI /Area easy to do business with
 Openly communicates to the team that customer service comes first

Driving Results
 Translates goals and priorities into action plans
 Uses available resources effectively to achieve objectives
 Learns, disseminates and applies best practices in job
 Tracks/reviews results and measure success against goals
 Identifies trends, root causes and take action so desired results are achieved

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 COMPETENCY DICTIONARY

Driving Results continued

 Supports and promotes unpopular but necessary decisions within the business
 Knows what information is needed to make a good decision
 Take risks to make decisions to meet customer/employee/company needs
 Makes timely decisions even with incomplete information or in ambiguous situations

Innovation
 Recognizes and acts upon various opportunities as they present themselves
 Has a questioning perspective; Challenges the status quo and suggests change initiatives to meet
business objectives
 In the face of obstacles, implements alternative methods to achieve goals
 Has a commitment to continuous improvement
 Removes barriers for change
 Establishes channels to empower others to suggest ideas for continuous improvement
 Challenges the status quo and suggests change initiatives to meet business objectives
 Looks for ways to improve and develop self, team, department, organization, and company
 Utilizes BU’S change model and tools to manage and lead change
 Reinforces change through communication, support, and own behavior

Leadership Effectiveness
 Establishes challenging objectives for the team considering the team’s ideas.
 Suitably combines situations, people and resources to achieve set objectives
 Maintains productivity at high stress moments
 Knows both, personal and job motivations of each member of the team and adapts the system of
recognition to these
 His/Her actions and speech are consistent and are examples and inspiration for their team
 Establishes high performance levels offering coaching and/or mentoring
 Understands and masters behavioral based interviewing skills to bring talent into the organization
 Optimizes individual strengths by delegating tasks that are above and beyond positional scope or
responsibilities.
 Meets individually with direct reports to discuss strengths and developmental needs, and career goals and
the path to achieving them.
 Creates a learning environment that requires individuals to engage in continuous learning and stretch
assignments.
 Defines roles and responsibilities for team members
 Assigns members to teams based on talents and skills
 Employs situational leadership principles and provides coaching/feedback based on team’s effectiveness
level
 Manages conflict effectively and builds cohesion in the team
 Credits others publicly for good ideas or performance

Valuing Diversity
 Takes accountability for advancing associates by including them in his/her personal performance plan

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 COMPETENCY DICTIONARY

“SM” Band

Business Acumen
 Articulates BU’S/department’s business direction, key drivers, and objectives
 Establishes forecasts and budgets
 Recognizes organizational limitations – what is possible at certain times
 Is aware of and responsive to external influences (positive or negative) on the organization
 Recognizes the characteristics and impact of organizational culture

Building Trust
 Develops and champions initiatives that foster open communication
 Challenges the status quo and evaluates the effectiveness and impact of communication initiatives
 Behaves consistent with organizational vision and values
 Demonstrates personal accountability and holds others accountable
 Develops and promotes organizational values of trust and accountability
 Develops programs to recognize the unique skill set and contribution of all Associates
 Develops and sponsors programs that promote associates
Anticipates when change is required and involves appropriate parties in planning

Communication
 Creates a sense of excitement and commitment around the message being communicated
 Plans and employs the appropriate medium, channel and format to enhance understanding and retention
of the message
 Models an open and honest communication style to create an environment of empowerment
 Communicates in a timely manner
 Presents arguments clearly
 Consults all stakeholders prior to communication
 Fosters open communication and candid discussions with people at all levels of the organization
 Establishes communication structures to systematically disseminate information

Count On Me!
 Creates a customer-focused environment in the organization
 Develops and strengthens customer relationships and loyalty
 Establishes business direction taking into account customer’s long-term and short-term needs
 Establishes structures to systematically captures the voice of the customer
 Recognizes unspoken customer needs and identifies opportunities to create new value for customers
 Becomes a critical element of the customer’s value chain & decision making process

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 COMPETENCY DICTIONARY

Driving Results
 Sets goals and measures for organizational performance
 Obtains and assigns the right resources to the right tasks in order to achieve desired results
 Adjusts course of action based on changed priorities
 Holds people accountable for results
 Establishes boundaries and authority for different levels of decision making within the organization
 Delegates with appropriate guidance to enable decision making by team members

Innovation
 Thinks strategically to capitalize on opportunities and new trends before being driven to do so by need
 Creates opportunities and leads change
 Utilizes matrix and alliance organizations as a strategic resource
 Views opportunities in terms of their potential long term impact on the organization
 Encourages innovation and creativity within the team
 Establishes plans to make the transition
 Clarifies what will and will not change in making the transition
 Motivates others to change by demonstrating own changed behavior
 Provides direction to team members on roles and responsibilities within change initiative
 Involves people in planning the change impacting them
 Establishes structures and support systems to sustain the change

Leadership Effectiveness
 Establishes clear objectives for the team aligned to the organizational strategies.
 Maintains positive attitude at moments of stress and positively influences others' attitudes
 Reinforces the existence of a common vision within the team, generating compromise and enthusiasm in
the projects and assigned objectives
 Provides empowerment
 Is a mentor to direct reports to enhance potential skills or address development opportunities; provides
timely and behaviorally specific feedback.
 Creates a cross-training or rotation program among positions within department to broaden people’s
experience and create a team atmosphere.
 Recruits right talent for the team
 Aligns and mobilizes the organization with a set of common goals
 Develops a formal/informal communication system for sharing information
 Engages and empowers team members to make them feel strong and important
 Supports team priorities over personal priorities when necessary

Valuing Diversity
 Seeks ways a more diverse workforce will help the organization or department become more competitive
for the future
 Takes accountability for advancing associates by including them in his/her personal performance plan

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“EM” Band and Above

Business Acumen
 Develops in-depth knowledge and understanding of the market
 Identifies business opportunities to enhance customer relationships, product offerings, technology
improvement & new market segments
 Explains to team members short-term and long-term business challenges and the relationships between
short and long term goals
 Establishes corporate networks within BU and Wyndham Worldwide
 Seeks to shape the organizational culture in support of the organization’s mission

Building Trust
 Develops a vision for open communication
 Behaves consistent with organizational vision and values
 Fosters a culture of trust
 Demonstrates personal accountability and holds others accountable
 Develops and promotes organizational values of trust and accountability

Communication
 Creates a culture of open communication and trust
 Establishes communication structures to systematically disseminate information and capture the voice of
employees
 Works hard to ensure that all relevant bodies are included in the communication process
 Promotes upwards, downwards and lateral communication

Count On Me!
 Constantly investigates and analyzes external indicators to plan for customer future needs
 Directs his/her team to ensure customer trust and respect for the area and organization
 Establishes strategic plans oriented to offer superior customer service (internal /external)
 Establishes and nurtures long term relationships with customers, regularly inviting feedback and
suggestions

Driving Results
 Develops and improves business processes to drive execution excellence
 Establishes budget and provides necessary resources to achieve results
 Creates a reward system to drive desirable behaviors
 Removes barriers to support employees’ efforts to achieve results
 Creates an environment of empowerment and risk-taking for decision making
 Treats unsuccessful decision making as ―lessons learned‖
 Rewards risk taking and successful decisions

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 COMPETENCY DICTIONARY

Innovation
 Aggressively seeks new opportunities that will have a long term impact of the organization
 Creates an environment that encourages innovation throughout the organization
 Identifies new directions for the organization that would create a sustainable competitive advantage
 Is a creative and decisive risk-taker
 Identifies and champions new ideas and initiatives
 Encourages others to take risks and challenge the status-quo
 Fosters a culture of innovation and continuous improvement
 Explains the compelling reason and benefits for change
 Develops a vision for change driven by corporate values
 Communicates and builds engagement for change
 Uses areas of influence and control effectively to lead change initiatives

Leadership Effectiveness
 Establishes the strategies of BU and ensures alignment with those of the organization and communicates
the vision of the future creating motivation and commitment
 Maintains professionalism without expressing emotional overflow at stressful times
 Is able to influence in more than a group, and is considered innovative and visionary
 Incorporates and develops ―A players‖ within team, enhancing performance standards and generating
value proposals
 Allows the members of their team to assume the responsibility and have the authority to make their work
(accountability)
 Champions talent management and growth opportunities for associates
 Emphasizes retention
 Holds regular organization-wide meetings to exchange ideas and information
 Inspires and aligns the organization with a shared vision and common direction
 Builds productive networks and relationships inside and outside the organization
 Creates strong morale by celebrating and rewarding wins and successes

Valuing Diversity
 Champions divergent perspectives in front of others; rewards attempts to challenge the majority view

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