Eaton Leadership Model Competencies

If you share this document with managers and employees to assist in developmentplanning, please make sure that they log onto JOE, and click on the Development Plannerlink within the Career Development Channel, so we can count them as individual usersand honor our contractual commitments.Eaton has the right to reproduce the Derivatives of the CAREER ARCHITECT Development Planner in paper and electronic form and shall include the followingcopyright and proprietary notice on all Derivatives and copies:Copyright 1992-2006 Lominger Limited, Inc., a subsidiary ofKorn/Ferry International. ALL RIGHTS RESERVED.This work is derived from the CAREER ARCHITECT Development Planner, FourthEdition, developed by Robert W. Eichinger and Michael M. Lombardo for LomingerLimited, Inc., a subsidiary of Korn/Ferry International. Without the prior writtenpermission of Lominger Limited, Inc., no part of this work may be used, reproduced ortransmitted in any form or by any means, by or to any party outside of Eaton CorporationEaton shall not engage independent contractors or other third parties to create theDerivatives or otherwise delegate any of the rights granted herein without the priorwritten approval of Lominger.

Eaton Leadership Model CompetenciesEaton Leadership ModelThinks & Acts StrategicallySees the big picture and ensures alignment of own team’s work withEaton’s overall strategies and long-term success – ensures theteam knows the right things to be working on (or not working on),based on this alignment. Recognizes patterns within current andpossible future trends and internal/external customer requirementsto create a compelling vision, establish strategies, communicatethem effectively, and measure critical outcomes. Designs/restructures the organization when needed to achieve businessresults. Makes good decisions based upon analysis, experience,global and cultural factors, and judgment.Gets Results Through Self & OthersRaises the performance bar – creates, promotes, and sustains ahigh performance culture by actively managing performance,leveraging resources, and holding self and others accountable forresults. Personally drives for results to meet & exceedexpectations, having a passion for achievement, whileunderstanding that “How” accomplishments are achieved is asimportant as “What” is actually achieved. Actively applies andchampions the Eaton Business System (EBS).Builds Organizational CapabilityEngages, develops, motivates and accurately assesses others.Actively upgrades the organization through the infusion of top talentinto one's team – through both selection of new talent and thecoaching and development of current talent, and addressingperformance issues as needed. Moves talent to/from other Eatonbusinesses.Demonstrates Our Leadership StylePersonally demonstrates the Eaton Values & Philosophies, andEaton's high ethical standards – is someone others want to workwith and for. Effectively interacts with others, establishing open,candid & trusting relationships. Presents and receives informationwith poise, polish and professionalism. Is committed to personaland organizational learning. Demonstrates a commitment to “OneEaton”.LeadershipCompetenciesRelated Competencies to SupportHiring, Coaching, and Development.14. Creativity5. Business Acumen15. Customer Focus17. Decision Quality28. Innovation Management30. Intellectual Horsepower58. Strategic Agility46. Perspective51. Problem Solving2. Dealing withAmbiguity35 Managing &Measuring Work38. OrganizationalAgility53. Drive for Results19.Develops & DirectReports & Others36. Motivating Others56. Sizing Up People29. Integrity & Trust31. InterpersonalSavvy32. Learning on theFly34. ManagerialCourage61. Technical Learning65. Managing Vision & Purpose1. Action Orientated16. Timely Decision Making20. Directing Others24. Functional/Technical Skills27. Informing37. Negotiating39. Organizing40. Dealing with Paradox43. Perseverance47. Planning50. Priority Setting52. Process Management59. Managing Through Systems62. Time Management63. Total Work Systems66. Work/Life Balance7. Caring About Direct Reports13. Confronting Direct Reports18. Delegation21. Managing Diversity25. Hiring & Staffing60. Building Effective Teams3. Approachability4. Boss Relationships6. Career Ambition8. Comfort Around Higher Management9. Command Skills10. Compassion12. Conflict Management22. Ethics & Values23. Fairness to Direct Reports26. Humor33. Listening41. Patience42 Peer Relationships44. Personal Disclosure45. Personal Learning48. Political Savvy49. Presentation Skills54. Self Development55. Self Knowledge57. Standing Alone64. Understanding Others67. Written Communications

The CAREER ARCHITECT DevelopmentPlanner 4th EditionAn expert system offering 103 researched-based and experience-testeddevelopment plans and coaching tips.For:Learners,Managers,Mentors, andFeedback GiversMichael M. LombardoRobert W. Eichinger COPYRIGHT 1996 - 2006 MICHAEL M. LOMBARDO AND ROBERT W. EICHINGER. ALL RIGHTS RESERVED.

The CAREER ARCHITECT Development Planner 4th EditionIMPORTANT NOTICE: COPYRIGHT 1996, 2000, 2002, 2006MICHAEL M. LOMBARDO & ROBERT W. EICHINGERALL RIGHTS RESERVED.The CAREER ARCHITECT Development Planner 4th EditionFirst Printing—April 2006 (04.1b2INTL)No part of this work may be copied or transferred to any otherexpression or form without a license fromLOMINGER LIMITED, INC.Tel. 952-345-3610 · Fax. 952-345-3601 · www.lominger.comThe LEADERSHIP ARCHITECT is the exclusive registered trademark ofLominger Limited, Inc.ISBN 1-933578-01-7Lominger reorder part number 11028 COPYRIGHT 1996 - 2006 MICHAEL M. LOMBARDO AND ROBERT W. EICHINGER. ALL RIGHTS RESERVED.

TABLE OF CONTENTSIntroduction. 1Who Is The Career Architect Development Planner For?. 1What Is The Career Architect Development Planner About? . 1Book Recommendations . 1Where Did These 67 Competencies, 10 Performance Dimensions, 19 Career Stallers AndStoppers, And 7 Special International Focus Areas Come From? . 2Seven International Focus Areas . 2Do The 67 Competencies Really Measure Success? . 3How Many Different Kinds Of Needs Are There?. 3How Do I Know That I’m Working On The Right Need? . 3Watch Out For Phantom Needs. 3Understanding Your Need. 4How Many Needs Should You Work On At Once? . 4What Does The Research Say About Development? . 4How Is The Career Architect Development Planner Organized? . 5How To Think About And Use Each Section . 6How Do You Know When Development Is Occurring (Has Occurred)? . 9Being A Boss/Mentor/Coach . 9Coaching For Acceptance With Defensive People . 10General Tips On Coaching. 12General Development Plan. 14Universal Development Plan For Any Competency Or Dimension. 14Organization Of The Career Architect Development Planner . 16About The Authors . 17The 67 Leadership Architect Competencies . 181Action Oriented . 19Section 1: Your Development Need(S). 19Section 2: Learning On Your Own . 20Section 3: Learning From Feedback . 22Section 4: Learning From Develop-In-Place Assignments . 23Section 5: Learning From Full-Time Jobs . 23Section 6: Learning From Your Plan . 24Suggested Readings . 262Dealing With Ambiguity . 27Section 1: Your Development Need(S). 27Section 2: Learning On Your Own . 28 COPYRIGHT 1996 - 2006 MICHAEL M. LOMBARDO AND ROBERT W. EICHINGER. ALL RIGHTS RESERVED.

Section 3: Learning From Feedback . 30Section 4: Learning From Develop-In-Place Assignments . 31Section 5: Learning From Full-Time Jobs . 31Section 6: Learning From Your Plan . 32Suggested Readings . 343Approachability . 35Section 1: Your Development Need(S). 35Section 2: Learning On Your Own . 36Section 3: Learning From Feedback . 38Section 4: Learning From Develop-In-Place Assignments . 38Section 5: Learning From Full-Time Jobs . 39Section 6: Learning From Your Plan . 39Suggested Readings . 414Boss Relationships. 42Section 1: Your Development Need(S). 42Section 2: Learning On Your Own . 43Section 3: Learning From Feedback . 45Section 4: Learning From Develop-In-Place Assignments . 45Section 5: Learning From Full-Time Jobs . 46Section 6: Learning From Your Plan . 47Suggested Readings . 495Business Acumen. 50Section 1: Your Development Need(S). 50Section 2: Learning On Your Own . 51Section 3: Learning From Feedback . 53Section 4: Learning From Develop-In-Place Assignments . 53Section 5: Learning From Full-Time Jobs . 54Section 6: Learning From Your Plan . 54Suggested Readings . 566Career Ambition . 57Section 1: Your Development Need(S). 57Section 2: Learning On Your Own . 58Section 3: Learning From Feedback . 60Section 4: Learning From Develop-In-Place Assignments . 60Section 5: Learning From Full-Time Jobs . 61Section 6: Learning From Your Plan . 61Suggested Readings . 637Caring About Direct Reports. 64Section 1: Your Development Need(S). 64Section 2: Learning On Your Own . 65Section 3: Learning From Feedback . 67Section 4: Learning From Develop-In-Place Assignments . 68Section 5: Learning From Full-Time Jobs . 68Section 6: Learning From Your Plan . 69Suggested Readings . 718Comfort Around Higher Management . 72Section 1: Your Development Need(S). 72Section 2: Learning On Your Own . 73Section 3: Learning From Feedback . 75Section 4: Learning From Develop-In-Place Assignments . 75Section 5: Learning From Full-Time Jobs . 76Section 6: Learning From Your Plan . 77 COPYRIGHT 1996 - 2006 MICHAEL M. LOMBARDO AND ROBERT W. EICHINGER. ALL RIGHTS RESERVED.

Suggested Readings . 799Command Skills . 80Section 1: Your Development Need(S). 80Section 2: Learning On Your Own . 81Section 3: Learning From Feedback . 83Section 4: Learning From Develop-In-Place Assignments . 84Section 5: Learning From Full-Time Jobs . 84Section 6: Learning From Your Plan . 85Suggested Readings . 8710Compassion. 89Section 1: Your Development Need(S). 89Section 2: Learning On Your Own . 90Section 3: Learning From Feedback . 92Section 4: Learning From Develop-In-Place Assignments . 93Section 5: Learning From Full-Time Jobs . 93Section 6: Learning From Your Plan . 94Suggested Readings . 9511Composure. 97Section 1: Your Development Need(S). 97Section 2: Learning On Your Own . 98Section 3: Learning From Feedback . 100Section 4: Learning From Develop-In-Place Assignments . 101Section 5: Learning From Full-Tim

Eaton Leadership Model Competencies Eaton Leadership Model Leadership Competencies Related Competencies to Support Hiring, Coaching, and Development.