AVERY DENNISON

DEVELOPMENT TOOLKIT

Ideas that help you grow.

About this toolkit

The Avery Dennison Development Toolkit contains suggested activities that will help you to develop each of our Foundational Competencies and Leadership Principles. It can be used to help establish a development plan aimed at addressing the competencies you have targeted. The activities in this guide can be used for a variety of reasons. Typically, they are used to develop competencies that are needed in the current job, but they may also be used to develop competencies that are needed in a future job or to build upon competencies that are required to fulfill an organizational need. You will find this toolkit contains suggestions falling into experiential learning, exposure and education (the 70-20-10.) That being said, it should not be viewed as a complete listing of every possible activity that you can engage in to develop your skills in a particular area. The activities can be modified to suit your learning needs, and they may also serve to stimulate ideas about additional activities. We will continue to build on this reference and welcome ideas from you! Development scenarios are also included to help understand how to apply the suggested activities to specific development needs. Finally this toolkit can be used by both employees and managers in discussing professional development.

Table of contents
Avery Dennison Competency Model ...... .. Foundational Competencies.. .. Leadership Principles . Additional Development Resources....... . Development Scenarios..... .. 4 5 17 35 36

Avery Dennisons expectations

FOUNDATIONAL COMPETENCIES

AVERY DENNISON FOUNDATIONAL COMPETENCY DICTIONARY

FOUNDATIONAL COMPETENCY Adaptability

DEFINITION / DESCRIPTION Accepts change as a healthy and normal part of organizational growth. Deals effectively with a variety of people and situations. Appropriately adjusts ones thinking, approach and behavior as situations change. Is resilient and capable of dealing with ambiguity, disappointments and setbacks. Views issues without pre-set biases or limitations. Approaches situations objectively, utilizing a broad framework in making decisions. Actively applies a global, regional, cross-functional and/or cross-business perspective to business challenges. Understands and utilizes economic, financial, industry and market data to accurately diagnose organizational strengths and weaknesses, identify key business issues, develop strategies and plans, and make business-related decisions. Interprets, links, and analyzes information in order to understand issues. Thinks clearly and logically to identify and solve problems. Diagnoses cause and effect relationships, recognizes similarities and differences in situations, and applies knowledge to make effective decisions or identify novel solutions. Uses effective approaches for choosing a course of action or developing appropriate solutions. Commits to a timely course of action which considers alternatives, risks and consequences in light of organizational goals, values, resources and constraints. Takes action that is consistent with available facts, constraints, and probable consequences. Actively seeks constructive feedback. Considers feedback with open-mindedness. Shares job-related facts, data, and specific examples with peers and others to achieve continuous improvement. Listens and offers support and advice on jobrelated problems or dilemmas. Uses appropriate communication and interpersonal styles and techniques to gain acceptance of ideas, plans, and solutions to bring others to action. Generates original, creative or unconventional perspectives and approaches to solve problems and break new ground. Reexamines established ways of doing things and explores alternatives. Seeks diverse ideas and perspectives in an openminded manner from traditional and nontraditional sources. Gives full attention to others ideas, concerns, questions and issues. Demonstrates interest, empathy and objectivity. Paraphrases and/or asks clarifying questions to ensure the content and intent of the message is understood. Demonstrates initiative and motivation. Seeks increased responsibilities. Takes personal accountability for one's own learning and continuous development through a process of actively seeking feedback, assessment, self-reflection, and taking action. Seeks to better understand personal strengths and development needs. Modifies behavior based on growing knowledge of oneself.

Broad Thinking Business Acumen Critical Thinking

Decision Making

Giving and Receiving Feedback Influencing Others Innovation

Listening Self-Development

ADAPTABILITY Accepts change as a healthy and normal part of organizational growth. Deals effectively with a variety of people and situations. Appropriately adjusts ones thinking, approach and behavior as situations change. Is resilient and capable of dealing with ambiguity, disa ppointments and setbacks. BASIC PROFICIENT MASTERY Demonstrates an appropriate level of Displays to others an appropriate level of Demonstrates a great deal of composure and patience while composure and patience and a patience and a generally positive outlook maintaining a positive outlook under trying circumstances generally positive outlook under trying under trying circumstances. Shows (e.g., exhibits strength and confidence, maintains excellent circumstances. Successfully adapts to versatility in response to a wide range of emotional control). Adapts quickly and resourcefully to competing demands or shifting situations. Shows appropriate versatility competing demands and shifting priorities in personal or priorities in personal or professional in leadership style based on situational professional life, meeting new challenges effectively and life. Maintains a consistently positive needs. calmly. Sustains a consistently positive outlook and outlook and sense of humor in maintains a sense of humor during trying times and in challenging and difficult situations. challenging and difficult situations, helping others to cope as well. Responds constructively to rejection or frustration (e.g., learns from such experiences, finds the positive in the situation). Handles a wide range of situations adeptly and creatively, identifying novel solutions that fit emerging needs. Shows a great deal of versatility in leadership style, adapting quick and effectively to a wide range of situations and challenges. DEVELOPMENT IDEAS EXPERIENCE Look for opportunities to team with others whose viewpoint is different from yours. Identify and guard against your hot buttons. Take an online personality assessment and reflect on your natural tendencies and how they affect your ability to flex in style and approach.

EXPOSURE Identify someone in the organization that seems unflappable. Interview them for their techniques. Ask your manager or colleagues to sit in on a meeting with a difficult customer or employee. Ask for feedback on your interpersonal skills.

EDUCATION Visit KnowledgeBuilder and sign up for Leadership Fundamentals to better understand your preferred and underutilized leadership styles. (People-Managers only.) Read Working With Emotional Intelligence by Daniel Goleman Read Seven Habits of Highly Effective People by Franklin Covey

BROAD THINKING Views issues without pre-set biases or limitations. Approaches situations objectively, utilizing a broad framework in making decisions. Actively applies a global, regional, cross-functional and/or cross-business perspective to business challenges. BASIC PROFICIENT MASTERY Exhibits awareness of different Comes up with new ideas. Often changes and/or Noticeably, consistently offers "out-of-the-box" markets, arenas, and regions in which improves thinking and decision making by thinking. Uses sophisticated judgments to set organization operates; understands his/her participation. Demonstrates an ability to priorities or make appropriate tradeoffs. Leads with cultural sensitivities and nuances, consider the broad framework to make an edge - constantly challenges ideas. Focuses on demonstrates awareness of global decisions. Applies knowledge of markets, media, learning to gather necessary and relevant facts differences in obtaining data from and regions, and cultural differences at global level to before reacting to situations/events. Stays abreast communicating with colleagues in effectively manage communications; recognizes of and anticipates important global activities and other countries. impact of communications globally and trends that could potentially impact business plans determines need for localized communication or communications. Demonstrates expert templates based on this information. Helps understanding of global organizational issues. Leads, others develop a global mindset when looking at directs, and promotes change to ensure global issues and problems. Actively discusses and perspectives are taken into account. debates important events, issues, and trends and their impact on communications, the business and the brand. DEVELOPMENT IDEAS EXPERIENCE Volunteer to serve as a mediator or work on a cross-functional team. Commit to identifying two or more solutions when solving a problem. Weigh the costs and benefits associated with each solution and determine a course of action.

EXPOSURE Broaden your perspective by reading periodicals such as Business Week, Harvard Business Review, Fortune

EDUCATION Read Six Thinking Hats, by Edward DeBono Thinking, Fast and Slow, Daniel Kahneman Visit KnowledgeBuilder and explore Leading With Systems Thinking

BUSINESS ACUMEN Understands and utilizes economic, financial, industry and market data to accurately diagnose organizational strengths and weaknesses, identify key business issues, develop strategies and plans, and make business-related decisions. BASIC PROFICIENT MASTERY Understands the considerations to Makes prudent decisions regarding Delivers accurate and realistic messages about past financial take into account in a financial expenditures that effectively balance performance and future expectations to senior management decision (e.g., cost vs. benefits). Able all considerations (e.g., benefit or based on a detailed interpretation of relevant patterns, to summarize and draw conclusions payback, cost and impact). trends, and deviations. Fully understands the financial and from financial data. Understands how Systematically and consistently draws economic levers that impact business performance, using the costs and revenues of the accurate conclusions from financial them appropriately to maximize both short-and long-term organizational unit fit within the scope and quantitative information. results. Ensures financial goals and decision support of the larger business. Maintains a deep understanding of systems are fully utilized and consistent with business revenues and/or costs associated with objectives. Draws appropriate and specific conclusions from the business so that accurate forecasts financial reports and analyses, recognizing even subtle issues can quickly be created for new and trends, to identify and evaluate strategic priorities and opportunities. Fully summarizes and investments. Carefully and thoughtfully manages own uses financial and/or quantifiable function against the budget, making necessary adjustments performance data, picking up on subtle in anticipation of changes to the organization's top and/or trends and implications, to provide bottom line. valuable feedback and communicate results to others. DEVELOPMENT IDEAS EXPERIENCE

EXPOSURE Partner with a Finance coach/mentor Read periodicals such as Business Week, Harvard Business Review, Fortune, Fast Company

EDUCATION Participate in Averyopoly (sign up through KnowledgeBuilder)

CRITICAL THINKING Interprets, links, and analyzes information in order to understand issues. Thinks clearly and logically to identify and solve problems. Diagnoses cause and effect relationships, recognizes similarities and differences in situations, and applies knowledge to make effective decisions or identify novel solutions. BASIC PROFICIENT MASTERY Surfaces problems and conducts simple Looks beyond the obvious and actively ascertains Anticipates problems and opportunities; analysis in own area of work. Identifies directly real need and root cause behind initial with potential problems, surfaces related causes. Gains a growing familiarity and customer requests. Assesses multiple variables, contributing factors and resolves them comfort with critical thinking frameworks, such grasps interdependencies, and accurately before there is negative impact. Coaches as root cause analysis, inductive and deductive identifies key problem drivers. Knows different others in selecting and using appropriate reasoning. Suggests potential solutions, but tools for problem analysis and selects problem solving methods. Demonstrates inmay require help to implement or select best appropriate approach in most situations. depth understanding of customer and course. Exhibits curiosity and a desire to get Generates learning from problem analysis and is customers customer for business the communication right. able to transfer learning to other issues. advantage. DEVELOPMENT IDEAS EXPERIENCE Consider at least two alternatives for solving a problem. Participate in a roundtable discussion in your field. Debate ideas regarding recent developments and/or emerging trends Identify a problem in your organization where past solutions failed. Reflect back on the reasons for selecting the solution and identify any assumptions that had been made. Re-examine the problem by breaking it down into pieces and examining each separately. Devise a solution that gets at the root of problem. Take into consideration reasons why this solution will work when others failed. Identify a pertinent problem in your organization. Share the problem with a group, brainstorm about factors that may be causing the problem, then identify the causes of the causes until you get to the root of the problem. EXPOSURE Identify someone who is successful at solving problems and ask if there is a problem that you can think through with her or him to enhance your problem solving skills. Discuss the problem with the person. Look for causal relationships. Develop a response to the problem, then compare your response to the other persons response. Discuss similarities and differences in your responses. EDUCATION Join online services such as Luminosity, gamesforthebrain, or Fit Brains to enhance and keep your thinking skills sharp Read 6 Thinking Hats by Edward de Bono or explore the concept at mindtools.com

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DECISION MAKING Uses effective approaches for choosing a course of action or developing appropriate solutions. Commits to a timely course of action which considers alternatives, risks and consequences in light of organizational goals, values, resources and constraints. Takes action that is consistent with available facts, constraints, and probable consequences. BASIC PROFICIENT MASTERY May jump to conclusions based on prejudices, Makes good decisions based upon a mixture of Is sought out by others for advice and historical solutions or narrow perspective. May have analysis, wisdom, experience & judgment. Most solutions. Quick to make decisions on trouble with complexity. May wait too long to avoid of the solutions provided turn out to be correct complex issues. Anticipates the risk or error. May be slow to making decisions on and accurate when judged over time. Involves consequences of decisions. Proactively complex issues. May not involve relevant people appropriately in decisions that may impact identifies and prioritizes the key issues stakeholders while making decisions. them. Makes decisions, sets priorities, and involved to facilitate the decisionchooses goals based on risks and rewards. making process for his or her team or group. Quickly responds with a backup plan if a decision goes amiss. DEVELOPMENT IDEAS
EXPERIENCE EXPOSURE EDUCATION

Over a two or three week period, keep a journal of all of the decisions you made and how long it took to make each decision. Analyze journal entries to gain insight into any obstacles that may have impeded decision-making. Work to overcome obstacles. Monitor progress in this area. Identify a problem in your work unit. Volunteer to facilitate a group meeting to address the issue. Participate on a selection interview panel. Upon facing a situation that needs immediate attention, recognize similarities from past dilemmas to help make the appropriate decision with ease. Make a SWOT (strengths, weaknesses, opportunities, threats) analysis when facing a dilemma to make the proper decision.

Seek a mentor to help you in this area Read about companies that were facing major issues (market change, bankruptcy, etc.) and the decisions their senior management made. Try to understand the reasons behind the decisions that were made.

Read Making Smart Decisions, Harvard Business Review

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GIVING AND RECEIVING FEEDBACK Actively seeks constructive feedback. Considers feedback with open-mindedness. Shares job-related facts, data, and specific examples with peers and others to achieve continuous improvement. Listens and offers support and advice on job-related problems or dilemmas. BASIC PROFICIENT MASTERY Carefully and thoughtfully listens to others' Conveys spoken information clearly and Conveys even highly complex information by opinions and ideas. Supports the open concisely. Supports the open expression of speaking clearly and concisely. Demonstrates to expression of all information and all information and viewpoints. others that their comments are heard by attentively viewpoints. Gives updates and information Communicates information, positive or listening and/or building on their opinions, ideas, or to colleagues as necessary. negative, openly and in a timely manner. concerns during discussions. Consistently Gives critical feedback with minimal encourages others to express their real views negative impact on colleagues. fearlessly, even on tough issues; promotes a frank discussion. Proactively shares timely updates and information with interested others, openly answering any questions and providing direct and honest answers that inspire confidence in the message. DEVELOPMENT IDEAS EXPERIENCE Ask your manager or colleagues to sit in on a meeting with a difficult customer or employee. Ask for feedback on your interpersonal skills. Based on feedback, identify one specific behavior you will focus on improving during the next week. Repeat process periodically. Assess progress on behaviors you are trying to improve.

EXPOSURE Identify someone who models receptivity to feedback and reflect upon what they do to solicit feedback, how they react to it

EDUCATION The Art of Giving and Receiving Feedback , By Shirley Poertner and Karen Massetti Miller Explore DDIs STAR/AR model and apply it

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INFLUENCING OTHERS Uses appropriate communication and interpersonal styles and techniques to gain acceptance of ideas, plans, and solutions to bring others to action. BASIC PROFICIENT MASTERY Logically communicates ideas and Identifies the agendas, concerns, and Identifies the agendas, concerns, and motivations of arguments to others. Sensitive to motivations of others, and links them to interested others, and is persuasive when positioning ideas others' point of view while own ideas or arguments. Offers a and arguments to address them. Ensures that all proposals communicating their own standpoint. strong rationale and business case to or arguments are fully supported by strong logic and a Identifies the key individuals who need support proposals or arguments. compelling business case, addressing all relevant factors. to be recipients of critical information. Negotiate to reach solutions that meet Negotiates persuasively and effectively to achieve win-win the primary interests of key parties. outcomes that meet the interests and needs of all parties. Networks with others to gain the Proactively cultivates networks with key individuals across requisite support for ideas. functions to gain support for ideas, creating a foundation for future influence. DEVELOPMENT IDEAS EXPERIENCE Volunteer to negotiate a problem with a customer. Do some brainstorming and list a number of ways that you could act to influence a situation, then consider which are most likely to be effective. Ask for feedback from people who did not support an idea or proposal you developed. Find out what you could have been done to persuade them. Volunteer to serve as a mediator or work on a cross-functional team.

EXPOSURE Talk with a colleague who made a decision that was initially unpopular. Ask her or him how she/he dealt with opposition and how she or he presented arguments in favor of the decision. Use a few of the strategies in presenting your own arguments and decisions. Invite your manager to observe you in a meeting where you will be negotiating or influencing a group. Ask for feedback. Meet with someone whose negotiating skills you would classify as win/win. Find out what she or he does and apply what you learn to similar situations.

EDUCATION Read Lead With A Story, by Paul Smith Read How to Win Friends and Influence People in the Digital Age, by Dale Carnegie.

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INNOVATION Generates original, creative or unconventional perspectives and approaches to solve problems and break new ground. Re-examines established ways of doing things and explores alternatives. Seeks diverse ideas and perspectives in an open-minded manner from traditional and nontraditional sources. BASIC PROFICIENT MASTERY Ability to understand problems and Generates new ideas related to Develops new business opportunities for the company. potential solutions. Participates and business. Evaluates new concepts Effectively evaluates business models to identify revenuecontributes in brainstorming sessions. without preconceived biases. Creates and loyalty-generating opportunities. Encourages Adapts to change. strategies to deal with changes in the experimentation to understand the business potential of external environment. various concepts. Proactively anticipates and creates strategies to deal with changes in the external environment. Challenges business orthodoxies or unchallenged assumptions. Demonstrates courage to remove barriers to innovation. Creates resources for innovation.

DEVELOPMENT IDEAS EXPERIENCE Identify a time-consuming process in your work unit or department. Devise a plan to make it more efficient.

EXPOSURE Seek out creative thinkers and talk with them to generate new ideas that can be applied in your work unit. Subscribe to magazines or attend conferences and workshops that present innovative concepts and ideas in your field.

EDUCATION Read 101 Design Methods: A Structured Approach for Driving Innovation in Your Organization Explore www.IDEO.com Explore futurethink.com

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LISTENING Gives full attention to others ideas, concerns, questions and issues. Demonstrates interest, empathy and objectivity. Para phrases and/or asks clarifying questions to ensure the content and intent of the message is understood. BASIC PROFICIENT MASTERY Listens carefully to others' views. Shows interest and listens carefully to Demonstrates to others that their comments are heard by Listens to others without interrupting. others' views. Actively listens to attentively listening and/or building on their opinions, ideas, or Conveys a general understanding of the others without interrupting. Conveys concerns during discussions. Actively provides others with comments and questions of others. a detailed understanding of the sufficient opportunity to express themselves in conversation, comments and questions of others. and shows genuine interest in their ideas, views, and opinions. Demonstrates, throughout Conveys a thorough understanding of the comments and conversation, careful listening and questions of others. Demonstrates, throughout conversation, consideration of the comments of the careful listening and insightful consideration of the comments other person. of the other person. DEVELOPMENT IDEAS EXPERIENCE Volunteer to summarize information discussed during team meetings or to facilitate an upcoming meeting. Over the next two or three weeks, pay close attention to the non-verbal cues of others when communicating with them. Determine what emotions are being communicated and check your assessment with the individual before acting on them. Identify situations in which you have the most difficulty being a good listener and devise a strategy to prepare for them in advance. Log each time a misunderstanding occurs with someone. What was the situation? What did you do? What was the result? What can you do to keep the situation from recurring? Make a habit of periodically paraphrasing during discussions to prevent misunderstanding information. EXPOSURE Identify someone who is a good listener and observe what she or he does. Seek advice on how to improve your listening skills. Ask a colleague or manager to observe and critique your listening skills when you interact with others. Work on problem areas. Ask your manager or colleagues to sit in on a meeting with a difficult customer or employee. Ask for feedback on your interpersonal skills and identify one specific behavior you will focus on improving during the next week. EDUCATION Listening: The Forgotten Skill: A SelfTeaching Guide by M. Burley-Allen (John Wiley & Sons , 1995). A proven program for turning effective listening into a powerful business tool.

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SELF-DEVELOPMENT Demonstrates initiative and motivation. Seeks increased responsibilities. Takes personal accountability for one's own learning and continuous development through a process of actively seeking feedback, assessment, self-reflection, and taking action. Seeks to better understand personal strengths and development needs. Modifies behavior based on growing knowledge of oneself. BASIC PROFICIENT MASTERY Is open to identifying developmental Conveys a keen awareness of own Conveys a keen awareness of own strengths and development needs. Takes advantage of strengths and development needs. needs. Actively seeks performance feedback from others. opportunities to apply new skills on the Demonstrates a detailed understanding Demonstrates a detailed understanding of the organization s job. Adjusts behaviors based on past of the organizations performance performance expectations. Actively pursues personal learning experiences. Accepts constructive expectations. Actively pursues personal by continuously updating knowledge, skills, and abilities; feedback openly and without becoming learning by continuously updating pursues stretch assignments to build own capabilities. Seeks defensive. knowledge, skills, and abilities; pursues out and utilizes practical opportunities to apply new skills on stretch assignments to build own the job. Frequently adjusts ones job performance based on capabilities. Actively seeks additional past experiences. Readily enhances ones job performance job responsibilities to broaden ones based on feedback from others, applying key learnings. skills and capabilities. Seeks out and Accepts constructive feedback openly and without becoming utilizes practical opportunities to apply defensive; seeks and acknowledges own failures and mistakes. new skills on the job. Adjusts behavior based on past experiences. Accepts constructive feedback openly. DEVELOPMENT IDEAS EXPERIENCE Ask others for feedback on an ongoing basis Use journaling to increase self-reflection and self-awareness Volunteer to work on a project outside of your work unit or department. Practice Bennis four lessons of self knowledge: 1) You are your own best teacher, 2) Accept responsibility and blame no one, 3) You can learn anything that you want to learn, 4) True understanding comes from reflecting on your experience. EXPOSURE Commit to reading professional journals, books, and articles that will expand your knowledge in a particular area. EDUCATION Read Development FIRST by Personnel Decisions International (PDI) Read Strategies for Self Development by David Peterson and Mary Dee Hicks

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LEADERSHIP PRINCIPLES

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AVERY DENNISON LEADERSHIP PRINCIPLES LP Think Big and Act Boldly DEFINITION / DESCRIPTION Displays innovative thinking by bringing broad and unique perspectives to ideas or situations, challenging old ways of thinking and envisioning a world of possibilities. Creates an environment where new ideas thrive and encourages breakthrough thinking. Focuses on the desired outcome and effectively sets ambitious goals for self and others. Is willing to take risks and stand alone for an idea or point of view that will help the Company achieve success. Intentionally and actively scans the market to gain insights to trends and external best practices. Aggressively pursues an understanding of competitors with a desire to compete and win. Effectively translates insights into opportunities for Avery Dennison. Is curious and dedicated to understanding the customer by uncovering needs and exploring innovative solutions to problems. Acts with the customer in mind and influences others to do the same. Continuously reinforces the importance of the customer to the broader organization. Leads strategy by creating and communicating a compelling vision and inspiring employees in pursuit of this vision. Develops and nurtures a growth environment that encourages continuous learning and improvement. Engages employees in growth plans through ongoing communication and involvement, and by demonstrating how their work aligns to the business objectives. Plays to win. Relentlessly focuses on the actions that drive the business forward. Creates and sustains an environment that supports, recognizes and rewards a bias for action and results. Is willing to be held accountable and/or hold others accountable to results. Establishes plans and processes for achieving results. Effectively balances the need for plans and processes with the need to act swiftly and decisively. Motivates and engages others to achieve high performance. Creates an environment where people want to do their best, have a sense of purpose, can see how their contributions impact results, and rally together to achieve success. Effectively matches the right people with the right roles to best utilize their talents. Provides challenging work and assignments to develop the capabilities and experiences of individuals. Delegates and pushes decision-making deeper into the organization. Builds and leverages relationships across the organization by sharing ideas and gathering input from others. Effectively influences outcomes and gains cooperation with groups outside ones span of control. Collaborates with others across the organization toward mutually beneficial outcomes. Proactively identifies and manages the tensions that may arise from competing priorities by working toward a common ground. Demonstrates a clear understanding of how the organization works. Seeks ways to leverage different parts of the organization to sustain and/or improve performance. Initiates improvements and creates sustainable systems, processes and structures to effectively deliver on plans. Establishes robust people practices which skillfully assess, develop and deploy talent to position the Company for success. Acts honestly, ethically and honorably. Leads by example and treats people fairly. Builds trusting relationships by being open, truthful, and sending consistent messages. Aligns words with actions (walk the talk). Acts responsibly and supports the communities in which we operate. Makes environmentally responsible decisions and actively pursues sustainable solutions.

Focus on the Customers and the Market

Provide Vision and Direction Drive Action and Execution

Rally and Empower People Collaborate Across Boundaries Build Organizational Capability Model Integrity and Social Responsibility

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THINK BIG AND ACT BOLDLY Personal Leadership Open to new ideas Approaches problems when suggested by and new situations others. Relies on with curiosity and past learnings and open-mindedness. experience to Assesses and improve outcomes. challenges current ways of working to create new solutions. Gathers internal and external insights to broaden thinking. Shares insights to help others think differently.

Generates new ideas that bring benefit to customers and the Company. Improves group performance through the implementation of new ideas/solutions. Persists on ideas that present significant risk or resistance from others.

Seeks a broad set of supporting and contrary facts and opinions to improve an idea. Encourages and excites individuals to think of unique solutions. Celebrates this new way of thinking regardless of whether the ideas/solutions are implemented. Quickly bounces back from mistakes resulting from testing new ideas or taking calculated risks.

Leadership of Others Aggressively pursues new ideas that align to market demands and support the Company vision. Quickly advances these ideas by embracing new technologies and leveraging effective systems, processes and structures. Builds support for new ideas by appealing to ones intellectual and emotional senses. Rewards and holds others accountable for displaying innovative thinking. Reacts positively to others who make mistakes through innovation. Builds a resilient team that is creative and resourceful in removing obstacles to achieve innovation. Has a proven track record of generating ideas that benefit customers and the Company.

WHAT MIGHT OVERUSE LOOK LIKE? Disorganized, lack of attention to detail Replace what works well already with something new when it is not necessary Get involved with too many ideas at once Continue to pursue an idea that truly has no merit

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THINK BIG AND ACT BOLDLY: DEVELOPMENT IDEAS EXPERIENCE Consider using the IDEO Method Card iPhone app (a design tool) to take a new view, to inspire creativity, to communicate with your team, or to turn a corner in your thinking. Each of the 51 cards describes one method and includes a brief story about how and when to use it. The cards are arranged in four categories: 1. Ask people how to help, for example: Camera Journal potential users keep a written and visual diary of their impressions, circumstances and activities related to a product. 2. Look at what people do, for example: A Day in the Life Catalog the activities and contexts that users experience throughout an entire day. 3. Learn from the facts you gather, for example: Long Range Forecasts Write up proposed scenarios that describe how social and/or technological trends might influence peoples behavior and the use of a product, service or environment. 4. Try it yourself, for example: Role playing Identify the stakeholders involved in the design problem and assign those roles to members of the team. To learn more go to http://www.ideo.com/ Put your presentation in a picture format instead of words Take an assignment in a different business/region/function Carve out time to pursue new ideas Take a cooking class or learn to meditate Ask why not instead of why

EXPOSURE Solicit opinions of people with very different views and perspectives from your own

EDUCATION Learn how to build your creative thinking skills with Edward DeBonos Lateral Thinking techniques which are designed to equip you with solid practical methods for challenging current thinking. An example of one technique is Challenge: o Breaking free from the limits of accepted ways of operating. o Believe that the present way of doing things is not necessarily the best. o Challenge is not an attack or criticism. o Willingness to explore the reasons why we do things the way we do and whether there are any alternatives. To learn about other Lateral Thinking techniques or attend courses go to http://www.edwarddebonoafoundatio n.com/lateral.htm

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FOCUS ON CUSTOMERS AND THE MARKET Personal Leadership Is available and Understands customer responsive to needs and local customer requests competitors. and consistently Identifies and meets customer effectively implements requirements. solutions to Gathers feedback straightforward from customers. customer problems. Knows when to Consistently looks for involve the right ways to meet the people to better changing needs of the meet customer customer. needs.

Consistently exceeds customer expectations. Establishes a path of information bringing in insights about the customer and competitors to internal teams. Encourages others to focus on the customer. Has a strong desire to win.

Leadership of Others Adds value to the Has a deep, sophisticated understanding of customer by the market and customers and consistently anticipating their needs relies on these insights to advance and proactively offering customers and the Company. Thinks broadly solutions. Responds to about the future market, industry trends and customer feedback by their implications to customers and the looking beyond the Company. Proven success in developing immediate fix to strategic partnerships with customers (e.g., longer-term solutions. offering bundled service packages, Builds long-term, enhancing operational efficiencies between trusting relationships. the organizations) and vendors that provide Understands the unique benefit to customers and the competition and Company. impact on customers and the Company. Creates opportunities for others to deeply understand customer needs and market trends.

WHAT MIGHT OVERUSE LOOK LIKE? Unable to take a stand on an issue when needed because too responsive to customers desires Very inconsistent in applying company policies

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FOCUS ON CUSTOMERS AND THE MARKET: EXPERIENCE Set time aside during each meeting/work day to understand or share relevant customer information. Keep track of how long it takes to solve customers problems. Work to decrease the time. Keep a log that demonstrates improvements in response time.

DEVELOPMENT IDEAS EXPOSURE Look to the Institute for the Future for foresight to create insights that leads to action. In their 2007 Ten-Year Forecast they presented ten new Perspectives: 1. Economics: Ecoscience in the Marketplace 2. Demographics: Extreme Longevity 3. Politics: Participatory Panopticon 4. Culture: Digital Natives , Civic Spaces 5. Manufacturing: Do-It Yourself? 6. Finance: Intangible Reforms 7. Asia: Chinese Consumer Collectives 8. Communities: Citizens of Sustainability 9. Education: Open Economy Makeover 10. Science: The Next Revolution? To learn more visit their website http:///www.iftf.org/ or go to the World Future Society http://www.wfs.org/index.html Ask an internal or external customer to lunch or breakfast and listen to what they like and what they would change regarding product, relationship, process, etc. Spend the day with a manager or director who is recognized for having great customer service. Observe and model her or his behavior. Ask your manager about an especially difficult or complicated client problem that she or he is involved with. Ask to work with her or him in resolving the issue

EDUCATION Consider browsing through a book called Welcome to the Experience Economy, written by B. Joseph Pine II and James H. Gilmore. They describe the experience economy, as the next economy following the agrarian, the industrial and the most recent service economy. They say businesses must orchestrate memorable events for their customers, and that memory itself becomes the product or the "experience". They describe five design principles that drive the creation of memorable experiences. o Create a consistent theme throughout the experience o Layer theme with positive cues, e.g., easy-to-follow signs o Eliminate negative cues, that distract/ contradict theme o Offer user memorabilia that honors the experience o Engage all five senses- to heighten the experience and make it more memorable To learn more, read HBR article, http://www.skowhegan.org/pdf/bids/200602ed ss/experience_economy.pdf or read an article called Ruthless Focus on The Customer by Jeneanne Rae http://www.businessweek.com/print/innovate/ content/jul2006/id2oo60724_426480.htm

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PROVIDE VISION AND DIRECTION Personal Leadership Demonstrates an Prioritizes own work interest in the vision. to ensure activities Actively seeks are aligned with the information to stay vision and overall informed. Explores goals. Solicits how own work support from others supports the vision. to manage competing priorities as both may align to the vision (e.g., cost containment and funding innovation). Offers thoughts and feedback about the vision and goals, as appropriate.

Establishes short-term vision and goals for the group. Effectively communicates it to others. Makes decisions consistent with the vision.

Takes a long-term view of the business and defines a new vision and direction for the future. Involves others in shaping the future. Provides clarity on direction and identifies priorities that have the greatest impact on future success. Helps others discover their sense of contribution to the vision that drives commitment toward the goals. Positively encourages individuals to sustain focus on the vision, particularly in the midst of change or turmoil.

Leadership of Others Lives the vision. Frequently communicates and dialogues with individuals and groups to sustain focus and excitement about the vision. Effectively adjusts leadership style from visioning and strategy development to planning and deployment. Commits to the vision by providing the necessary resources, removing barriers, and rewarding and celebrating success. Creates metrics that monitor progress, learns from the feedback and makes continuous improvements.

WHAT MIGHT OVERUSE LOOK LIKE? Getting lost in the vision Spending too much time perfecting vs. living it Make others feel they are wrong if they disagree with your vision or direction If you keep it your vision it will be difficult for others to accept and follow. Create it in such a way that others feel ownership Spending too much time in the sky that you forget to focus on planning and the details

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PROVIDE VISION AND DIRECTION: DEVELOPMENT IDEAS EXPERIENCE EXPOSURE Look at the mission/vision of other Think about a vision inspiring to you and companies find the ones that grab identify the characteristics of that vision you. Study them to see what about that make it appealing. Work to them appeals to you. Replicate that for incorporate these features into your your team within the context of Averys vision. vision. Explore companies vision statements Ask for feedback from people who did online and identify which ones inspire not support an idea or proposal you you and why. Work to incorporate these developed. Find out what you could features into your vision. have been done to persuade them.

EDUCATION Read excerpt from C.K. Prahalad's book: "Competing For The Future", co-authored with Gary Hamel. To learn more, refer to the book, Learning to LeadA Workbook on Becoming a Leader by Warren Bennis and Joan Goldsmith. Sign up for Storytelling (offered by MindGym) in KnowledgeBuilder. Read Built to Last, by Jim Collins.

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DRIVE ACTION AND EXECUTION Personal Leadership Sets high standards Gets results. Sets for him/herself. clear standards for Maintains focus on high performance. the desired results. Provides and solicits Consistently feedback to improve executes plans performance. Takes created with the accountability for help of others. failures by Brings organization acknowledging them and structure to day- and learning from to-day activities. mistakes.

Repeatedly exceeds results through effective execution. Anticipates future needs and potential issues before they become problems. Develops comprehensive plans for complex assignments. Action plans define critical outcomes and people implications. Provides the coaching needed to accelerate speed for results.

Persists in spite of opposition. Identifies ways to overcome obstacles and resisters. Seeks alternative ways to achieve desired outcomes. Develops metrics for driving accountability and provides ongoing feedback. Provides rewards and recognition for meeting commitments. Manages poor performance efficiently and effectively.

Leadership of Others Creates a desire to win and encourages that thinking in others. Commits to driving results in unfamiliar territories and be held accountable for ambitious goals. Aligns the necessary resources and infrastructure to achieving results. Coaches individuals to relentlessly drive toward results.

WHAT MIGHT OVERUSE LOOK LIKE? Overreacting to issues Pushing to get things done even when their expected return is of little value Letting your personal priorities slip to the point it impacts your health and/or relationships Your team is not as enthusiastic or seems less motivated than in the past

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DEVELOPMENT IDEAS EXPERIENCE Adopt or reinforce the philosophy that doing the job is achieving the results, not just getting the task(s) done. Here are four ways to build accountability and drive to action: 1. Clearly define organization results 2. Create alignment around those results 3. Instill accountability needed to deliver those results 4. Sustain change Practice the 4 steps to achieving accountability, i.e., Stay Above the Line: 1. See It: feedback, and hear the hard things to see reality 2. Own It: learn from success/failure, align my work with company results, and act on feedback 3. Solve It: ask, What else can I do?, overcome cross-function boundaries, and take necessary risks 4. Do It: do the things I say Ill do, and dont blame others Establish metrics for achieving results; make visible and frequently monitor and discuss Visibly recognize those who achieve results Reflect on how you deal with mistakes and consider improving your ability to learn from mistakes

EXPOSURE Identify someone who consistently delivers regardless of challenges they face. Spend time understanding their approach to executing.

EDUCATION To learn more, read The Oz Principle, a book by Roger Connors and Tom Smith, or visit their website http://www.ozprinciple.com/index.php and read the Accountability White Paper by The Partners in Leadership.

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RALLY AND EMPOWER PEOPLE Personal Leadership Builds a spirit of Excites individuals with cooperation by supporting consistent messages about others to achieve the how their role contributes to groups success. the groups success. Clearly Demonstrates a can do communicates performance attitude and sense of expectations and encourages optimism. Projects a excellence. Acknowledges positive image and is a role others efforts and model for others. Solicits contributions. Identifies feedback on own strengths specific development and development needs opportunities for individuals. and willingly acts on development opportunities.

Engages employees through frequent forums for communicating and gathering feedback. Challenges the group to collectively achieve results and celebrates shared success. Is willing to get in the trenches with others. Defines a sense of purpose for individuals. Stretches the group by continuing to raise expectations and provide challenging opportunities and development support. Is self-aware of leadership strengths and development needs and committed to personal and professional development.

Leadership of Others Commits significant time to being visible with employees at all levels. Leads the group through vision and purpose versus day-to-day direction. Demonstrates confidence in individuals abilities. Provides feedback and direction when needed and encourages others to take action and/or decisions. Holds self and others accountable for developing team members.

WHAT MIGHT OVERUSE LOOK LIKE? Poor team spirit due to exclusive focus on individual needs and interests Goal achievement undermined due to focus on getting more input than needed by each individual

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RALLY AND EMPOWER PEOPLE: DEVELOPMENT IDEAS EXPERIENCE EXPOSURE Review experts findings on drivers of Pay close attention to people. Get to employee engagement (examples: know them and understand them. http://www.gallup.com/consulting/52/Emplo What do they do? How do they yee-Engagement.aspx or react? What types of values are http://www.blessingwhite.com/EEE__report. important to them? Who is important asp ) to them? Keep this information at the forefront of your mind as you work to Reflect on characteristics of the boss that build relationships and engage them most empowered you. What did they do? in the future. How did they do it? What can you learn from Celebrate successes and learning. them? Hold lunch & learns to share best practices or celebrate project milestones. Deeply understand the skills and experiences your team members bring. Look beyond their Avery Dennison experiences. Take a risk on someone. Put individuals in stretch roles with the appropriate amount of support and follow-up learnings. Once a week, walk around in your area. Ask team members how things are going; what difficulties they are having and what you can do to help. Revisit their concerns the next time you walk around.

EDUCATION Visit KnowledgeBuilder and sign up for Leadership Fundamentals to learn skills and techniques to engage your team members hearts and minds. Read Lead With A Story, by Paul Smith

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COLLABORATE ACROSS BOUNDARIES Personal Leadership Maintains positive Builds effective relationships relationships. Readily seeks with others inside and outside and shares information with their group. Relies on these others. Works cooperatively relationships to gather with people from different information or expertise. teams, geographies and/or Identifies opportunities to cultures. Effectively solves collaborate with other groups difficult situations, to provide optimal sometimes with the help of products/services to the others. customer. Works to build trusting relationships.

Unifies individuals across groups to support crossdivision efforts. Builds a shared energy around the customer and desired results. Creates shared metrics and accountability for success. Coaches individuals to work together to solve conflict by focusing on the outcome and removing the emotion. Avoids finger pointing.

Leadership of Others Establishes a model of collaboration across divisions that enables us to think about and service customers as one Company. Provides unique benefit to the market and customers through cross-organization efforts that may be outside ones own set of accountabilities. Establishes long-term partnerships that go beyond the immediate benefit to the Company.

WHAT MIGHT OVERUSE LOOK LIKE? Spend too much time collaborating without much benefit to the group and/or the company Tendency to invite/involve too many people Slow decision making Seen as political, without enough substance Avoid conflict at all costs to maintain relationships Value relationships above outcomes to the point that goals are not being accomplished or deadlines are missed

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COLLABORATE ACROSS BOUNDARIES: DEVELOPMENT IDEAS EXPERIENCE EXPOSURE Use a team model to better understand Observe people in the organization and diminish the natural pitfalls that that know how to get things done, teams encounter. There are five then emulate their approach interrelated pitfalls or dysfunctions to If you are a manager, meet with peers avoid: from other work units or departments o Absence of Trust to find how your team can work more o Fear of Conflict effectively with other work units. o Lack of Commitment Devise a plan to implement some of o Avoidance of Accountability their suggestions. o Inattention to Results Work with others to create a common cause or shared mindset. Make the competition external not internal Take an on-line self assessment to better understand your personal style Be aware of the four barriers to practicing collaboration in organizations: Not invented here, hoarding, searching, and transferring. And yet, the upside of collaboration done right can be: innovation, cross-selling, and efficiency. Participate on a cross-functional team or project. Make an effort to recognize others team members for a job well done.

EDUCATION Learn more by reading The Five Dysfunctions of a Team by Patrick Lencioni or visit http://us.hsmglobal.com/contenidos/uslencionipat rick.html Review the Drexler Sibbet Team Performance Model http://www.robertmcneil.com/pages/pages/dsmo del.html Listen to a podcast on Collaboration Done Right by Morten Hansen, professor of management at the University of California at Berkeley, and author, "Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results. To learn more about the barriers to collaboration, go to http://newsroom.cisco.com/dlls/podcasts/ciscocast _morten_hansen_110909.html or www.cisco.com and search collaboration.

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BUILD ORGANIZATIONAL CAPABILITY Personal Leadership Understands the organization and relies on the right individuals to address issues. Shares best practices and key learnings to strengthen the organization. Adheres to established processes and standards.

Ensures processes are followed and systems optimized. Identifies enhancements and effectively implements changes to existing systems/processes to improve performance. Establishes metrics for measuring effectiveness. Works with others to build capabilities.

Leadership of Others Effectively evaluates the need for new systems and processes by weighing the cost/benefits and risks to the organization. Develops global systems and processes that provide significant lasting benefit to the business. Improves organization performance by thoughtfully assessing individuals and developing the capabilities needed now and in the future. Selects new or redeploys talent to drive success. Makes tough people decisions when necessary.

WHAT MIGHT OVERUSE LOOK LIKE? Stick to things the way they are, running on autopilot People say they have a hard time reaching you or getting your attention on system, process, and structure details Change processes, systems, etc., so frequently, dont give them time to build momen tum in the organization

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BUILD ORGANIZATIONAL CAPABILITY: DEVELOPMENT IDEAS EXPERIENCE EXPOSURE Refer to Galbraiths Star Model as Look at the org chart and trace who you think about building your influences others the most, then plan organizations capabilities how to leverage their influence to meet your goals Volunteer to kick-off a leadership Arrange to meet and work with people training workshop, speak to the group about your personal who are good at coaching and teaching leadership journey, or co-deliver a others. Incorporate their methods in segment of training. your own teaching style.

EDUCATION Look to the Star Model by Jay Galbraith or the McKinsey 7-S Model to better understand how complex companies operate. Learn to read the organization through the lens of the Star model which contains five categories: 1. Strategy 2. Structure 3. Processes 4. Reward Systems 5. People Read Designing Dynamic Organizations: A Hands-on Guide for Leaders at All Levels by Jay Galbraith Diane Downey and Amy Kates. Visit KnowledgeBuilder to sign up for Leading With Systems Thinking. This class focuses on leveraging a methodology built on Purpose, Process and People from three perspectives: Customer Needs, Employee Needs and Business Needs. Read The Leadership Pipeline: How to Build the Leadership Powered Company by Ram Charan or The Leadership Machine by Michael Lombardo and Robert Eichinger. To better understand what is expected of leaders of people in Avery Dennison, visit KnowledgeBuilder and complete the module Defining Your Role As A Leader. (For new managers.) Read and apply key concepts from the book Leader As Coach, by David B. Peterson, Ph.D. and Mary Dee Hicks, Ph.D.

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MODEL INTEGRITY AND SOCIAL RESPONSIBILITY Personal Leadership Is open and honest. Treats others Is appropriately transparent with relevant business fairly and with respect. Does not cover information. Expresses what he/she is thinking and up problems or blame others for is open to hearing what others believe, even when mistakes. Upholds agreed-upon the views differ. Makes tough decisions by being commitments. honest, openly communicating, involving others and treating people fairly. Admits to not having all the answers and to making mistakes. Makes decisions with a concern for social and environmental issues.

Leadership of Others Builds trust by breaking down silos and sharing information. Establishes standards for the way in which individuals should be treated. Reinforces these standards with internal employees and external partners. Makes toughs decisions when the standards are violated, regardless of the potential risks. Establishes an environment in which uncompromising integrity is the norm. Acts as a role model for others consistently bringing social and environmental issues to the forefront.

WHAT MIGHT OVERUSE LOOK LIKE? Being so direct that others shut down around you Push for honesty to the point that it could compromise ability to do business in competitive environment End conversation because it challenges your values or ethics

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MODEL INTEGRITY AND SOCIAL RESPONSIBILITY : DEVELOPMENT IDEAS EXPERIENCE EXPOSURE Warren Bennis, a Distinguished Professor of Business Administration at the University of Southern California and well-known consultant, has written extensively on the subject of leadership. He believes that trust is the underlying issue in not only getting people on your side, but having them stay there. Bennis says there are four ingredients leaders must have to generate and sustain trust: 1. Constancy Whatever surprises leaders themselves may face, they do not create any for the group 2. Congruity Leaders walk their talk 3. Reliability Leaders are there when it counts, they are ready to support their coworkers in the moments that matter 4. Integrity Leaders honor their commitments and promises Assess yourself against this criteria and look for ways to improve. Look up a company you admire to see what they are doing to foster social responsibility. (Starbucks, Microsoft, Google, 3M.) Recreate that where/how you can.
Keep a log of each commitment that you make. Review the promises that you made and whether or not you followed through on them and why. Devise a plan to work on specific issues.

EDUCATION Read Warren Bennis book, On Becoming a Leader. Read Seven Habits of Highly Effective People by Franklin Covey Read The Speed of Trust by Stephen M. R. Covey

Volunteer your time and/or skills to a local community organization.

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A word about functional/technical competencies and additional resources

Functional / Technical Resources: Several functions within specific businesses have created additional tools and processes aid in the understanding and development of specific Functional / Technical competencies. These groups include: Materials Group Marketing Global Sales Materials Group Global Research and Development If you have an interest in accessing these tools, please contact local HR.

Additional Development Resources: There are several resources that can provide additional development ideas specific to the competencies listed in this toolkit. These resources include: FYI: For Your Improvement, A Guide for Development and Coaching Successful Executives Handbook, by Susan H. Gebelein Successful Managers Handbook: Develop Yourself, Coach Others, by Susan H Gebelein Check out www.mindtools.com

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DEVELOPMENT SCENARIOS

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Scenario 1 Meet John Background: John, a Regional Account Manager based in Europe, has been with the company for 7 years, and has been in his current role for 3 years. He came to Avery Dennison with 2 years Sales experience. This is the third company hes worked in his career. John is frustrated that he has not yet been promoted to the role of Global Account Leader. He is making his numbers and delivering against plan. He knows the client more than anyone else in the company and works tirelessly to understand their needs, close deals and reduce service issues internally. Development Opportunities: Johns manager agrees with Johns self -assessment, but adds that the following factors are holding John back 1. Rally and Empower: John is working tirelessly to make up for other team members he is failing to hold accountable. By taking over, his team over-relies on him, is de-motivated and questions whether or not John trusts them. 2. Provide Vision and Direction: By working through all of the ongoing issues on his own, John is consumed with the day-to-day and doesnt have time to think strategically about the account and how he could partner with them in a more meaningful way. 3. Focus on Customers and the Market: John is not performing at the level of a global account leader in that he is responding to their short term needs, but not demonstrating a solid understanding of their challenges, strategies and objectives. He also is not familiar with this clients market, adding value by providing external perspective and insight. The Plan: After discussing this feedback, John and his manager align on the following plan Experience Exposure John will develop crisp account plans for the Johns manager will invite him to attend next year, set up reviews with his manager to quarterly business review meetings where discuss the account from a strategic he can have exposure to senior leadership perspective, and will review these plans with a and observe how they approach the market, peer in advance to gain broader insight and get the business, and the clients, hear the feedback. questions are they asking and challenges they are posing, etc. John will set clear expectations for his team members and those who support his client, Johns manager will ask Jennifer, a higheven if they do not report to him, conducting performing and deeply seasoned Global regular reviews with them on performance. Account Leader for large client X, to invite John to her global account meetings where Johns performance metrics around the how he can learn from her experience and will be adjusted to define success as coaching expertise. and driving accountability.

Education John will sign up to attend Leadership Fundamentals by the end of the year to gain more insight about the climate he is creating today, and focus on how to improve that climate, the level of trust in his team, and overall accountability ultimately impacting results, engagement and retention. John will then share key learnings with his manager and they will refine his development plan accordingly.

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Scenario 2 Meet Elizabeth Background: Elizabeth is an individual contributor based in Asia. She came to Avery Dennison directly out of school with no career experience. She has been in Communications a little more than two years, and has been mentored by her Manager, a seasoned expert in the function. Elizabeth has performed well in the organization, consistently achieves above average GPS performance ratings and receives positive messages from leadership about her potential. Given this, Elizabeth expects to be frequently promoted and is anticipating a fast track to the top in Communications. Elizabeths manager acknowledges both Elizabeths above-average performance as well as her future potential. But in order to consider her as ready for her next role, she needs to see advanced skills in several areas. Development Opportunities: Here are the areas in which Elizabeth needs to focus 1. Think Big and Act Boldly, Influencing Others: Elizabeth is open to new ideas and consistently applies learnings from previous experiences. What her manager needs to see as a next step is that she is willing and able to gather both internal and external insights, and frame them in a way that motivates and influences others to think differently. 2. Collaborate Across Boundaries, Giving and Receiving Feedback: Elizabeth is the first one to join cross-functional project teams and with great enthusiasm. However, feedback has confirmed that she tends to operate as an individual contributor within these teams, focusing on her individual deliverables versus the success of the team as a whole. This plays out as working independently on tasks, not seeking out others input, and demonstrating frustration or even blam ing others on the team when things fall short. The Plan: After discussing this feedback, Elizabeth and her manager align on the following plan Experience Exposure Elizabeth will be the Communications lead on an upcoming Elizabeth greatly respects one of organization-wide initiative to improve how employees her peers, Joe, and recognizes his operate and interact with the use of technology. This ability to influence at all levels of initiative will require influence, collaboration, and openness to the organization. She plans to use feedback from within the team and the broader business. It him as a thought-partner to will also require that she provide her team members with bounce ideas off of and get input meaningful feedback, and provide the opportunity to from throughout her project. demonstrate innovative thinking. Her success metrics will include not only how successfully she personally delivers on her goals, but how the team performs as a whole.

Education Elizabeth with read The 7 Habits of Highly Effective People to generate ideas around creative cooperation and reaching goals using a win-win approach.

The final step: Now that Elizabeth and her manager are aligned to this plan, Elizabeth will input the actions in the e-LDR system for her managers review and sign-off. They have agreed to meet quarterly to check and adjust as appropriate to help Elizabeth stay on track for developing into a future leader at the company.

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Scenario 3 -- Meet Sam Background: Sam is based in the US and aspires to become the VP of R&D. He has 5 years of experience in R&D, and has had 2 years of people-management experience. The other 3 years were spent as a technical expert/individual contributor. Overall, Sam is a solid performer. When he focuses on his work and managing the team, he gets results. However, he seems to pick and choose which goals and objectives he feels are important, or which ones he has the most personal energy and interest around, and then pushes those forward. Sam is also quite resistant to change, requiring a great deal of convincing to get on board with new ideas or direction. He often takes a wait and see approach to change. Sams manager agrees that Sam delivers results when he puts his mind to it. But, he is very clear with him that unless several areas are developed, he cannot support his VP of R&D aspirations. Development Opportunities: The following areas needing addressed are as follows 1. Drive Action and Execution: Sam needs to work to achieve all goals and objectives prioritized by the business and captured in his GPS. Additionally, there are parallel activities not spelled out on his GPS that may require his support and expertise. He needs to motivate himself and his team to execute against all initiatives and expectations. 2. Adaptability, Think Big and Act Boldly: As a leader of people, Sam sets the tone for his team. He needs to work on his adaptability as well as receptiveness to new ideas. This is especially critical in R&D, where to stay competitive and be successful, we need to be flexible, innovative and take risks. The Plan: After discussing this feedback, Sam and his manager align on the following plan Experience Exposure Sam has agreed to develop a project Sam will join a Technical Forum and participate in 2 panel plan to show progress against all of discussions or debates on new directions/technologies his initiatives and review with his within the field. He will report back to the team as to his manager on a monthly basis. This will learnings and how they may fit into, impact or influence our keep him on task to drive action and organizational strategy longer term. execution. Sam will complete a Change Style Inventory assessment and receive coaching to increase his own awareness of strengths and drawbacks of his personal change style Education None at this time.

The final step: Now that Sam and his manager are aligned to this plan, Sam will input the actions in the e-LDR system for his managers review and sign-off. They have agreed to meet quarterly to check and adjust as appropriate to help Sam get on track for much success at the company.

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Scenario 4 -- Meet Denise Background: Denise is a Team Supervisor and has been in role for the past 3 years. She joined Avery 5 years ago and started as a Process Engineer. She came to us right out of college and Avery Dennison is the company she chose to start her career. Denise was disappointed she was not selected and promoted to the open Operations Manager position. She does well in "making the numbers", as she meets or exceeds all key metrics with regards to Quality, Scrap, Inventory, and Service. Her Manager agrees that she does very well in hitting all the targets but she does it in a very directive leadership style of management. Development Opportunities: Her Manager believes there are a few areas she needs to develop for her to reach her career aspirations, they are as follows: 1. Build Organizational Capability-Denise does drive for results in all the key areas but her directive management style prevents her for developing her team. She needs to do much more listening to understand the needs of her employees. She needs to play the role of a mentor and coach to grow and improve her organization. Denise also appears very reluctant to listening to candid feedback from her reports which does not help her in building a network of employees that can support the business goals. 2. Provide Vision and Direction, Influence others- Denise has a difficult time convincing leaders and direct reports to follow her direction in business decisions. She lacks credibility; she will need to work with others more closely as a business partner to gain their support. She needs to dedicate more of her time in collaborating with others on a daily basis. The Plan: Experience Denise will hold weekly communication meetings to build credibility, gain trust, and motivate her team. Denise will build career development plans for each of her employees in the next 3 months to provide individual support and progress of each direct report. Exposure Denise will be invited to join the monthly Operations review meeting and will share information related to her scope of responsibilities. Denise will be provided a mentor who is a well respected and trusted member of the Operations Community to help her build trust within her team. Education Denise will attend the Leadership Fundamentals program in the next 6 months.

The final step: Now that Denise and her manager are aligned to this plan, Denise will input the actions in the e-LDR system for her managers review and sign-off. They have agreed to meet quarterly to check and adjust as appropriate to help Denise get on track for much success at the company.

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