【正文】 ore typical performance in a given job, role, anization or culture. Competencies are: ? observable and measurable ? behavioural characteristics that can be developed ? based on the business needs of today and tomorrow ? factors which drive superior performance in a given job How was the LGP developed? Step 1: ? Was developed by a rigorous research process: – Assessment of Unilever?s business context, the challenges facing leaders and the capabilities needed to achieve growth – Indepth research of 39 Unilever ?growth? leaders ? Interviews and feedback from colleagues – Comparison of the Unilever ?growth? leadership characteristics to a worldclass benchmark sample ? Large international anisations ? Achieved substantial growth in own sectors Result: LGP was rolled out to WL6 and 5 in 2021 How was the LGP developed? Step 2: ? Focus groups and interviews with WL2, 3 and 4 in 14 countries around the world – Tested relevance and made relevant adjustments Result: Now rolling out to all WL2+ managers across Unilever How were the Criteria Established? ? Original Research Compared and Contrasted Two Groups Current Superior Leaders Current Outstanding Leaders “Baseline” Competencies Both groups show “Distinguishing” Competencies Only outstanding show How were the External Benchmarks used? ? Compared both groups to petencies required to meet the future strategy and against the external benchmark population External benchmark of ‘world class’ leaders Current Superior Leaders “Baseline” Competencies “Distinguishing” Competencies Potential Vulnerabilities Even the best need to show more Current Outstanding Leaders What makes a worldclass leader of growth? Worldclass leaders of growth: ? Driven by bigger ambition and drive for step change ? Generate and encourage ?big? thinking ? Are highly ?street smart? and savvy ? Think and act over a longer term perspective ? Energise others for significant change ? Demonstrate a greater focus on individuals developing, empowering and holding them accountable ? Use highly effective influencing strategies to gain support: they know how to orchestrate the anisation colleagues, bosses, their teams How does Unilever measure up? ? Although the best of the Unilever sample demonstrates these behaviours and creates growth orientated climates, we are often still more ?controllers? than ?enablers? in our leadership style. ? We are good, but we know we can be better How is the LGP different? ? Directly related to our current business agenda Growth ? Externally benchmarked against the best ? One set of petencies for all levels ? Creates a focus on development of outstanding leaders at every level ? It is easily modified to support future new business goals As a result, LGP will replace the ?Effective Unilever Manager? petencies Achieves through integrity, teamwork and learning ? Self Confident Integrity ? Team Commitment ? Learning from Experience Possesses the intellectual power to determine direction Ensures that direction is market driven Delivers through people Acts decisively to improve performance ? Clarity of Purpose ? Practical Creativity ? Objective Analytical Power ? Market Orientation ? Leading Others ? Developing Others ? Influencing Others ? Entrepreneurial Drive Builds Commitment to Growth ? Strategic Influencing ? Team Co mitment ? Team Leadership Drives for Growth ? Seizing the Future ? Change Catalyst ? Developing Self amp。 Strategy Development ? Contract Agreement/Arrangement amp。 Project Engineering ? Customer Service Development amp。 Deployment 3. Supplier (amp。 Packaging Knowledge 7. Optimising Supply Chain Operations Performance Core ? at least 2 of the 4 Supply Chain subprocesses (Plan, Source, Make, Deliver). ? (especially those with Finance/Business backgrounds): Technology as a Supply Chain en