The Leadership Attributes Handbook is a tool designed to help CAEs employees understand what is expected from them and

provides practical tips that will help them develop leadership skills. Understanding and applying these attributes will help us hire, develop, retain and promote high performing talent.

DELIVERS BUSINESS RESULTS

Definition: Takes ownership in results and demonstrates persistence in overcoming obstacles/barriers. Demonstrates the drive to meet and exceed objectives and achieve results on time.
Proficiency Level 1
Acts proactively in obtaining full understanding of project and builds an appreciation of a sense of urgency Defines clear expectations for self and others, and takes ownership for results Identifies potential obstacles to goal achievement/challenges status quo Capable of quick turnarounds Delivers on agreed tasks or goals by following directions and confirming deliverable requirements

Proficiency Level 2
Seeks assistance in addressing obstacles while demonstrating a strong sense of urgency Manages time and resources effectively to accomplish project tasks and to plan ones work Schedules assignments so that key client priorities are completed in a timely and accurate manner and leads to desired results Takes and drives accountability for self and team Uses project management methods or tools (e.g., work breakdown structures, processes) to plan, monitor, or schedule work

Proficiency Level 3
Communicates clear expectations

Proficiency Level 4
Makes decisions in complex, ambiguous or risky situations without undue hesitation where the consequences of the decision have broad and/or longterm implications for the success of CAE

Reviews priorities, monitors progress and works to align self and others goals with organization strategic plan and helps others to see the bigger picture and the importance of their contribution Empowers others to take actions that places CAEs best interest above their own Minimizes or removes barriers that get in the way of achieving results Is a role model in terms of how he/she works and applies new processes to Helps others understand the link increase efficiency; teaches others about between revenue and expenses and find the business operations on a regular ways to personally impact the bottom line basis Recognizes, celebrates and rewards Sets high standards of team accomplishments performance, works around time / Demonstrates the courage and conviction needed to drive large scale change initiatives Promptly identifies critical success factors in unstructured situations and drives implementation to achieve set parameters resource constraints, takes ownership and drives team to achieve set objectives consistently

Development opportunities
Work on a special project to increase Manage a project (business-centric, community fundraiser, employee engagement) Translate unclear goals to actionable business profitability plans Job shadow in another segment of the business Learn more about CAEs business Mentor someone in a different Take profit and loss management responsibility through job rotation or cross-functional business unit to increase overall CAE Attend quarterly business review sessions in other business units or at a higher level project understanding in the organization Get involved in a Measure success through metrics Research and analyze market trends, competition, regulatory issues and requirement merger/acquisition/strategic Seek coaching and feedback from in business alliance/joint venture peers Increase Business and Finance acumen Crossknowledge learning activities: Crossknowledge learning activities: through training Building on the values and motivations of your people Visioneering: creating your vision Getting your teams to adapt the vision Preparing to implement the vision What is vision Empower your people to deliver

SHOWS GLOBAL MINDSET

Definition: To manage the inherent challenges associated with a worldwide scope of operations.
Proficiency Level 1
Views diversity as an opportunity Challenges own assumptions regarding diversity Seeks input from diverse groups, geographic and points of view Treats all people with respect and fairness

Proficiency Level 2
Demonstrates sensitivity and adapts to the different cultures, customs and business environments Understands common business processes from a global perspective Values diversity and respects individuality

Proficiency Level 3
Models global leadership and works respectfully in multicultural environments Builds and leads diverse teams Ensures that people are treated with respect and fairness

Proficiency Level 4
Ensures that business practices are aligned with the geopolitical context, foreign policy issues and individual country strategies Champions diversity of thought, style, and perspective Demonstrates sensitivity and awareness of cross-cultural implications when conducting business or executing initiatives Fosters a positive and inclusive work environment where all people feel respected and valued for their contributions

Development opportunities
Work on project with partners from diverse cultures Go on loan or job shadowing with a peer in another country or function Participate in a cross-cultural project or in communities of practice (peer discussions) Follow cross-cultural courses Get advice from someone who has lived and worked in a foreign country Crossknowledge learning activities: Remote communication across cultures No intercultural skills, no until business Be aware of the influence of your own culture Implementing diversity into your daily working life Diversity affects us all! Get involved in an international assignment (merger, acquisition, strategic alliance or joint venture) Work with other departments, third parties or people outside your normal go-to group Lead or participate in a cross-cultural project (analyze strengths and weaknesses of cross-cultural work efforts and find solutions) Support assimilation of a CAE leader in a foreign country Host a delegation of foreign customers

Crossknowledge learning activities: Crossknowledge learning activities: The influence of culture upon organisations and working approach Six key competencies for working across cultures A basic grounding in effective people management Diversity is profitable Remote Communication across culture Diversity: are you a role model? Building trust across cultures Recognising cultural difference

ACTS STRATEGICALLY
Definition: Understands vision, business and opportunities. Aligns and communicates priorities, planning and goals with CAEs vision. Builds an understanding of the business environment and the opportunities available to create a competitive edge. Demonstrates the ability to synthesize multiple interrelated issues of varying complexity.
Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 Proficiency Level 4
Evaluates and pursues initiatives, investments and opportunities based on CAEs overall strategy Looks ahead identify obstacles and opportunities that may impact the success of plans or activities; considers solutions and action plans in the organization-wide context Execute while balancing operational and strategic perspectives Describes the organizations vision, mission, strategies and the rationale behind them; understands the connections to own business unit/department Knows the strengths, weaknesses and strategies of competitors Anticipates the evolution of the industry and external environment

Balances planning efforts with day-to-day Identifies different components of a complex Rallies, motivates and inspires demands situation or problem and the relationship employees in support of strategy and the among variables that are not obvious so as business objectives Defines issues accurately and identifies the to determine the most appropriate action critical components Clearly understands and anticipates the Interprets available competitor data (e.g. current decision and actions short term Thinks of multiple possible causes and activities, technology) and passes on critical and long-term significance consequences of events information to appropriate people Regularly refers to CAEs mission, values, Structures data to ensure logic and draws Develops a reputation for making good strategies, translating them into day to day out inconsistencies judgments and is consulted frequently for practices help on thinking through an issue Builds knowledge and understanding of Recognizes shifts in the marketplace other departments and how they work and Thinks through future implications and (government, economics and political understands the link between weights the benefits and risks associated environment) and understands the impact organizational, departmental and personal with potential actions of these on the organisation objectives in contributing to business strategy Understands and mitigates risk Engages with others to proactively think about responding to competitor moves, Demonstrates a broad understanding of Develops process for monitoring progress external threats, or emerging business business strategy and practices and how against bottom-line results opportunities they apply to own area of work Understands the organizations global Develops business plans within the context market position, opportunities, of the strategic objectives capabilities and competitive threats Creates efficiency savings while maintaining levels of superior service

Development opportunities
Participate in cross-functional project Attend financial analyst presentations Research and analyze competition, market trends and new market opportunities Read business publications and research documents Crossknowledge learning activities: Mastering SWOT analysis Participate and contribute in strategy sessions Lead a planning session for direct reports Get formal training on strategy-building techniques (e.g. scenarios planning, search conference, appreciative inquiry) Lead or participate in market analysis project Participate in Quarterly management meetings hosted by CEO Attend board presentations Crossknowledge learning activities: Analyzing market dynamics What is the company strategy Always keep the bigger picture in mind Be involved with a board in local agency or related organization (e.g. regulatory agency, engineering school, nonprofitable organization)

Crossknowledge learning activities: A good business plan helps you manage risk The value chain and competitive advantage Keys to a successful strategy

DRIVES CUSTOMER FOCUS

Definition: Translates internal/external customer needs into appropriate solutions. Balances customer expectations with the ability to deliver. Develops solutions that anticipate and channel customer needs and expectations.
Proficiency Level 1
Seeks and understands customer requirements, expectations and point of view Learns about customer and its industry Keeps the customer as the focal point of all activities; views business situations from the perspective of the customer Collaborates with others to deliver flawless products and services Takes steps to address customer requests and complaints promptly; gives attention to satisfying the customer the first time

Proficiency Level 2
Proactively seeks customer feedback as a key performance measure Demonstrates ingenuity in adapting products and services to customer feedback Obtains customer and supplier ideas and involvement before making commitments

Proficiency Level 3
Designs value-added solutions to address customers key priorities and adapts solutions, as needed, to changing customer and market demands

Proficiency Level 4
Understands external and internal customers immediate, as well as long-term goals and strategies and works with a longterm perspective in addressing problems

Adapts business processes and systems Develops strategic customer to ensure they are customer-centric relationships, gaining trust and respect Successfully handles a broad array of complex customer problems Encourages others to go beyond internal and external customer expectations to deliver first class service Leads others to align business processes and systems to ensure they are customercentric Develops strong partnerships with internal and external customers and considered as a trusted advisor

Considers the impact on the external customer when taking action, setting policies Consistently balances customer or carrying out ones own job tasks expectations and changes in requirements with the ability to deliver Delivers results that meet or exceed customers challenging expectations Empowers employees to meet customer requirements

Development opportunities
Shadow someone with great customer skills Research and analyze customer needs and identify how CAE can meet them (directly or partnering with others) Create a user experience by participating in customer simulations with your peers and analyzing the results Consider global customer needs when making a decision Repair damaged customer relationship in a timely manner, using peer or third-party guidance to help you Understand the connection between your work with the customer and the company strategy articulate this message to your team Shadow or participate in a contract negotiation Participate in an international tradeshow Invite reports to build the link between the work they do, the company strategy, and the customers experience and share this message with their peers Participate in customer review and feedback sessions (e.g. Customer Advisory Board) Crossknowledge learning activities: Client orientation: A global and complete shift Choose priorities from the customers view point

Crossknowledge learning activities: Managing client dissatisfaction Move from a product orientation to customer orientation Providing a service that meets the customers expectations What is Quality Client Service?

Crossknowledge learning activities: Management that encourages staff to be client-oriented Client orientation leads to improving performance

DEMONSTRATES INNOVATION AND PASSION

Definition: Develops new and unique ideas; shares enthusiasm and applies creativity to stay on cutting edge. Adapts quickly to new situations and business needs. Approaches problems with curiosity and open-mindedness and consistently seeks out new information.
Proficiency Level 1
Approaches problems with curiosity and open-mindedness Sees things from different angles and offers workable solutions Is flexible and open to suggestions; accepts and evaluates suggestions / ideas without instant dismissal/ resistance Challenges status quo

Proficiency Level 2
Works beyond traditional boundaries; willing to take risks and explore ideas/ champions new ideas and initiatives Demonstrates creative and valuable solutions for addressing new or existing problems, improving services, or completing work assignments more effectively or efficiently Assesses the viability of new technology for CAE and identifies impact on existing products and work procedures Thrives on difficult challenges and strives to overcome steep internal and external resistance Proactively shares best practice information and ideas with others Demonstrates core understanding of development lifecycle

Proficiency Level 3
Creates opportunities for developing creativity; champions innovative projects; stimulates brainstorming, unrestrained thinking and innovative ideas Allows freedom for others to experiment and balances new ideas against calculated acceptable risks Creates strategic options, visualises possibilities, formulates new approaches and engages in what-if thinking Applies recognized specialist skills and knowledge to solve the most challenging technical problems Supports reasonable risk taking and allows for some failures along the way. Help others learn from failures Stays current with trends in the external environment and applies that information where it makes sense

Proficiency Level 4
Identifies emerging trends in disparate fields and adapts them to CAE Creates a culture where ideas and suggestions are encouraged and nurtured Creatively weaves together a wide array of ideas and concepts Supports others in all endeavours to find new approaches and innovative solutions Maximizes creative talent across the business Considers long term business implications of decisions on the organisation Demonstrates expert ability in several product/service areas or markets and uses this to advance and grow the business

Development opportunities
Participate in a cross-functional project/community of practice Approach someone who works very differently from yourself Take apart a status quo process, analyze it, and rebuild get feedback from cross-functional peers Crossknowledge learning activities: Aim big, then deliver Taking up the challenge of change Formal training on change management and high-involvement work (e.g. WorkOut) Plan and lead a change management project or process improvement Identify and create opportunities for a cross-functional solution development for business issue Teach in field of expertise Lead a turnaround initiative Crossknowledge learning activities: Crossknowledge learning activities: Getting ideas flowing Helping to implement ideas Getting to grips with a planned change Challenge Ideas, not people Helping develop complex ideas in your company The future Redesign a product or service Lead change effort Lead project team or high-stakes project stretching outside of own field of expertise Identify and create collaborative opportunities between departments to enhance business

LIVES INTEGRITY
Definition: Demonstrates behaviors and acts daily in complete integrity to protect CAE image, values and reputation.
Proficiency Level 1
Demonstrates behaviours and work style that are consistent with CAEs leadership attributes Applies all principles of the Code of Business Conduct day-to-day Shows consistency between words and actions Displays responsible and ethical behaviour toward others Takes accountability for own mistakes

Proficiency Level 2
Places organizational success above individual gain Treats all individuals fairly and with respect Stands for the business and employees Accurately and fairly represents issues to ensure resolution

Proficiency Level 3
Presents the unvarnished truth in an appropriate and helpful manner Ensures everyone is treated fairly and with respect Serves as a positive role model by establishing and adhering to high ethical standards of doing business Ensures everyone can accurately and fairly represents issues to ensure resolution

Proficiency Level 4
Sets and upholds high standards of integrity for direct reports Makes strategic decision base on ethical considerations to ensure the long term sustainability of the organization Creates an ethical culture by encouraging and rewarding those who act with integrity

Development opportunities
Seek and provide feedback Identify the traits that make you trust someone and reproduce them in your day-to-day Conduct evaluation of others perception of your integrity and create a plan to address the identified issues Identify a mentor to provide insight on integrity issues Deal with a difficult employee who is bringing down the morale in the team Lead team discussions of current ethical issues before business decisions are made Protect the interests of people who are not present and those who have less power than you Contract a third-party coach: lay out pressing and difficult issues you are facing Set up and host a cross-functional group to discuss cases of ethics and integrity, using examples from current events and business issues

Crossknowledge learning activities: Crossknowledge learning activities: The challenges of corporate ethics Making ethically sound decisions The challenges of corporate ethics Making ethically sound decisions

INSPIRES ACHIEVEMENT
Definition: Inspires others to do their best.
Proficiency Level 1
Has a can-do attitude; approaches challenges from a solution-building perspective Is open to new ideas and approaches Demonstrates a sense of passion, positive attitude, and pride about work

Proficiency Level 2
Provides meaningful and challenging work opportunities Creates an environment in which people want to do their best Leads by example Treats people fairly and consistently at all levels within the organization

Proficiency Level 3
Adjusts leadership style to people and situations Drives decisions downward, involves employees Celebrates successes, communicates achievement and rewards employees Empowers others to act and think in ways that will get the job done Ensures people are treated people fairly and consistently at all levels within the organization Creates a work environment that helps people achieve a healthy balance between work and personal life

Proficiency Level 4
Articulates the strategy and vision in a compelling & inspiring way Energizes others and inspires them to drive change Demonstrates courage and optimism during times of crisis or change Continually raises the bar for performance and helps others succeed Creates a safe and trusting work environment that encourages openness and honest dialogue

Development opportunities
Take feedback from someone who is recognized for their inspiring behaviours Seek critical feedback on how own behaviour impacts others willingness and ability to achieve results Lead projects to engage employees, particularly where contentious Create measures for success and ensures results are achieved Interview employees to learn what motivates them; tailors work assignments and recognition accordingly Share successes publicly with team members Analyze personal management style; identifies and uses the most inspiring behaviours Get formal training on employee engagement and motivation Learn how to provide real feedback and have honest, candid conversations Work with a coach to assess leadership behaviours and improve Participate in an off-site or volunteer activity where inspiring others achievement is critical and solicits feedback from participants

Crossknowledge learning activities: Developing team performance Helping your staff to progress by using the correct management style How to effectively praise your staff Achieving success through leadership

ACTS BOUNDARYLESS, BUILDS RELATIONSHIPS

Definition: Demonstrates the ability to develop solutions and work across units and region. Ensures alignment to enhance business effectiveness. Communicates and shares information in a timely and effective manner. Uses information and relationships across team functions, business units and regions.
Proficiency Level 1
Acts proactively in obtaining or sharing information to ensure full understanding of project Makes effective use of formal and informal networks Keeps others informed/shares knowledge Recognizes that diverse perspectives bring added value to the creation and execution of new projects, services, and solutions; focuses on reaching consensus

Proficiency Level 2
Adopts a collaborative, non-hierarchical approach Leverages work from other functions, regions and business units Undertakes proactive steps and initiatives to involve others in critical business decisions impacting them Ensures the views of all relevant stakeholders are represented; actively involves diverse perspectives; promotes the idea of cross-functional teams Upholds group decisions and strives to achieve group objectives even if they differ from own preference or opinion Operates effectively in matrix relationships across organizational boundaries Looks for opportunities to network and partners with them on key initiatives

Proficiency Level 3
Initiates collaboration with others across departments and BU and serves as a liaison between multiple departments Builds relationships outside sphere of influence to get things done Drives team performance under difficult circumstances Builds relationships and works effectively with others in different areas to gain cross-functional organizational successes Understands the requirements for achievement of team objective and manages the team effectively Cultivates effective relationships across functions, regions and business units

Proficiency Level 4
Creates opportunities to bring teams and/or cross-functional teams together to collaborate on CAE initiatives Suggests imaginative ways to combine and apply the resources and expertise available across CAE to enhance the overall success of the organization Develops a sentiment of inclusion from all stakeholders; actively involves them by seeking their opinion and buy-in Openly shares ideas, innovations, best practices as well as failures so that others may benefit from experience; promotes a culture of open communication and respect

Development opportunities
Provide supportive feedback to the Participate in cross-functional projects or communities of practice (e.g. Coaching people who have contribute to your work Ourselves) Identify opportunity to assist other Select a solution-building project, find helpful contributors, sets parameters for the groups work and sponsor the project Repair a damaged colleague Develop the art of effective feedback relationship, seeking out third-party Set up roundtables about specific topics across diverse groups guidance if necessary Shadow or works on a negotiation deal Volunteer to work on special projects, job secondments or assignments Crossknowledge learning activities: Solicit a mentor to help learns how to Laying your teams foundation navigate through the organization What is transverse management Crossknowledge learning activities: Leading in a new world of complexity Networking Team leaders need to be team player Host a collaborative information or learning session across business units Invite cross-departmental participants to own teams strategy and objectivesetting sessions

DEVELOPS TALENT PIPELINE

Definition: Recognizes and develops talent. Delivers positive and constructive feedback in a timely manner. Coaches employees and creates learning opportunities. Takes necessary actions to ensure continuous learning
Proficiency Level 1
Learns from colleagues, customers, and outside resources by taking on challenging situations Uses ones or others mistakes or problems as learning opportunities: takes alternative action to ensure that the problem is not repeated Responds creatively, innovatively and quickly to new challenges and opportunities Actively seeks feedback from customers and team and learns from it; actively works on own personal and professional development Shares knowledge and skills with others to build broader capability

Proficiency Level 2
Seeks opportunities for self and others to learn and apply new skills Supports individuals at a similar or more junior level within the organization to develop their skills and knowledge to improve their performance Actively seeks and gives timely, specific, and constructive feedback Demonstrates trust in others by delegating responsibility, rather than taking charge, when they have the capability

Proficiency Level 3
Identifies, recruits and retains great talent Encourages and actively supports people to learn and grow from their positive and negative experiences and to develop to their full potential Encourages talented employees to expand work horizons and seize internal job opportunities Takes responsibility for developing the future talent needed to run CAE Gives timely, specific, and constructive feedback; confronts poor performers directly; publicly acknowledges effective performance Takes appropriate risks on people through the use of critical experiences and stretch assignments Recognizes others achievements and leverages the strengths in others Delegates increased leadership responsibilities as employees capabilities increase

Proficiency Level 4
Provides individuals with development opportunities to assess and expand their capabilities and achieve higher levels of performance Develops successors and talent pipeline Seen as an expert coach and provides one to one support to employees across all organizational levels Champions the framework for people development Demonstrates a commitment to the sharing of talent across divisions, functions, regions and teams to build bench Promotes employee development and the creation of lateral job opportunities to CAE executives Creates an inclusive culture that leverages colleagues unique interests and contribution

Development opportunities
Develop others by passing on information and knowledge in your area of expertise clearly and effectively Create development plans and ensure execution Participate in communities of practice and learning groups Crossknowledge learning activities: Giving constructive feedback What is competence? Stepping out of your comfort zone Learn and practice advanced interviewing skills Follow new employees to ensure their successful work integration Assign tasks and projects taking into consideration your reports strengths, development needs and interests Understand the unique motivators of each of your reports Train others or teach in own field of expertise Send direct reports on cross-functional learning projects Mentor a junior, encourages your reports to mentor others and seek out mentors themselves Crossknowledge learning activities: Developing skills by delegating Successfully manage a development interview Manage beyond knowledge and skills Helping your staff to progress by using the correct management style Learn to evaluate potential using the leadership attributes and give developmental feedback to others Develop and practice coaching skills Welcome lateral secondments and release high performing employees to learn new aspects of the business

Crossknowledge learning activities: Trust your young leaders