Executive and Management Level Expectations

‍(Aligned with the Radford talent system) 

When evaluating someone for leadership effectiveness, remember that values are everything. If a leader does not actively, passionately, clearly articulate the company values, then they are not fit for the role. No matter what the functional requirements, be clear that leaders are evaluated against company values at all times. 

Executives generally should be evaluated on the following dimensions (these are sufficient for C-level evaluations): 

1. Leadership: Builds, embodies, and is a standard bearer of the company culture. Inspires others to high 

standards, articulates vision and motivates others to achieve it.

2. Domain expertise: Applies deep knowledge, technical skill, and insight to define and solve functional or 

operational problems.

3. Fiscal responsibility: Makes sound financial decisions and improves the well being of the company (short 

& long term) by making good trade-offs.

4. Industry savvy: Appropriate fluency with industry trends and issues; leverages great relationships outside 

the company.

5. Impact/Productivity: Great capacity to get the right things done with urgency (both individually and within the organization). This is a function of initiative, diligence, efficiency, and communication. 

The talent market is driven by capability not age. Level is defined by the ability to carry responsibility and deliver consistent results, not tenure or pay. Levels provide a concrete set of expectations to manage accountability and guide career development. This framework makes expectations more consistent and transparent, which unlocks the best performances from the best people and shines immediate light on those that are not a good fit. 

Company levels should be defined for consistency across functions and operations within the company, but also benchmarked to the external talent market for accurate compensation comparisons. Responsibilities are driven by the demands of the business first, then by the capabilities of an individual. Promotions in title without the addition of new responsibilities should be avoided because that leads to title and cost inflation with no increase in value to the business. 

Level Responsibilities: 

Vice President 

• Carries full accountability for a business unit, operation, or function. Influences and prioritizes across organizational boundaries with exceptional judgment and maturity. 

• Independently oversees a business, operation or function in an area of significant importance or complexity (e.g., span of control/scope of responsibilities). Usually has several direct reports, but may be a senior-level individual contributor with world-class experience and expertise. 

• Independently and proactively defines goals for a business, operation, or function and occasionally for the business overall. Thinks strategically and adapts to ever-changing business conditions and priorities. 

• Has primary responsibility for defining and managing the organization structure of his/her group—acts as key decision maker for additional headcount, interviewing, hiring, team building, employee development, and employee performance issues. 

• May have several direct reports or may be a senior-level individual contributor with strategic experience and expertise. 

• Has regular interaction with external senior level representatives and independently cultivates these strategic relationships for the company. 

• Is recognized by people at all levels as a credible senior leader based on performance, scope of responsibility, and judgment. 

• Generally, has 8-12 years of progressive and relevant experience with 5+ years experience in a leadership or management role. 

• Has previously performed at a high level in a Director capacity for a period of 3 or more years. 

‍

Director 

• Has significant impact on the organization by leading a team or department and influences across organizational boundaries with well-developed judgment and maturity. 

• Leads an area of significant importance or complexity (e.g., span of control/scope of responsibilities). 

• May have several direct reports or may be a senior-level individual contributor with considerable experience and expertise. 

• Participates in defining goals for a business unit, operation, or function and leads the implementation of significant business priorities. Thinks strategically and adapts to ever-changing business conditions and priorities. 

• Plays a significant role in defining the organization structure of a department or team-- making the case for additional headcount, interviewing, hiring, team building, talent development and employee performance issues. 

• Has regular interaction with external, senior level representatives and independently cultivates these strategic relationships for the company. 

• Is recognized by people at all levels as a credible senior leader based on performance, scope of responsibility, and great judgment. 

• Generally, has 6-10 years of progressive and relevant experience with 3+ years experience in a leadership or management role. 

• Has previously performed at a high level in a Manager capacity for a period of 3-4 (or more) years. 

‍

Senior Manager 

• Has a high level of impact within his or her department and collaborates effectively across organization boundaries. 

• Leads team efforts toward department goals, manages services of a department. Carries full supervisory responsibilities for employees within his/her department. 

• Works independently with minimal direction, thinks strategically and shifts (without direction) in accordance with ever-changing business and customer expectations. 

• Develops new ideas within the operation/function and ensures operational excellence in areas of responsibility. 

• May have direct reports or be an individual contributor with solid experience and seasoned expertise. 

• May have regular interaction with external representatives and helps cultivate these relationships. 

• Is recognized within his/her organization as a senior leader and noticed outside his/her department as a strong player. 

• Generally, has 5-8 years of progressive and relevant experience 

• Has previously performed at a high level in a Manager capacity for a period of 2 or more years. 

‍

Manager 

• Has a obvious impact within his or her department and collaborates effectively across organization boundaries with guidance, direction, and support. 

• Leads team efforts toward short-term goals, manages services of a department with guidance and support. Carries full supervisory responsibilities for employees within his/her department. 

• Works independently with consistent direction, thinks tactically and is able to diagnose and respond to customer expectations. 

• Suggests new ideas within the operation/function and ensures operational excellence in areas of responsibility. 

• May have direct reports or be an individual contributor with solid experience and seasoned expertise. 

• May have regular interaction with external representatives and helps cultivate these relationships. 

• Is recognized within his/her organization as an emerging leader and well regarded within the organization at large. 

• Generally, has 4-6 years of progressive and relevant experience. 

• Has previously performed at a high level as a team leader/captain or with some supervisory capacity for a period of at least 1 year.