Describe HOW SENIOR LEADERS guide and SUSTAIN your organization.

Describe HOW SENIOR LEADERS communicate with your WORKFORCE and encourage HIGH PERFORMANCE.

Within your response, include answers to the following questions:

1.1a. VISION and VALUES

a(1)  HOW do SENIOR LEADERS set organizational VISION and VALUES?

HOW do SENIOR LEADERS DEPLOY your organization’s VISION and VALUES through your LEADERSHIP SYSTEM, to the WORKFORCE, to KEY suppliers and PARTNERS, and to CUSTOMERS and other STAKEHOLDERS, as appropriate?

HOW do SENIOR LEADERS’ personal ACTIONS reflect a commitment to the organization’s VALUES?

a(2)  HOW do SENIOR LEADERS personally promote an organizational environment that fosters, requires, and results in legal and
        ETHICAL BEHAVIOR?

a(3)  HOW do SENIOR LEADERS create a SUSTAINABLE organization?

HOW do SENIOR LEADERS create an environment for organizational PERFORMANCE improvement, the accomplishment of your MISSION and STRATEGIC OBJECTIVES, INNOVATION, competitive or role model PERFORMANCE leadership, and organizational AGILITY?

HOW do they [SENIOR LEADERS] create an environment for organizational and WORKFORCE LEARNING?

HOW do they [SENIOR LEADERS] personally participate in succession planning and the development of future organizational leaders?

1.1b. Communication and Organizational PERFORMANCE

b(1)  HOW do SENIOR LEADERS communicate with and engage the entire WORKFORCE?

HOW do SENIOR LEADERS encourage frank, two-way communication throughout the organization?

HOW do SENIOR LEADERS communicate KEY decisions?

HOW do SENIOR LEADERS take an active role in reward and recognition to reinforce HIGH PERFORMANCE and a CUSTOMER and business focus?

b(2)  HOW do SENIOR LEADERS create a focus on ACTION to accomplish the organization’s OBJECTIVES, improve PERFORMANCE,
        and attain its VISION?

What PERFORMANCE MEASURES do SENIOR LEADERS regularly review to inform them on needed ACTIONS?

HOW do SENIOR LEADERS include a focus on creating and balancing VALUE for CUSTOMERS and other STAKEHOLDERS in their organizational PERFORMANCE expectations?

Notes:

N1. Organizational VISION  (1.1a[1]) should set the context for STRATEGIC OBJECTIVES and ACTION PLANS, which are described in Item 2.1 and Item 2.2.

N2. A SUSTAINABLE organization (1.1a[3]) is capable of addressing current business needs and possesses the AGILITY and strategic management to prepare successfully for its future business and market environment. In this context, the concept of INNOVATION includes both technological and organizational INNOVATION to succeed in the future. A SUSTAINABLE organization also ensures a safe and secure environment for the WORKFORCE and other KEY STAKEHOLDERS.

N3. A focus on ACTION (1.1b[2]) considers the WORKFORCE, the WORK SYSTEMS, and the hard assets of your organization. It includes ongoing improvements in PRODUCTIVITY that may be achieved through eliminating waste or reducing CYCLE TIME, and it might use techniques such as Six Sigma and Lean. It also includes the ACTIONS to accomplish the organization’s STRATEGIC OBJECTIVES.

N4. Your organizational PERFORMANCE RESULTS should be reported in Item 7.1, Item 7.2, Item 7.3, Item 7.4, Item 7.5, and Item 7.6.

N5. For nonprofit organizations that rely on volunteers to accomplish their work, responses to 1.1b(1) also should discuss your efforts to communicate with and ENGAGE the volunteer WORKFORCE.

Item responses are assessed by considering the Criteria Item Requirements; your KEY BUSINESS FACTORS presented in your Organizational Profile; and the maturity of your APPROACHES, breadth of DEPLOYMENT, and strength of your improvement PROCESS and RESULTS relative to the SCORING SYSTEM. Refer to the SCORING SYSTEM.

Additional description link: 1.1 Senior Leadership Description.