GREAT

manager
model
5 characteristics that make
good managers GREAT
great manager model | 5 characteristics that make good managers GREAT 2

What’s inside?

3-4 About the model

5-6 GREAT Manager Characteristics

7-9 Self-Assessment

10-13 Development ideas

14 Take action
great manager model | 5 characteristics that make good managers GREAT 3

Leadership is art & science.

Leadership has always been a competitive advantage at Salesforce; it is a core part of

what has made us successful since our founding. Leadership at all levels — Self leadership,
Team leadership, and Executive Leadership — is what will prepare us for success in our
next chapter. That is why we’ve updated our Salesforce GREAT Leader Model, to capture
behaviors we all need to collectively role model in our next phase. As our company
continues to grow expand around the globe, it’s more important than ever for all
of us to understand expectations of our role and leverage the tools available
to bring those behaviors to life.

About the GREAT Leader Model

The GREAT Model was originally developed in 2014 by the Talent Development Team
for the entire organization. Three models were developed. One for individual contributors,
one for managers, and one for executives. The GREAT Models outline the characteristics
at each level that define what it takes to be great at Salesforce. Five characteristics
were identified in the framework as well as the behaviors that are critical to live these
characteristics at each level. As we grow and change as a company, we are always looking
at what it takes to be great in our changing environment and to clarify these expectations.
In 2018, the GREAT Model was updated across the organization to reflect our expectations
of great at Salesforce. Each set of behaviors is the foundation for the next level up.
As you progress in your career there are additional expectations as you take
on more complexity and responsibilities.

The GREAT Manager Model was developed for people managers up to senior director level
and RVPs. It is endorsed by Salesforce leadership and illustrates what great managers do.
Most importantly, this model gives you specific tools that can help hone your management
skills NOW and inspire those around you to think differently about everything they do.

Developed for leaders — by leaders

Our team didn’t develop this model in a vacuum. Instead, we interviewed leaders, gathered
data and insights, and incorporated proven leadership best practices. The result is very
Salesforce-specific and helps differentiate good leaders from "Great leaders."
great manager model | 5 characteristics that make good managers GREAT 4

Leadership is art & science.

Within this guide, you’ll find:

• The key characteristics leaders need to succeed at Salesforce

• Key behaviors associated with each of the core characteristics

• Self-assessment exercises to show your greatest strengths and areas where you can improve

• Actionable development ideas to help you refine your skills

Start today. Start now.

With hard work, dedication, and self-reflection, leadership can be one of the
most rewarding personal and professional experiences of your life.

Aloha!
great manager model | 5 characteristics that make good managers GREAT 5

great manager characteristics

With the help of our executive leadership team, we’ve distilled the top five characteristics
of great managers at Salesforce. This section introduces you to each characteristic and its
associated key traits and behaviors. Pay special attention to the behaviors column —
you’ll be doing a brief self-assessment in the following section.

CHARACTERISTIC KEY TRAITS BEHAVIORS

• Knowledge • Knows the business, customer, and industry inside and out
• Innovation • Facilitates discussions to foster diverse thinking
and experimentation among colleagues
• Integration
• “Connects the dots” between different people, products, and
• Managing Ambiguity ideas to create a whole greater than the sum of its parts
• Change Management • Clarifies today’s priorities and intentions while building
toward the future
SALESFORCE • Connects those below to the vision, while connecting
SMART those above them to the reality of change

• Drive Results • Drives results even under tough circumstances

• V2MOM • Prioritizes with and holds others accountable to their V2MOMs
• Process Improvement • Constantly challenges the status quo to improve
processes and systems
• Resilience
• Coaches team to handle adversity with poise
• Calculated Risk Taking
• Gives the team the space to fail, has their backs when
• Resourcefulness
GET IT DONE they do, and does not place blame
• Helps their team to find alternative ways to their goal
when resources or other factors block their path

• Salesforce First • Puts the collective good of the company first

• Collaboration • Encourages collaboration within and between teams
• Productive Conflict • Facilitates debate and discussion, even if uncomfortable
• Self-Awareness • Aware of team’s style and dynamics, and adjusts accordingly
• Inclusion • Prioritizes outcomes that are a result of the best
of collective input
WIN AS A TEAM • Teamwork
• Asks questions to understand the lives and perspectives
• Compassion
of colleagues in a caring way
great manager model | 5 characteristics that make good managers GREAT 6

great manager characteristics

CHARACTERISTIC KEY TRAITS BEHAVIORS

• Development • Prioritizes building a relationship with each team member,

understanding their development needs and goals,
• Ownership
and championing their learning journey
• Gratitude
• Holds self and team accountable to expectations
• Growth Mindset
• Celebrates big and small contributions to make people
• Authenticity feel appreciated for their efforts
• Emotional Intelligence • Guides team to continuously grow and self-develop,
especially by providing “stretch assignments”
• Inspiration
MOTIVATE & • Shows consistency across different audiences and settings
CHAMPION • Regulates own feelings and adjusts accordingly based
on the emotional cues displayed by others
• Empowers colleagues to unlock high performance

• Impact • Tailors message and style to the audience, uses storytelling

to deliver effective presentations and messages
• Boldness
• Willing to champion ideas, people, or positions despite
• Vulnerability
dissent or political risk
• Humility
• Shares mistakes and failures widely
• Candid Conversations
• Handles wins with grace and humility, and losses
• Listening with poise and confidence
COURAGEOUS • Asks for, gives, and actions constructive feedback regularly.
COMMUNICATOR Holds difficult conversations and expects team to do the same.
• Listens with the intent of learning and understanding,
not responding

KEY TRAITS BEHAVIORS

• Trust • Communicates openly and deliver the highest level of service

• Customer Success • Focusses on customer success to drive mutual growth
• Innovation • Consistently delivers new technology that empowers
Trailblazers to innovate
• Equality
• Respects and values a diversity of people
VALUES

SECTION REFLECTION
Before moving onto the next section in this guide, ask yourself:

Was I surprised to see any of these characteristics in the top 5? Why?

Are there additional key traits I associate with each characteristic? Why?

Which characteristic do you feel is your top strength? Your area for improvement?
great manager model | 5 characteristics that make good managers GREAT 7

Manager self-assessment

You probably have a good sense of what you’re good at and where you have opportunity to improve. Now, it’s time
to take it one step further with a self-assessment exercise. Check the box that best describes how effective you
are (today) related to each statement. Take your time. Be honest.

As shown in the model, the first behavior in each characteristic reflects a behavior expected
of all employees across levels.

When you’re done, add the ratings and divide by the number of questions. Do not include questions you rated
as N/A. Also, the use of “team” and “team members” can mean a project team or a group of your direct reports.

CHARACTERISTIC #1: SALESFORCE SMART

5 = Very Effective; 4 = Effective; 3 = Somewhat Effective; 2 = Ineffective; 1 = Very Ineffective

5 4 3 2 1

Knows the business, customer, and industry inside and out

Facilitates discussions to foster diverse thinking and experimentation among colleagues

"Connects the dots" between different people, products, and ideas to create
a whole greater than the sum of its parts

Clarifies today‘s priorities and intentions while building toward the future

Connects those below to the vision, while connecting those above them to the reality of change

TOTAL 5 =

CHARACTERISTIC #2: GET IT DONE

5 = Very Effective; 4 = Effective; 3 = Somewhat Effective; 2 = Ineffective; 1 = Very Ineffective

5 4 3 2 1

Drives results even under tough circumstances

Prioritizes with and holds others accountable to their V2MOMs

Constantly challenges the status quo to improve processes and systems

Coaches team to handle adversity with poise

Gives the team the space to fail, has their backs when they do, and does not place blame

Helps their team to find alternative ways to their goal when resources or other
factors block their path

TOTAL 6 =
great manager model | 5 characteristics that make good managers GREAT 8

Manager self-assessment

CHARACTERISTIC #3: WIN AS A TEAM

5 = Very Effective; 4 = Effective; 3 = Somewhat Effective; 2 = Ineffective; 1 = Very Ineffective

5 4 3 2 1

Puts the collective good of the company first

Encourages collaboration within and between teams

Facilitates debate and discussion, even if uncomfortable

Aware of team‘s style and dynamics, and adjusts accordingly

Prioritizes outcomes that are a result of the best of collective input

Asks questions to understand the lives and perspectives of colleagues in a caring way

TOTAL 6 =

CHARACTERISTIC #4: MOTIVATE & CHAMPION

5 = Very Effective; 4 = Effective; 3 = Somewhat Effective; 2 = Ineffective; 1 = Very Ineffective

5 4 3 2 1

Prioritizes building a relationship with each team member, understanding their

development needs and goals, and championing their learning journey

Holds self and team accountable to expectations

Celebrates big and small contributions to make people feel appreciated for their efforts.

Guides team to continuously grow and self-develop, especially by providing "stretch assignments"

Shows consistency across different audiences and settings

Regulates own feelings and adjusts accordingly based on the emotional cues displayed by others

Empowers colleagues to unlock high performance

TOTAL 7 =
great manager model | 5 characteristics that make good managers GREAT 9

Manager self-assessment

CHARACTERISTIC #5: COURAGEOUS COMMUNICATOR

5 = Very Effective; 4 = Effective; 3 = Somewhat Effective; 2 = Ineffective; 1 = Very Ineffective

5 4 3 2 1

Tailors message and style to the audience, uses storytelling to deliver

effective presentations and messages

Willing to champion ideas, people, or positions despite dissent or political risk

Shares mistakes and failures widely

Handles wins with grace and humility, and losses with poise and confidence

Asks for, gives, and actions constructive feedback regularly. Holds difficult
conversations and expects team to do the same.

Listens with the intent of learning and understanding, not responding

TOTAL 6 =

SECTION REFLECTION
Before moving onto the next section in this guide, ask yourself:

Which three statements caused you to stop and think the hardest?

Which characteristic had the highest score? The lowest?

Did any of your scores surprise you? Why?

Who can I share my assessment with to get an additional perspective?

great manager model | 5 characteristics that make good managers GREAT 10

development ideas

Now that you have a better sense of what behaviors make managers successful at Salesforce,
and how you’re measuring up in each category, it’s time to get to work. This section provides
actionable development ideas that will help you build, practice, and internalize these traits
you need to be a great manager.

CHARACTERISTIC #1: SALESFORCE SMART

Key Traits Development Ideas

• Knowledge Do:
• Innovation • Review the priorities of key leaders in your department, function.
• Integration • Shadow someone delivering a customer presentation or deliver a presentation yourself.
• Managing Ambiguity • Shadow someone in another part of the business.
• Change Management
Read:
• Business Behind the Cloud, relevant business blogs, articles, journals.
• Read this blog post where Marc explains how to use your V2MOM to focus
your goals and create alignment in your teams.
• John Kotter’s: Leading Change

Training:
• Discover Peter Drucker’s take on management with this MBA-focused curriculum
created in partnership with the Drucker School of Management.
• Explore Trailhead and take the trails that will help you learn more about our tools,
processes, and customers.

CHARACTERISTIC #2: GET IT DONE

Key Traits Development Ideas

• Drive Results Do:

• V2MOM • Apply best practices for running effective 1:1, skip-level, staff meetings.
• Process Improvement • Prioritize what’s important to your boss.
• Resilience • Use a time management system.
• Calculated Risk Taking • Review priorities with your team and work to identify obstacles. For each obstacle,
• Resourcefulness identify the likelihood and impact, plus three ways to manage or mitigate the risk.
• Leverage any “rookie smarts” on your team -- when you have a new team member,
ask them to share their observations on things that can be improved or done differently.
• Try the “Talk Up Your Mistakes” experiment from Multipliers to create a safe
environment for risk-taking within your team.
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development ideas

CHARACTERISTIC #2: GET IT DONE (CONTINUED)

Key Traits Development Ideas

• Drive Results Do:

• V2MOM • Provide employees with the time to focus on execution. For example, the Tech and Products
• Process Improvement org in Salesforce uses "No Meeting Thursdays" to make sure employees have the time
to focus on getting things done.
• Resilience
• Calculated Risk Taking
Training:
• Resourcefulness
• Attend company-offered management training and apply best practices..

CHARACTERISTIC #3: WIN AS A TEAM

Key Traits Development Ideas

• Salesforce First Do:

• Collaboration • Attend meetings and events of other business leaders.
• Productive Conflict • Attend company-offered management training and apply best practices.
• Self-Awareness • Seek out leaders from other teams who have a different perspective than you to share
• Teamwork their input and feedback into an idea you have or direction you are heading in.
• Compassion • Encourage your team to job shadow a peer in an area of interest. Enabling employees
to experience a different role for a day helps to develop empathy across functions
and break down barriers.
• Take an assessment (like MBTI, DISC, or SCARF) with your team to learn about
each other’s working styles and strengths.
• In team meetings, track how often each person comments to ensure everyone has a voice.

Read:
• Travis Bradberry’s: Emotional Intelligence 2.0 and apply best practices.

Training:
• Explore Trailhead - hit the trail to find out what you can do to promote equality.
great manager model | 5 characteristics that make good managers GREAT 12

development ideas

CHARACTERISTIC #4: MOTIVATE & CHAMPION

Key Traits Development Ideas

• Development Do:
• Ownership • Hold your direct reports’ 1:1 sacred.
• Gratitude • Practice GROW when coaching. [See Trailhead or Coaching book listed below
• Growth Mindset to learn more about this model].
• Authenticity • Have a direct report represent you in a cross-functional team meeting.
• Emotional Intelligence • Have direct reports take turns leading a team meeting or showcasing
their best work and ideas.
• Inspiration
• Give your team a chance to recognize others in a simple and public way. Try ending each
meeting with a lightning thank you round. It‘s a quick and easy way to thank individuals
for their great work while also celebrating successes.
• Get involved in a mentoring relationship (and encourage your team to do so, as well).
• Get to know your team members on a more personal level. Try scheduling monthly chats
with individual team members outside the office, with no agenda. By intentionally
not having an agenda, people are able to connect on a more personal level.
• Integrate a skill-building or development component into your team meetings.
• Hold quarterly career-focused conversations with employees that focus solely on
development and career planning. Encourage your direct reports to lead the conversation,
• Ensure you have a clear structure and process for requesting work and agreements across
teams. Use frameworks from the Accountability and Delegation module from
the Manage The Salesforce Way Trail.

Read:
• John Whitmore’s: Coaching for Performance to learn more about the GROW
model for coaching.
• Liz Wiseman’s: Multipliers to explore how to get more done with fewer resources,
develop and attract talent, and cultivate new ideas and energy to drive
organizational change and innovation.
• Carol Dweck’s Mindset: The New Psychology of Success, which shows how success in school,
work, sports, the arts, and almost every area of human endeavour can be dramatically
influenced by how we think about our talents and abilities.

CHARACTERISTIC #5: COURAGEOUS COMMUNICATOR

Key Traits Development Ideas

• Impact Do:
• Boldness • Ask to share your team’s successes at key opportunities: 1:1 with your boss,
• Vulnerability cross-functional meetings, all hands meetings.
• Humility • Seek opportunities to deliver presentations inside and outside the company
and ask for feedback from others on your presentation.
• Candid Conversations
• Ask your direct reports to provide you with one piece of constructive feedback in each 1:1.
• Listening
• Coach your team members on how to give constructive feedback to each other.
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development ideas

CHARACTERISTIC #5: COURAGEOUS COMMUNICATOR (CONTINUED)

Key Traits Development Ideas

• Impact Do:
• Boldness • Ask for and give feedback. Try using the SBI (situation/behavior/impact) model.
• Vulnerability • Try the “two-second rule” in your next 1:1 - wait two seconds before responding.
• Humility Respond first with an open question, then with a statement (or another question).
This will help you to focus on first understanding the issue before offering
• Candid Conversations
a solution or answer.
• Listening
• Ask your manager, a peer, or a mentor to attend your next team meeting to provide
feedback on what worked well, what could make it better, and any other feedback
or suggestions that may help.

Read:
• Vital Smarts: Crucial Conversations: Tools for talking when the stakes are high.

Watch:
• Watch this video, where Simon Sinek presents a simple but powerful model for how
leaders inspire action, starting with a golden circle and the question "Why?".

SALESFORCE VALUES

Key Traits Development Ideas

• Trust Do:
• Customer Success • Complete an individual and/or team styles or psychometric assessment.
• Innovation • Volunteer and share your work with your team.
• Equality • Attend, and encourage others to participate, in a wellness or mindfulness course.
• Ask your team for specific ways that the team can have fun together. Implement these ideas.

Training:
• Complete the trails on equality - start with Business Value of Equality.
• Complete the Salesforce Ohana Culture Trail.

SECTION REFLECTION
Before moving onto the next section in this guide, ask yourself:

How many of these development ideas have you already completed?

How many are you planning to complete?

Are you willing to carve out the time and effort required to put these ideas into action?

Pick two to three new development ideas to focus on first—including at least

one from your weakest characteristic (according to your self-assessment).
great manager model | 5 characteristics that make good managers GREAT 14

Ready to take action? we can help.

Overwhelmed by the work you need to do? Not sure where to begin? Or perhaps you feel
pretty good about how you stack up to the GREAT Manager Model, but you want to polish
up a few specific skills? Read on to identify ways you can continue your journey.

How to Continue the Journey

• Talk to your manager about investing in your development, whether that is through
internal training opportunities or a stretch assignment.

• Ask about resources you can tap into to further develop your capabilities, like a mentoring
relationship or any function-specific development resources.

• Do a job shadow to learn more about other positions within your company that
you are interested in, or to share your knowledge with others.

still have questions?

Contact [email protected] or post to the Manager Success Chatter group.