“How” We Do It An Introduction to NSLIJ’s Behavioral Expectations Model

1. “How” We Do ItAn Introduction to NSLIJ’s Behavioral Expectations Model

2. Objectives • Provide an overview of what behavioral expectations are, why they are important, and how we use them. • Provide a deeper understanding of NSLIJs Behavioral Expectations Model. • Collectively describe what good looks like for each behavior related to your role/the roles you support.

3. Why do we use behavioral expectations? • Creates a common understanding of what good performance looks like. • Gives us a “language” to communicate with one another around the picture of success • Defines expectations on how an employee should act at work to have the best results in their role. • Ensures a level of consistency in how we make decisions around our talent. • Gives us the ability to differentiate performance • Help us focus our employees on the behaviors that will make the most difference in NSLIJ's success

4. Behavioral Expectations are utilized throughout an Employee’s lifecycle • NSLIJ's behaviors and expectations model is used for more than just annual performance reviews. • They are utilized across the entire employee life cycle. • All of our talent practices are anchored in the behavioral model.

5. Using the model to select candidates • The model is used to assess past performance as a predictor of future success. • The behavioral interviewing tool provides recommended questions that you may use to assess whether or not you would consider each behavior a strength or gap for the candidate. • A simple rating scale is provided to help you document how each candidate compares relative to one another.

6. Using the behavioral expectations model to differentiate performance

7. Using the model to identify gaps and develop future talent

8. Our Core Behaviors

9. Can you guess the behavior EXECUTION DEFINITION • Displays technical and functional expertise. • Takes ownership of work. • Structures job tasks. • Maintains appropriate pace in handling multiple deadlines to achieve excellence.

10. Can you guess the behavior DEFINITION • Understands how to overcome obstacles • Ably works through the realities of a large healthcare organization. • Applies best approaches to achieve business goals. ORGANIZATIONAL AWARENESS

11. Can you guess the behavior ENABLECHANGE DEFINITION • Willingly adapts to shifting business needs. • Seeks opportunities to champion new processes and ideas. • Anticipates and responds to change to improve work outcomes.

12. Can you guess the behavior DEFINITION • Takes consistent action to increase knowledge and skills. • Embraces challenging assignments. • Seeks learning opportunities to enhance performance. DEVELOPINGSELF

13. What Does Good Look Like? Activity: Each table will be assigned one behavior from our core behaviors and expectations model. Within your table teams, work together to complete the following: Step 1 (5 Minutes) Using a flipchart, create a list of attributes that define your assigned behavior. Step 2 (5 minutes) Develop a “Bumper Sticker” slogan or picture that represents the behavior.

14. Execution

15. Organizational Awareness

16. Enable Change

17. Developing Self

18. Our Leadership Behaviors

19. Can you guess the behavior DEFINITION • Acts with conviction to make the right decisions for the right reasons. • Exercises sound judgment and takes action to preserve the integrity of the organization. MANAGERIALCOURAGE

20. Can you guess the behavior DEFINITION • Leverages and embraces diversity. • Shares wins and successes. • Motivates and energizes others to achieve high-level results. MOTIVATING & INSPIRING OTHERS

21. Can you guess the behavior DEFINITION • Seeks opportunity to gain/share expertise with other areas to create innovative strategies. • Exercises both narrow and broad perspective to ensure business success. STRATEGIC AGILITY

22. Can you guess the behavior DEFINITION • Continuously seeks opportunity to develop the capabilities of others. • Provides challenging stretch assignments and tasks to enhance departmental performance. DEVELOPINGOTHERS

23. What Does Good Look Like? Activity: (10 Minutes) Each table will be assigned one leadership behavior from our behaviors and expectations model. Within your table teams, work together to complete the following: Using a flipchart, in your own words, describewhat it means to do ___________.

24. Managerial Courage

25. Motivating and Inspiring Others

26. Strategic Agility

27. Developing Others

28. Recap • We reviewed why having a behavioral expectation model is important, and how we use them to: • Differentiate performance • Identify gaps and develop future talent • Behavioral interviewing • We took a deeper dive into how each of our core and leadership behaviors are defined. • We took some time as a group to describe what good looks like for each behavior related to your role/the roles you support.

29. My commitments • What steps can you take to ensure you embody these behaviors? • What will you do to ensure your team understands these behaviors and how they will be evaluated against them?